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Конкуренція в новому світі праці: як радикальна адаптованість відокремлює найкращих від решти
Пандемія змусила нас відмовитися від застарілих систем, процесів і процедур і зробити сміливий стрибок у ще більш цифрове майбутнє. Автор бестселера «Ніколи не їжте наодинці» Кейт Феррацці пропонує нове сміливе бачення того, як виглядатимуть організації майбутнього — цифрові, інклюзивні, стійкі, емпатійні. Які нові практики закріпляться у нашому житті у постковідній ері? Як лідери змінюють свої організації на краще після COVID? Як це все допоможе їм досягати ще більшого успіху?
Подана у книжці дорожня карта дасть лідерам натхнення далі розвивати свої організації, надолужити згаяний на пандемію час час, прийняти нові реалії і здолати нові бар’єри.
Чим хороша ця книжка:
- Пропонує нове сміливе бачення організації майбутнього.
- Демонструє, які інновації з’явилися під час пандемії та як вони вплинули на роботу компаній.
- Визначає нову модель лідерства — радикальну адаптованість — для підтримки безперервних змін у наступні періоди можливостей та викликів.
- Дає дієві й конкретні поради, як будувати нові стратегії, бізнес-моделі, організаційні системи і навіть культуру так, щоб залишатися конкурентоспроможними в новому, постпандемійному контексті.
Подана у книжці дорожня карта дасть лідерам натхнення далі розвивати свої організації, надолужити згаяний на пандемію час час, прийняти нові реалії і здолати нові бар’єри.
Чим хороша ця книжка:
- Пропонує нове сміливе бачення організації майбутнього.
- Демонструє, які інновації з’явилися під час пандемії та як вони вплинули на роботу компаній.
- Визначає нову модель лідерства — радикальну адаптованість — для підтримки безперервних змін у наступні періоди можливостей та викликів.
- Дає дієві й конкретні поради, як будувати нові стратегії, бізнес-моделі, організаційні системи і навіть культуру так, щоб залишатися конкурентоспроможними в новому, постпандемійному контексті.
Published January 1, 2022
88 people are currently reading
1431 people want to read
About the author
Keith Ferrazzi
25 books400 followersKeith Ferrazzi is an entrepreneur and global thought leader in high performing teams and Chairman of Ferrazzi Greenlight and its Research Institute. He is the author of the #1 New York Times bestseller Who’s Got Your Back and bestsellers like Never Eat Alone, Leading Without Authority, and Competing in the New World of Work. He is a frequent contributor to Harvard Business Review, the Wall Street Journal, Fast Company, Forbes, Inc, Fortune, and other publications. Ferrazzi’s twenty-year history of transforming C-Suite executive teams has made him an agent of transformation among the world’s greatest and most sought-after coaches.
Widely recognized as a thought-leader among his peers, Ferrazzi is a frequent contributor to CNN and CNBC. He has authored numerous articles for leading business and consumer publications, including Forbes, Inc, the Wall Street Journal, the Harvard Business Review, and Reader’s Digest. An early leader in the quality movement, Ferrazzi was the youngest examiner of the Malcolm Baldrige National Quality Award. He has been named a "Global Leader of Tomorrow" by the World Economic Forum, one of the top "40 Under 40" business leaders by Crain's Business, one of the most distinguished young Californians by the Jaycees, and one of the most creative Americans in Richard Wurman's "Who's Really Who". Ferrazzi's extraordinary rise to prominence, which includes a stint as the youngest Chief Marketing Officer in the Fortune 500, has even inspired a Stanford Business School case study.
As CEO of Ferrazzi Greenlight, he draws upon a rich professional history to help guide organizations and business leaders worldwide. Ferrazzi was previously Chief Marketing Officer at Starwood Hotels, he oversaw marketing activities for global brands including Sheraton, Westin, The Luxury Collection, St. Regis, and W Hotels. Ferrazzi also served as Chief Marketing Officer for Deloitte Consulting, a leading global management consulting firm, where he developed and managed the industry's first globally integrated marketing organization. His creative marketing strategy drove the ascent of Deloitte's "Consulting" brand recognition from the lowest in the industry to a primary position and spurred the highest featured growth rate in the industry.
Ferrazzi actively supports numerous civic, charitable and educational organizations. He serves on the Yale University Board of Alumni Governors and the Board of Trustees of the Kiski School in Pennsylvania and is also a Fellow of the Berkeley College at Yale. Additionally, Ferrazzi founded Big Task Weekend, an executive roundtable that brings together some of the nation’s top leaders to focus on improving the health and wellness of Americans. Ferrazzi’s interests also include studying the relationship between leadership success and spirituality. He received a bachelor’s degree from Yale University and his MBA from Harvard Business School.
Widely recognized as a thought-leader among his peers, Ferrazzi is a frequent contributor to CNN and CNBC. He has authored numerous articles for leading business and consumer publications, including Forbes, Inc, the Wall Street Journal, the Harvard Business Review, and Reader’s Digest. An early leader in the quality movement, Ferrazzi was the youngest examiner of the Malcolm Baldrige National Quality Award. He has been named a "Global Leader of Tomorrow" by the World Economic Forum, one of the top "40 Under 40" business leaders by Crain's Business, one of the most distinguished young Californians by the Jaycees, and one of the most creative Americans in Richard Wurman's "Who's Really Who". Ferrazzi's extraordinary rise to prominence, which includes a stint as the youngest Chief Marketing Officer in the Fortune 500, has even inspired a Stanford Business School case study.
As CEO of Ferrazzi Greenlight, he draws upon a rich professional history to help guide organizations and business leaders worldwide. Ferrazzi was previously Chief Marketing Officer at Starwood Hotels, he oversaw marketing activities for global brands including Sheraton, Westin, The Luxury Collection, St. Regis, and W Hotels. Ferrazzi also served as Chief Marketing Officer for Deloitte Consulting, a leading global management consulting firm, where he developed and managed the industry's first globally integrated marketing organization. His creative marketing strategy drove the ascent of Deloitte's "Consulting" brand recognition from the lowest in the industry to a primary position and spurred the highest featured growth rate in the industry.
Ferrazzi actively supports numerous civic, charitable and educational organizations. He serves on the Yale University Board of Alumni Governors and the Board of Trustees of the Kiski School in Pennsylvania and is also a Fellow of the Berkeley College at Yale. Additionally, Ferrazzi founded Big Task Weekend, an executive roundtable that brings together some of the nation’s top leaders to focus on improving the health and wellness of Americans. Ferrazzi’s interests also include studying the relationship between leadership success and spirituality. He received a bachelor’s degree from Yale University and his MBA from Harvard Business School.
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Displaying 1 - 22 of 22 reviews
May 4, 2022
One of the first books out post pandemic on the news ways we have adapted to work. While the book provided good reminders of concepts, we felt no new information was presented. He presented frameworks swinging from extremely high level, painting hard topics with a simple brush, to extremely basic. The book is one long sales pitch for his own consulting company.
"Who is the audience for this book?" A basic question, we could not, at book club, answer.
"Who is the audience for this book?" A basic question, we could not, at book club, answer.
January 12, 2023
Не впевнена, що Кіт Феррацці дотичний до цієї книги, яку скорше написали його співавтори. Як завше, вона написана для того, щоб продавати послуги Феррацці, від цього читати було троха сумно. Тобто написали її бо так треба було. Взяли банальну тему - радикальної адаптивності та описали досвід відомих компаній про те, як вони давали собі раду на виклики Covid-19. Мало сенсу, багато води. Беру собі декілька цікавих думок та виписала запитання, які можна використати для командного коучингу. Ось і вся цінність книги.
February 14, 2022
As Stevo’s Novel Ideas, I am a long-time book reviewer, member of the media, an Influencer, and a content provider. I received this book as a free review copy from either the publisher, a publicist, or the author, and have not been compensated for reviewing or recommending it.
This book was Stevo's Business Book of the Week for the week of 2/13, as selected by Stevo's Book Reviews on the Internet and Stevo's Novel Ideas. "Competing in the New World of Work" shows leaders how to shape their organizations and practices to remain competitive in a new, post-pandemic context.
This book is a tremendously valuable resource for managers and directors who need to anticipate global market changes and assemble teams that can rapidly react to them. Of particular interest to me is the section on how companies can create online communities of customers and advocates to create a moat that serves as a buffer when the seas get rough.
Find more Business Books of the Week on my Goodreads Listopia page at https://www.goodreads.com/list/show/9..., and find many more reviewed and recommended books and products by searching for me on Google.
This book was Stevo's Business Book of the Week for the week of 2/13, as selected by Stevo's Book Reviews on the Internet and Stevo's Novel Ideas. "Competing in the New World of Work" shows leaders how to shape their organizations and practices to remain competitive in a new, post-pandemic context.
This book is a tremendously valuable resource for managers and directors who need to anticipate global market changes and assemble teams that can rapidly react to them. Of particular interest to me is the section on how companies can create online communities of customers and advocates to create a moat that serves as a buffer when the seas get rough.
Find more Business Books of the Week on my Goodreads Listopia page at https://www.goodreads.com/list/show/9..., and find many more reviewed and recommended books and products by searching for me on Google.
April 2, 2022
This book outlines how to restructure your company if you are a leader, or if you are a worker how to restructure your thinking into our new workforce of post pandemic world of work. The author emphasizes the importance of radical adaptability, and how it can take your business into a new level of production. I think it outlines some really great strategies and gives good examples but it is a bit repetitive, and the readability can get a bit dense. The chapters are a bit long and the language gets dense when just trying to explain a simple point. Overall, an in depth study targeted to a specific audience on how to bring your company from a pre pandemic state to a post and the strategies involved.
June 16, 2022
In the post pandemic world, only Radically Adaptable companies employing Collaborative Problem Solving amongst other High Return practices can thrive. And please, get an outsider expert such as consultants from the author’s company to give you objective feedback.
Listening to the audiobook, I am very confused because of the excessive use of buzz words. However I will try to distill his advice:
1. Identify what work must be kept in-house and what can be outsourced.
2. Zoom meetings are impersonal, so ask staff to actually call each other to have a real conversation every day.
3. Allow teams to invite colleagues from other departments to give inputs, especially for very urgent stuff like flexible scheduling during the pandemic with the very changing rules.
4. Employ consultants to give objective advice.
5. During zoom meetings, break the big group into small units of 3 people to brainstorm. Have written feedback to cater to introverts.
6. Have teams to look out for trends involving health, geopolitics, new technology, new laws that can impact your company to have monthly warning briefs.
Anyone working in a big Organization will need to read this. Because you need to understand this new management lingo.
I am now off to read my next High Return Book!
Listening to the audiobook, I am very confused because of the excessive use of buzz words. However I will try to distill his advice:
1. Identify what work must be kept in-house and what can be outsourced.
2. Zoom meetings are impersonal, so ask staff to actually call each other to have a real conversation every day.
3. Allow teams to invite colleagues from other departments to give inputs, especially for very urgent stuff like flexible scheduling during the pandemic with the very changing rules.
4. Employ consultants to give objective advice.
5. During zoom meetings, break the big group into small units of 3 people to brainstorm. Have written feedback to cater to introverts.
6. Have teams to look out for trends involving health, geopolitics, new technology, new laws that can impact your company to have monthly warning briefs.
Anyone working in a big Organization will need to read this. Because you need to understand this new management lingo.
I am now off to read my next High Return Book!
August 29, 2023
poorly written with 0 actual takeaways for me
June 3, 2023
Challenges Behind the “Happy Talk” - Hearing author Ferazzi on NPR Marketplace, much like that for Dignan’s “Brave New Work”(see my review), I thought I would take another look at this latest breed of business consultants. While the book has some appeal related to dealing with conditions in the aftermath of the Covid pandemic and a resurgent reliance on teams, it had much to overcome with my skepticism about today’s actual practices behind the “happy talk.”
The books content consists of 8 chapters: (1) Radical Adaptability - A sustainable model for leading continuous change in the new world of work, (2) Collaborate through Inclusion - The new work rules for high performance through virtual, remote, asynchronous, and hybrid working styles, (3) Lead through Enterprise Agile - Fast, flexible team leadership with the focus on the customer, (4) Promote Team Resilience - Shared responsibility and accountability for team members' health and well-being, (5) Develop Active Foresight - Identify what you need to do today to succeed tomorrow, (6) Future-Proof Your Business Model - Experiment with new technologies and frameworks to fast forward your organization, (7) Build a Lego Block Workforce - Use new labor models to get work done in new ways, (8) Supercharge Your Purpose - Support the perpetual evolution of the organization as a radically adaptable organism. At the end come a “Futurelogue,” Notes, Index, Acknowledgments, and information About the Authors.
Aspects of the book that stood out for me were those related to “Agile” methods which have received increased attention in recent years. As the authors indicate (in Kindle Location 961) that in our increasingly digital environment “Agile practices evolved so that software could be updated more easily and more frequently, on an ongoing basis that could meet rapidly changing customer needs.” They continue (in Location 965-1036) that “ . . . [in] the future of almost every industry, enterprise agile becomes the natural operating system for radical adaptability . . . agile experimentation controls risk through frequent testing and incremental learning . . . Technology teams rely on formalized agile processes for continuous innovation throughout all the systems processes and technologies that support the organization’s activities.” Furthermore, (in Location 1116), Ferrazzi and Co. specify that “Agile teams with clarity of mission and adequate resources are capable of self-organizing and self-managing. The teams decide which approaches, people, and resources will be required to achieve its objectives, and the behavior within the team evolves from authority-centric norms into customer-centric cultures.” They also emphasize the importance of monitoring “signals” and “. . . explor[ing] those emerging technologies and envision[ing] the opportunities to grow along with them . . . Robotic delivery . . . software-as-a-service AI platforms . . .” as well as building “a Lego like workforce.” All this brings to mind such books as Mohr and van Amelsvoort’s “Co-Creation of Humane and Innovative Workplaces” or Sanford and Taylor’s “Let Go to Grow,” and Kissinger et al’s “The Age of AI” (see my reviews).
While these practices make sense, what kept gnawing at me throughout the book were its blatant self-promotion and its “blind spots” such as the real state of “customer service” and “mental health” in the “new world of work.” For instance (in Location 260), the authors say “Radical adaptability prompts you to constantly anticipate change, reinterpret it, and transform yourself through change.” As I read, I kept asking myself ”how many times are they going to say this phrase” as it turns 97 times in book sample alone. Then, I kept remembering the book is written by marketeers and promoters. Moreover, there were the frequent references to “Always Put Customer Value First” (e.g., in Location 907) and “workplace mental health issues” (e.g., in Location 1407) with apparently little understanding about how widespread disservice and toxicity actually is. As examples, see such books as Amas Tenumah’s “Waiting for Service: An Insider's Account of Why Customer Service is Broken” or Wendy Dean’s “If I Betray These Words Moral Injury in Medicine and Why It's So Hard for Clinicians to Put Patients First” or even Rushdie’s “Quichotte: A Novel” (see my review)---while I look for a better fiction along these lines.
Even with its shortcomings, this book does impart an idea of current workplace challenges and some wisdom to tease out among and between the lines. As the authors say (in Location 1454) “Supporting yourself, your teams, your friends, and your family is essential for all of us to get through [life these days]” Furthermore, as they indicate (in Location 3237), one would do well to “. . . tether the promise of personal fulfillment to the transformational changes needed [ahead]” in that way one might be able to survive and thrive as our uncertain future unfolds.
The books content consists of 8 chapters: (1) Radical Adaptability - A sustainable model for leading continuous change in the new world of work, (2) Collaborate through Inclusion - The new work rules for high performance through virtual, remote, asynchronous, and hybrid working styles, (3) Lead through Enterprise Agile - Fast, flexible team leadership with the focus on the customer, (4) Promote Team Resilience - Shared responsibility and accountability for team members' health and well-being, (5) Develop Active Foresight - Identify what you need to do today to succeed tomorrow, (6) Future-Proof Your Business Model - Experiment with new technologies and frameworks to fast forward your organization, (7) Build a Lego Block Workforce - Use new labor models to get work done in new ways, (8) Supercharge Your Purpose - Support the perpetual evolution of the organization as a radically adaptable organism. At the end come a “Futurelogue,” Notes, Index, Acknowledgments, and information About the Authors.
Aspects of the book that stood out for me were those related to “Agile” methods which have received increased attention in recent years. As the authors indicate (in Kindle Location 961) that in our increasingly digital environment “Agile practices evolved so that software could be updated more easily and more frequently, on an ongoing basis that could meet rapidly changing customer needs.” They continue (in Location 965-1036) that “ . . . [in] the future of almost every industry, enterprise agile becomes the natural operating system for radical adaptability . . . agile experimentation controls risk through frequent testing and incremental learning . . . Technology teams rely on formalized agile processes for continuous innovation throughout all the systems processes and technologies that support the organization’s activities.” Furthermore, (in Location 1116), Ferrazzi and Co. specify that “Agile teams with clarity of mission and adequate resources are capable of self-organizing and self-managing. The teams decide which approaches, people, and resources will be required to achieve its objectives, and the behavior within the team evolves from authority-centric norms into customer-centric cultures.” They also emphasize the importance of monitoring “signals” and “. . . explor[ing] those emerging technologies and envision[ing] the opportunities to grow along with them . . . Robotic delivery . . . software-as-a-service AI platforms . . .” as well as building “a Lego like workforce.” All this brings to mind such books as Mohr and van Amelsvoort’s “Co-Creation of Humane and Innovative Workplaces” or Sanford and Taylor’s “Let Go to Grow,” and Kissinger et al’s “The Age of AI” (see my reviews).
While these practices make sense, what kept gnawing at me throughout the book were its blatant self-promotion and its “blind spots” such as the real state of “customer service” and “mental health” in the “new world of work.” For instance (in Location 260), the authors say “Radical adaptability prompts you to constantly anticipate change, reinterpret it, and transform yourself through change.” As I read, I kept asking myself ”how many times are they going to say this phrase” as it turns 97 times in book sample alone. Then, I kept remembering the book is written by marketeers and promoters. Moreover, there were the frequent references to “Always Put Customer Value First” (e.g., in Location 907) and “workplace mental health issues” (e.g., in Location 1407) with apparently little understanding about how widespread disservice and toxicity actually is. As examples, see such books as Amas Tenumah’s “Waiting for Service: An Insider's Account of Why Customer Service is Broken” or Wendy Dean’s “If I Betray These Words Moral Injury in Medicine and Why It's So Hard for Clinicians to Put Patients First” or even Rushdie’s “Quichotte: A Novel” (see my review)---while I look for a better fiction along these lines.
Even with its shortcomings, this book does impart an idea of current workplace challenges and some wisdom to tease out among and between the lines. As the authors say (in Location 1454) “Supporting yourself, your teams, your friends, and your family is essential for all of us to get through [life these days]” Furthermore, as they indicate (in Location 3237), one would do well to “. . . tether the promise of personal fulfillment to the transformational changes needed [ahead]” in that way one might be able to survive and thrive as our uncertain future unfolds.
November 28, 2023
In Competing In the New World Of Work, Keith Ferrazzi offers a comprehensive exploration of success in the contemporary professional landscape by navigating the challenges and opportunities influenced by the impact of the pandemic on the workplace.
Ferrazzi’s expertise in networking addresses the changes brought about by the pandemic. This book bridges theory and application, providing real-world examples and actionable strategies. Ferrazzi emphasizes adaptability, continuous learning, and meaningful connections in the post-pandemic digital age, drawing on personal experiences and successful professionals’ stories.
A standout aspect is Ferrazzi’s emphasis on collaboration, which is crucial in the wake of pandemic-induced shifts. He dismantles the lone genius myth, highlighting the power of collaboration for innovation and success. Insights on building authentic, trust-based professional relationships provide a holistic approach, and this is especially relevant in a world reshaped by remote work.
Ferrazzi guides readers from an analysis of the current state of work to actionable strategies for skill development and relationship-building. There are also reflection questions and practical exercises, tailored to the post-pandemic reality, which make the book a good fit for individual contemplation or group studies.
While I enjoyed the content, finding time to physically read the book proved challenging. Early on, I opted to listen to it as an audiobook, which allowed me to get through it much faster. Competing In the New World Of Work is a compelling guide for navigating the complexities of the post-pandemic professional landscape. Ferrazzi’s wealth of knowledge, practical advice, engaging storytelling, and real-world examples make it highly recommended for anyone looking to thrive in the new world of work.
Ferrazzi’s expertise in networking addresses the changes brought about by the pandemic. This book bridges theory and application, providing real-world examples and actionable strategies. Ferrazzi emphasizes adaptability, continuous learning, and meaningful connections in the post-pandemic digital age, drawing on personal experiences and successful professionals’ stories.
A standout aspect is Ferrazzi’s emphasis on collaboration, which is crucial in the wake of pandemic-induced shifts. He dismantles the lone genius myth, highlighting the power of collaboration for innovation and success. Insights on building authentic, trust-based professional relationships provide a holistic approach, and this is especially relevant in a world reshaped by remote work.
Ferrazzi guides readers from an analysis of the current state of work to actionable strategies for skill development and relationship-building. There are also reflection questions and practical exercises, tailored to the post-pandemic reality, which make the book a good fit for individual contemplation or group studies.
While I enjoyed the content, finding time to physically read the book proved challenging. Early on, I opted to listen to it as an audiobook, which allowed me to get through it much faster. Competing In the New World Of Work is a compelling guide for navigating the complexities of the post-pandemic professional landscape. Ferrazzi’s wealth of knowledge, practical advice, engaging storytelling, and real-world examples make it highly recommended for anyone looking to thrive in the new world of work.
May 29, 2023
I received this book through work. I don’t necessarily think I was the right audience for it. The first 25% of it felt relevant for people leaders of all kind who are managing in the new normal we are facing since the pandemic. The rest of the book really felt geared more to someone leading a large corporation or at least their own business. There were numerous/too many case studies, which didn’t feel applicable to me, and at times it felt more like advertising for author’s consulting business. Again, I took some helpful tidbits from the beginning of the book, but the majority of it just wasn’t for me.
October 16, 2022
Some elements of this book were mind popping insightful, those bits worth a 4 or 5 rating. Other parts went down rabbit holes or seemed to be included because they should, like the last chapter on purpose which felt like an afterthought to be included because we all know post pandemic many of us are wanting more purposeful daily living. So those bits get a 1 or 2 rating. Therefore had to land in the middle of 3 rating although it’s not an average read.
April 24, 2024
Eek. If you want to get an insight into how a narcissistic predator fakes trust and authenticity to build relationships with people he thinks he can get something from, then this is a great read.
If you're wondering why the book never goes beyond surface level on any of its insights, that's because sociopaths only know how to mimic the appearance of candor, trust, etc.
If you're wondering why the book never goes beyond surface level on any of its insights, that's because sociopaths only know how to mimic the appearance of candor, trust, etc.
March 11, 2023
Книга написана після пандемії і розповідає як змінився запуск продуктів та офіси компаній.
7 розділів показують, як радикально адаптуватися, щоб успішно конкурувати у новому світі праці.
Мені інформаційно заслабка.
7 розділів показують, як радикально адаптуватися, щоб успішно конкурувати у новому світі праці.
Мені інформаційно заслабка.
January 26, 2022
A great book to help you have an understanding of working after the pandemic.
April 1, 2022
As a leader and manager you will find this book invaluable. Full of case studies, examples, and inspiration for navigating times of turbulence, uncertainty and change.
April 11, 2022
Nothing earthshakingly new (to me), but a good summary of Ferrazzi's earlier work and recent research in psychological safety and remote work during COVID-19.
December 15, 2022
Good book to make you think differently at work. My team read this as a book club and the discussion each week were so engaging and you could see people shifting the way they think.
May 24, 2023
this book aged like shit!
May 30, 2023
Uninspired and capitalist feeling.
July 6, 2023
Fluffy business book. A few okay quotes and tips but nothing that will stick long term.
December 19, 2023
I don't see myself "reading" the book, but listening to the audio on 1.5x speed did the trick.
August 29, 2023
“Радикальна адаптивність” - методологія нового лідерства, яка допоможе у непевному й постійно змінювальному майбутньому. Вона навчить, як успішно змінюватися перед лицем буремного майбутнього і бачити в ньому нові можливості. Відстеження нової інформації і вчасний її аналіз не можна зробити один раз і назавжди. Майбутнє постійно змінюється залежно від того, що відбувається зараз. Відстежування має бути постійним. Маєте регулярно оновлювати свої прогнози майбутнього.
Книга поділена на 5 частин - 5 кроків, які допоможуть вам зібрати свою основну команду і зрозуміти, як перемкнути її з традиційного режиму очікування на інноваційний режим співрозвитку. Основна ідея полягає в створюванні команди, в якій люди не цікавляться, навіщо досягати тієї чи іншої мети, бо вони були серед тих, хто цю мету поставив. Інклюзивний підхід до співпраці у питаннях майбутнього успіх й напрямку розвитку створює відчуття єдності на шляху до спільної мети.
Agile - підприємство з його бажанням експериментувати й ставити конкретні цілі дає керівникам багато можливостей підвищити ефективність команди. Agile - коуч стежить за досягненням й тим, щоб робота не відхилялася від мети. Команда веде беклог - це журнал, у якому вони сортуються відповідно до терміновості чи важливості.
Щоб виховувати в команді стресостійкість необхідно спрямовувати її на:
1. Результат - це здатність команди робити свою роботу і досягати очікуваних показників.
2. Щирість - здатність говорити правду, виявляти й долати перешкоди на своєму шляху.
3. Винахідливість - команди докладають сили до розв’язання проблем і зосереджуються на них, попри зовнішні обставини. Не витрачати час на те, щоб поскаржитися, що завдання несправедливе, а розв’язувати проблему складно. Швидко висловити сумніви, пропрацювати їх і вирішити, як працювати далі.
4. Співпереживання - об’єднати людей, яким не байдуже одне до одного, формувати увагу і спільну відповідальність за успіх та провал, відданість та співрозвиток всієї команди, а не окремі успіхи окремих працівників.
5. Відкритість - вміти визначати, що проблема занадто серйозна, навчитися просити допомогу. Проблеми необхідно помічати і розв’язувати.
6. Виробнича стійкість - здатність підлаштовуватися та знайти новий спосіб досягнути цілі, легко змінювати курс, коли цього вимагають умови, але не забувати про мету.
7. Великовдячність - коли команда усвідомлює користь від подолання проблеми, ділитися досвідом, на якому можуть вчитися інші, не звинувачувати одне одного
8. Добрий намір - може в когось якісь особисті проблеми, хтось переживає з причин, якої вам не зрозуміти, але вірте, що всі видають у роботі свій максимум. Питайте, чим ви можете допомогти чи підтримати працівника.
Автори змінюють уявлення про те, що таке справжня команда, розширюють свої вимоги до неї, показують, як об’єднати людей у команду, пори їхню внутрішню роз’єднаність та обмеження посадових інструкції. Але досить поверхово уроки лідерства під час кризи поєднуються в надійну схему, тому що американці бізнесмени. Хочеш більшого - купи. Звикайте, що інтелект і досвід - це теж товар.
Книга поділена на 5 частин - 5 кроків, які допоможуть вам зібрати свою основну команду і зрозуміти, як перемкнути її з традиційного режиму очікування на інноваційний режим співрозвитку. Основна ідея полягає в створюванні команди, в якій люди не цікавляться, навіщо досягати тієї чи іншої мети, бо вони були серед тих, хто цю мету поставив. Інклюзивний підхід до співпраці у питаннях майбутнього успіх й напрямку розвитку створює відчуття єдності на шляху до спільної мети.
Agile - підприємство з його бажанням експериментувати й ставити конкретні цілі дає керівникам багато можливостей підвищити ефективність команди. Agile - коуч стежить за досягненням й тим, щоб робота не відхилялася від мети. Команда веде беклог - це журнал, у якому вони сортуються відповідно до терміновості чи важливості.
Щоб виховувати в команді стресостійкість необхідно спрямовувати її на:
1. Результат - це здатність команди робити свою роботу і досягати очікуваних показників.
2. Щирість - здатність говорити правду, виявляти й долати перешкоди на своєму шляху.
3. Винахідливість - команди докладають сили до розв’язання проблем і зосереджуються на них, попри зовнішні обставини. Не витрачати час на те, щоб поскаржитися, що завдання несправедливе, а розв’язувати проблему складно. Швидко висловити сумніви, пропрацювати їх і вирішити, як працювати далі.
4. Співпереживання - об’єднати людей, яким не байдуже одне до одного, формувати увагу і спільну відповідальність за успіх та провал, відданість та співрозвиток всієї команди, а не окремі успіхи окремих працівників.
5. Відкритість - вміти визначати, що проблема занадто серйозна, навчитися просити допомогу. Проблеми необхідно помічати і розв’язувати.
6. Виробнича стійкість - здатність підлаштовуватися та знайти новий спосіб досягнути цілі, легко змінювати курс, коли цього вимагають умови, але не забувати про мету.
7. Великовдячність - коли команда усвідомлює користь від подолання проблеми, ділитися досвідом, на якому можуть вчитися інші, не звинувачувати одне одного
8. Добрий намір - може в когось якісь особисті проблеми, хтось переживає з причин, якої вам не зрозуміти, але вірте, що всі видають у роботі свій максимум. Питайте, чим ви можете допомогти чи підтримати працівника.
Автори змінюють уявлення про те, що таке справжня команда, розширюють свої вимоги до неї, показують, як об’єднати людей у команду, пори їхню внутрішню роз’єднаність та обмеження посадових інструкції. Але досить поверхово уроки лідерства під час кризи поєднуються в надійну схему, тому що американці бізнесмени. Хочеш більшого - купи. Звикайте, що інтелект і досвід - це теж товар.
November 27, 2022
Un libro interesante, fácil de leer y con muchos temas que son de suma importancia para reflexionar …
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La verdad que un libro súper recomendado para leer.
Trabajo en casa ?
Trabajo presencial ?
Propósito vs misión
Auto motivación
La verdad que un libro súper recomendado para leer.
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