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Why can't everyone just do what I want them to? Leadership, management, and working with people who don't think like you

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so in the in the car in the in the in
the time in the values in the middle
of the room and I a higher so the question on
everyone's minds why can't everyone just do it I want them to help leadership and management and working with people who don't think like you I which is probably just about everyone on the planet so where is start
is seemingly unrelated story that has nothing to do with anything a few months ago had decided to participate in something called a a project the 108 project is run by elder who does a talk in his written a book about the crossroads of should and must the idea is that for 100 days he did something creative same thing every single day took a picture of it and those on Instagram I understand I want to learn how to draw have never been good at my mom's greater drawing she's breaking the problem is when you decide to learn something new as an adult you feel really dumb and really quality are those of you who will then learn to code as an adult probably have experience thus so I'm going to show you for some reason the very 1st 1st trying I did in the drawing assessment as a lawyer to draw the any guesses what this
says you could it with shock is close side but it was in fact an airplane but it's a terrible airplane but the 1 thing that you get from trying to do something new as an adult is very strong sense of humility and that's kind of what I wanna talk about today learning a lot about yourself and so you can apply that to the people into the relationships of the people around you and how many people in here became a leader by access to like you don't really need to know and then all of a sudden you're in charge of a committee or something and then they're literally on that they have to sum up this was be like 1 of the best but yet working people is a skill that separate from anything else that we do our jobs and and that kind of gets back to what we see saying yesterday about what it is to have a soft top at the technical talk when realistically were working with people all the time so who am I and why am I doing the
stock I'm random organize work in public health full-time LCDs in digital strategy and the president of the fellow theory new media association and the co-organizer of our camp philly which is about to be in its 10th year I do marketing for a it an intentional living at called entire outlays I'd make poor drawings of airplanes and I spent a lot of time working with different types of people so we're going to
do today for a start off with an overview of habit formation tendencies explain that in in a 2nd others heavier self-assessment component and then there's going to be a short in reflection and that the Morgan approved repeat that with productivity styles and they will have a conclusion so you're going to need to forward this talk you're either your notes upper pen and paper whatever you have of this at some point there's going to be a bit of a quiz areas each rater answers that were going to spend most of our time on ourselves and then we're going to apply the lessons that we learned from that to the people around us so get some specific strategies and tips for recognizing behaviors and other people and 1 thing that's important to remember that despite the fact they were going to spend a lot of our time thinking about ourselves that not everything is about you and the way that people interact with you is more about them than it is about you and and so that's why there's is really strong component of figuring out how you interact with other people right so I we starting with habits for
1 handed the stronger than reason there is a paper added Duke University in about 2006 they identified that 40 the 45 per cent of the behaviors that we repeat every day our based and habits so the way you form habits is really important implications for how you work and really important implications for how your team works
so framework on any use here is Gretchen Rubin's for tendencies and this is based on a book that she wrote called better than before on and she's going to actually be releasing a whole new book entirely on the 4 tendencies because it was such a popular idea at the some other year internally motivated externally motivated so our 1st personality
trait is the upholder these are the people that you can rely on for absolutely everything there motivated by internal expectations and extra on expectations that the people who can tell themselves they're going to get up tomorrow at 5 30 and go on a run and will do it and I'll go to work and do everything they said they don't work and anomie their friends for dinner at 7 o'clock at nite and then show somebody around town at nite because they said they would do all those things the next state is the question of
the questionnaire is usually internally motivated but can be externally motivated if there's a good reason for it local run at 5 30 in the morning because somebody said running is a good idea for them but only after the research why running at 5 30 in the morning is a good idea of there are also the people who ask questions all the right your team meetings the obliges the people who are
motivated by what other people look at about 5 30 go for a run if you have a friend that there's been a let down if they don't show up the
4th tendency is the rebel the rebel accepts no expectations of any kind from anyone you'll never see them running around at 5 30 in the morning because they don't want you to tell them what to do but I I personally am a rebel it's a pretty rare personality type I don't really wish it upon other people because it's pretty difficult to manage the but recently I attended an open make with my boyfriend and there was a section where there are the artists ask people to clapping sample along to the song i which is a pretty normal thing to do when you see a musical performance but we sat there for the song I clapped and stomped along for maybe half of a verse he did the whole time at the end over a set you know I always did musical theater so I always play along with audience participation when people ask me tell Meltem is I was in beta 2 0 but man I hate it when people tell me what to do so how the nice and then do up for all that you know for appearances that's as so with that we're going to do
a brief it's truncated version of the assessment on the 4 different personality tests and figure out where you fall there and talk about what that means for you know what it means for the people around you so this is going to be 6 questions the multiple choice a B C D E so you know if you're the person who really into having the the right thing then you number your paper down the left side 1 2 3 4 5 6 so question number 1
do you keep New Year's resolutions of your aren't accountable to anyone any yes and get a keeping resolutions even ones that no 1 knows about me b and good at keeping resolutions but I make them whenever it seems right january 1st is an arbitrary date see I usually make resolutions like that when I'm on helping myself I often struggle or d no I hate restricting myself yeah yeah right
to are you most likely to frustrate yourself because any I can take a break from a usual habits or break the rules even when I want to the my constant need for information exhausts me see I can take time for other people that I can take time for myself D as soon as I'm expected to do something I don't wanna do it
3 where S describes a view about your commitments to yourself and take my commitments to myself as seriously as they take commitments other people the I only make commitments to myself that there really make sense to see if someone else's holding the accountable for my commitments on them but I struggle of only I now were DDI by myself as little as possible for when he formed and healthy have in the past what helped its step am good at sticking habits even when no 1 else cares these doing a lot of research in customisation about why and how I might keep that habit see I could stick to a good habit only when I was answerable to someone else or D I don't usually check choose to bind myself in advance 5 it people complain about your behavior you the least surprised to hear and some of you may have heard some of these things before and you stick to your habits even when it's inconvenient for other people be you ask way too many questions see you're gonna taking time for others but you're not good at taking time for yourself where do you only do what you want to do when you want to do it and
the final 1 6 which description suits you best a disappointing even when it does make sense asked necessary questions see puts others client's family friends coworkers 1st or D refuses to be bossed by others so if this
is wildly obvious and it was the upholder and the people who meet internal and external expectations I If you have mostly be used you're probably a questionnaire give mostly seasonable lighter if you have mostly dieser rebel so how many people came out as upholders excellent that have out questionnaires these I obliges sees and the rebels the so I guess you could say that if I did 0 also are there any people who came out as a rebel but raise their hand because they ask you to the a so I did a super super formal assessment this way among 44 of my Facebook friends I you happen be and at the time of the 44 25 were obliges and 15 were questionnaires which are the 2 most common habit formation types I got 3 rebels which is the rarest and by the way this is not like a statistically validation anyway simple and I got 1 upholder and I made it my theory on that is that of holders are sitting around on Facebook taking quizzes with their friends with us I 8 so
this is a quote from Gretchen Rubin who came up with this for tendencies framework in the 1st place we won't make ourselves more creative and productive by copying other people's habits even the habits of geniuses we must never own nature and what service fast right so and the world people of Internet we've seen medium articles right how many productivity act have you seen that would never in a million years work for your the way you think about and so we're going to redo do this by personality type
so the upholders with the perk of being upholder they're capable of working independently in your highly motivated by to do as you can get things done without a whole lot of oversight and that's a great thing that you can have an a team member of the problem is you can often lined up on a never ending quest for gold stars constantly trying to get to the next accomplishment always doing the next thing another as you might have a sum upholders is they're completely baffled by people who struggle with things if you've ever had a boss or a co-worker who says something like file on a wide again just get it done we told them it needed to be done this maybe you said that yourselves if so strategies for upholders there naturally get habits if you're working with somebody who's in uphold area era lock and 1 way if you have not holder that's trying to perform better working get them the track or monitor the current behaviors that something that works really well for them like doing time logs of any kind of scheduling and uphold orders tend to do really well with blocking out calendar time for for doing specific tasks but they also work really well with clearly defined roles so if years supervising and upholder and you can clearly outlined exactly what they're supposed to be doing that works really well for them they just 1 of the expectations are the meet them on questionnaires questionnaires and it turned out really heat waiting in line they don't seem to understand why lines exist away they have to do is stand in them and they are motivated by logic and reasoning and are very good at doing things that they've already decided to do but you do have to get people so when you're working with the posterior need to be prepared to answer whatever questions they might have and they will have a lot of why questions you know thing where you hang out the toddler taller ask why why why some people are just always like that but so keep an eye out for that there can be some tension about them always asking questions and meetings are just never ending parade of wise and pastors also have a hard time making choices if they don't have a complete set of information so in terms of habit strategies for questionnaires West is really want to understand why something that's why is this process way wiry whipping this person and why why do we have to do what we have to build this thing at all out so be clear about what you're trying to do clarity is a strategy that works really wonderfully for questionnaires and the other thing that works great with questioners is identifying any loopholes in advance right so if you know that if if you're question a trying to establish a new habitat and you know they are prone to say 0 well all all do you think it was suppose you tomorrow there's is also do it just do not now you can kind of plan around that or the whole like how well I'll just work on this thing that's not the highest priority because they feel like it and but tomorrow tomorrow will do it obliges a great team players that the
prone to burn the obliges the people who will if they need if you need somebody to do something on a team they will jump up and do it if you send them slack method at 12 30 in the morning we'll get up and take care of the thing about the promise they that's that's exhausting and ends you can only tap into that for so long
obliges they do really well the can accountability at regular meetings ifyou're supervising and obliger then meeting with them maybe it once or twice a week guys so that they are accountable for doing the things they said there and don't they also do it really well with habit tracking with any this and
rebels are great at coming up with new ideas they often will only come up with new ideas but there are also willing to take risks rest you don't want others the oppositional and terms of habit strategies for rebels been lock it could good but if it's a good thing it's worth for me as a of all I can say is you create a situation in which making the choice that I want to make it will be easier and in public health terms structural intervention the idea of if you're trying to eat better then it take the potato chips out of your house so you can still have the tears of the want of a you have to drive down the street to get them it's much harder and you can also tie habits to identity this reminds me a lot of stuff good and the marker talks a lot about identifying you know people like us do things like this and you can do that for a rubble habit tendencies as well right the idea is that people like me do things like that I am the kind of person who are goes goes home and studies every day and and ties the habit to that alright
so what I would like you to do now is very briefly in in 2 minutes but turned to somebody near and ask hello there were asked for what the result was and what the last had it was it been tried to form and whether or not it worked the music alright so it sounds like people are having some pretty robust conversations and I just have to keep a little note mentally of white you learn from your conversation with the new neighbor as I we are going to move into productivity styles this
comes from Carson Tate's book work simply on and again really doing a truncated assessment this the 1st style
is prioritized prior 200 people who always know whats next their ruthless they want spreadsheets they probably love who's talking spreadsheets yesterday
yeah next up is the planner planner is huge on deadlines I you'll commonly find them in intro that the 3rd
is the arranger the Rangers very people-centred they're often making introductions and the 4th is the
dividual Visualizer Visualizer is the big picture for a person they are very idea focused right so that this assessment
is in a work a little bit differently were have 4 sets of 4 questions rate yourself on a scale of 1 to 5 which is on the slide so you'll know what it is 1 is this never applies to you and 5 is yeah that's that's me know that
so questions that 1 1 day I use a prioritized list to complete my work 1 is never 3 is sometimes by ways 1 B I designate specific time periods for certain tasks 1 see it is hard for me to take time to play while there's still work to do when did when I plan a project I think about the project goals 1st Ch good but set to to am often wait 1 never 5 always 6 if you're not in the room yet in and to be daydreaming Disney insights and solutions to big problems the to see I complete my best work under pressure 2 D when I brainstorm a sketch of a draw my ideas anybody was in Melanie's talked earlier I feel like that applies question set 3 1 is never fight is always 3 and I have trouble telling my colleagues know 3 the at what time on my calendar complete my work 3 attend underestimated how long it takes to complete tasks and projects 3 days am selected about the tools like pens paper folders etc. These final set of questions for a half I plan for the next day for being a user deadline is a time frame for completion for I eliminate the physical clutter in my office the for DDI complete project tasks in sequential order the the right so when you're done with that what you wanna do is add a total of 4 each section and figure out which 1 is the biggest number MIT closest you might have some tires these are mutually exclusive the way of that have information tendencies can be so if you're highest
number was in the 1st 2 questions you are primarily a prioritize it was number 2 here mostly Visualizer was number 3 your primarily in arranger and if your highest number was number 4 and your plant so before we go on with this because this is a hot topic in the workplaces the yeah
am doing things is not the best way of doing things if you're lucky your way of doing things is the best way for you to do things and it's probably not even that right now I have some pictures of lemurs because they felt like including pictures of weavers in my slides out neighbors on my favor animals and last year I got to get the Duke Lemur Center the Adrian also of we'll soon be that this right so this is our
1st we were this is the prioritize the because there through the the rank to lemurs this this and this is I know I'm trying really hard region for this 1 they really want have we 1st OK so hot identify and
prioritize there in the wild how many of you came out as prioritizes and right so prioritizes tend to have a little bit more of traditional spaces that they were again not allowed access the dozens mostly can have the current work on an item to get distracted by having lots of other things around again this is not always 100 per cent true but this is where were you can thrive and prioritizes what data and debate the things and the phrase work smarter not harder but they hate hanging around in just talking heard no reason it's like small talk is not the thing on direction long extended emotional reactions anything especially in business context not fan that either
eroded sample e-mails for each of the have the productivity styles and In these e-mails we're having our convention to teach numerous code so a prioritize operates in an e-mail that says the entire e-mail we need an update on the venue for the we coding convention please send final event confirmation the prioritizes the person who sent an e-mail you think they're mad at you and
next we have the planner overseeing all the other we rehearse identifying a player in the
wild Army came out as planners the the and I'm a hybrid planner visualizer plan on my job titles so it's it's good that actually come out partially this outliers and have a little bit more traditional spaces to there on Oneida Siberia big putting things into folders on if they have credentials or you know any kind of certificate they may display them in there the officer of the workspace love schedules timelines getting straight to the point I don't really like open-ended projects open ended questions really not a fan of weakness and disorganized meetings that don't follow an agenda and can't go on indefinitely drive them off the walls although that might be most people see a planner we mark when
sending e-mail is as Sara we still need to confirm the venue for the we coding conventions please send event date and time which rooms are reserved staff on duty for that than and any special terms we need this info by Friday PM for distribution on on Monday at 10 thanks so usually include some kind of citation the amount there's huge on bullets you can look at the e-mails in exactly what they need I feel like I'm was it Jennifer's talk earlier these e-mails are point with the community organizing next up we have the arranger
levers a arranger very people
focused they the Rangers workspace tends to be a little bit more welcoming personally of items from your trips a or a you know it drawings that year kids their nieces or nephews or some other child nearly media arm and arranges love story telling they really enjoyed being appreciated like a long extended discussions and meetings there like digging into top topics but they don't like it when people say that they need something from them and immediately they really don't like asap they don't like by tomorrow at noon on the very day I'm asking who needs to be involved in why they need to be involved inter-rater will send
a really long time now they will CC new people there probably they need to be there in the 1st place just so they feel included i and they're really people focused so very kind big on and you know close opening e-mails with how people are doing closing them with hope you have a great day and this tries prioritizes of the walls
and the visualizer up in the clouds time really loose associations but
a level we were buying her that visualizes array so visualizes workspaces probably on informal side probably little clutter and class anything that decimated in 2004 I will tend to have really bright playful workspaces they love thinking about the big pictures and conceptual frameworks there's the big a white board and post-edits but they can't stand repetition and they're really hate the phrase but we've always done it this way
the visualizer will send a really long e-mails with run-on sentences and seemingly unrelated concepts eventually you might kind of get to what the visualizer was going for but it takes a while I right so why is it important to
figure out where your productivity sellers and the predicted the cells of people around you while according to person engage productive employees do not work in a vacuum they need workplaces that help them bring out the best in themselves moshpits of creativity were energy and inspiration can flow freely and I feel that the mosh pits that I it doesn't sound like any interested that I've ever been but you know
present you made made frequent different kinds it's an idea right so if you're working with a prioritize the if you have somebody in your team is of prioritizing the of what what are the strengths and how the how can you really happen analysts well given detailed data oriented work give them all the spreadsheets if you need some maybe doing analytics is given to the prior to search it and how do you take care of them what the knockdown meetings that don't don't need them they will not handle being in the wild keep the task goal oriented and provided facts when you're giving feedback year if you're giving feedback to prioritize the with they only here is that this need but we can get this thing in time therefore resulted in a 40 per cent drop in sales for this week that the prioritize it wants to now for the planner calculated to their strengths let them set agendas for meetings will be able to keep things tied into the project goals arm and to get things set up so that everything comes in on deadline but probably also remind other team members if you need somebody to do that that something is behind underlined and and you can really talking about fast after making sure that your planner has a happy healthy working environment ensure that they have space for filing in storing that that might seem a little bit silly but just having dedicated places but things is very important to Atlanta but as a place for everything and everything in its place kind of attitude given deadlines in clear and points and when you're providing feedback to a planet and they are probably going to take a little bit cautious slavery and I wanna go home and mole on it a little bit of that they will be receptive to back but for the arranger the Rangers going have great insights on and you know what the team feels N choose going to like certain things that he was not going like certain things that something they can really really be useful to you know I mean can also allowed them to extended discussion because the Rangers very good at making sure people feel heard it he needs a major prefer to persuade someone of something the raiders can be a good person for that and it to take care of your ranges this seems obvious but let them work with other people and putting an arranger by themselves in a room and saying alright working independently for the next 40 hours but is not going to play well without also spaces and personal items they're probably going to have an emotional response to feedback doesn't mean don't give people feedback I just did it be aware and kind about it before you give it arranges the patch and for visualizes how this happened in their strength if you need somebody that i which is the word I feel in the equivalent ambivalently about existing if I think he need to make you know driver of white board or you brainstorming session Visualizer is your person flat and they like of way and informal spaces do their work and he had an attacker sharpies and bright posted for the really thrilled with you and they can go anywhere with feedback the alright so hurry
don't I why you timekeeper for turning that over but this should we should have a really do is take again 2 minutes because we're almost at the end that turns your neighbor ask about the result and ask if the how they would like their co-workers to support them in in their productive the style 1st of all things braver for playing along with talking to each other and so much of a rebel that I had no idea that anybody would actually going to speak to each other through this on so bring all that together maybe the point that I'm trying to drive home today is that you can work really well and really collaboratively with people around you if you practice on and the attention of what these people need a so you may have started out accidentally in a leadership position on I have a lot of experience working with other people directly but but if you practice regularly you can go from that ridiculous penguin airplane that I drew earlier to something that actually looks like a
thing if the there's after about 3 weeks they practice is fantastic and intentional regular practice is even better so thank you all for joining
me out for more
information you can visit Gretchen ribbons website and take the full tendency assessment I can visit person teach website to take the full permittivity cell assessment you can also check out the Duke Lemur Center if you're really into lemurs and health and if I that if you're really interested you can visit my personal site so thank you all thank you know how
families Nietzsche's uh are
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Metadaten

Formale Metadaten

Titel Why can't everyone just do what I want them to? Leadership, management, and working with people who don't think like you
Serientitel DjangoCon US 2017
Teil 28
Anzahl der Teile 48
Autor Morgan, Briana
Mitwirkende Confreaks, LLC
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/33176
Herausgeber DjangoCon US
Erscheinungsjahr 2017
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Do you pride yourself on your post-it and Sharpie collection? Do you set appointments for yourself in your own calendar - that you actually show up for? Do you write to-do lists on your hand, since you’ll forget if the to-do isn’t right in front of your face? Do you own - and use - a label maker? Do you hate New Year’s resolutions because the whole idea of starting new habits on January 1 is an artificial construct? People are weird. We all have some pretty particular ways we think, work, and get motivated. It’s hard enough when we’re just trying to focus on ourselves, but it gets even more complicated when we add other people to the mix. What happens when a whiteboard person has to work with a spreadsheet person - or even harder, lead a whole team of spreadsheet people? This talk will focus on practical tips for working better with others - especially when you’re in a leadership or management position, although we all lead in different ways. We’ll start off with an overview of productivity and motivational styles, identifying how they influence the way we all think and work. Then, we’ll pinpoint how our own personal productivity and motivational styles impact us and those around us. After that, we’ll figure out how to look for clues about our colleagues’ working styles. Finally, we’ll talk about strategies for bridging our working styles with those of the people around us. You’ll leave with insights about what makes you tick, plus actionable tools to improve your leadership skills and enhance your working relationships.

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