Hiring and Managing Innovative, Passionate Employees in a Continuously Evolving Market - Note, I typically pick from these slides (not all) for a presentation

1. Lean
Staffing
Hiring
and
Managing
Innova>ve,
Passionate
Employees
in
a
Con>nuously
Evolving
Market
Chris
Dolezalek
-­‐
2013
Chris
Dolezalek
-­‐
2013

2. Your
Most
Cri>cal
Resource
“The
most
important
factor
in
so0ware
work
is
not
the
tools
and
techniques
used
by
the
programmers,
but
rather
the
quality
of
the
programmers
themselves.1”
“The
best
programmers
are
up
to
28
Emes
beFer
than
the
worst
Programmers.1”
1. Facts
1
&
2
from
Facts
and
Fallacies
of
So0ware
Engineers
–
Robert
L.
Glass
Chris
Dolezalek
-­‐
2013

3. Lean Staffing
Hiring Your Most Valuable Resources
Hire
for
Tomorrow
not
Today
• The
top
10
in-­‐demand
jobs
in
2010
did
not
exist
in
2004
“Did You Know? Shift Happens (August 2011)“
http://www.youtube.com/watch?v=EJpSqeQbh4o
Skills
vs
Curiosity
&
Passion
• "CQ
+
PQ
>
IQ”
Curiosity
&
Passion
Quo4ents
are
more
important
than
Intelligence
Quo4ent
Thomas
Friedman,
The
World
is
Flat
ARtude
MaSers
• “It
is
not
their
ap4tude
but
their
aCtude
that
will
determine
their
al4tude.”
Jesse
Jackson,
Washington
Post
21
May
1978
Would
you
hire
a
structural,
chemical
or
electrical
engineer
for
a
so=ware
job?
We
did.
Chris
Dolezalek
-­‐
2013

4. Hiring
a
Lean
Mindset
-­‐
i
Six
Sigma
Mike
Thelen
–
2/8/2012
hIp://www.isixsigma.com/community/blogs/hiring-­‐a-­‐lean-­‐mindset
“Lean
is
a
simple
concept,
yet
it
can
be
difficult
for
management
to
fully
grasp.
It
requires
a
significant
change
in
paIerns
of
thought.
To
accomplish
this
goal,
an
organizaSon
o=en
has
to
change
the
way
it
hires
individuals."1
1.
hIp://www.isixsigma.com/community/blogs/hiring-­‐a-­‐lean-­‐mindset
Chris
Dolezalek
-­‐
2013

5. Hiring Open
Minds
Hire
people
that
can
let
go
of
the
past,
embrace
change.
Chris
Dolezalek
-­‐
2013

6. Hire
Rock
Stars
• Not
just
one,
but
everyone
• It
becomes
self-­‐perpetua>ng.
People
come
to
IMVU
because
they
want
to
work
with
rock
stars
•
"Our
deepest
fear
is
not
that
we
are
inadequate.
Our
deepest
fear
is
that
we
are
powerful
beyond
measure.
It
is
our
light,
not
our
darkness,
that
most
frightens
us.
Your
playing
small
does
not
serve
the
world.
There
is
nothing
enlightened
about
shrinking
so
that
other
people
won't
feel
insecure
around
you.
We
are
all
meant
to
shine
as
children
do.
It's
not
just
in
some
of
us;
it
is
in
everyone.
And
as
we
let
our
own
lights
shine,
we
unconsciously
give
other
people
permission
to
do
the
same.
As
we
are
liberated
from
our
own
fear,
our
presence
automaEcally
liberates
others."
-­‐
Quoted
in
the
movies
Coach
Carter
and
Akeelah
and
the
Bee,
and
o=en
aIributed
to
Nelson
Mandela
who
used
it
in
his
1994
Inaugural
Speech.
It's
actually
from
Marianne
Williamson's
book
A
Return
to
Love
-­‐
ReflecSons
on
the
Principles
in
A
Course
in
Miracles
(Chapter
7,
SecSon
3,
Page
165).
Chris
Dolezalek
-­‐
2013

7. Hire
&
Foster
The
“Right”
Mindset
Growth
Mindset:
• Embraces
challenges
• Persists
in
the
face
of
setbacks
• Sees
effort
as
the
path
to
mastery
• Learns
from
CriScism
• Finds
lessons
and
inspiraSon
in
the
success
of
others
It
can
be
insSlled
Carol
Dweck,
Mindset:
The
New
Psychology
of
Success
Stanford,
Department
of
Psychology
hIps://www.youtube.com/watch?v=kXhbtCcmsyQ
Wise
Yoda
(detail)Yoda
Fountain
at
the
entrance
of
the
Lucasfilm
offices
at
the
LeWerman
Digital
Arts
Center
Some
rights
reserved
by
miss_millions
Michael
Jordan
"Failure"
Nike
Commercial
hIp://www.youtube.com/watch?v=45mMioJ5szc
Chris
Dolezalek
-­‐
2013

8. Passion
MaSers
Hiring
the
“Right”
Mindset
• Passion
v
Skills?
Adversity
Quo>ent®
1
Global
|
Good
|
Grit
People
who
successfully
apply
AQ
perform
opSmally
in
the
face
of
adversity.
The
AQ
Profile
and
the
3G
Panorama
predict
how
well
an
applicant
will
perform
on
the
job1
James
Reed
and
Paul
G.
Stoltz
“Put
Your
Mindset
to
Work”
Global:
The
openness
and
big-­‐
picture
perspec>ve
to
compete
on
a
global
scale
in
any
job.
Good:
A
posi>ve
force
with
unwavering
moral
compass.
Grit:
The
tenacity
and
resilience
to
thrive
on
adversity.
hIp://www.peaklearning.com/about_3G-­‐mindset.php
Chris
Dolezalek
-­‐
2013

9. To
Climb
Trees,
Hire
Monkeys
To
Swim
Up
Streams,
Hire
Fish
If
you
want
to
innovate,
hire
folks
with
innova>ve
mindsets…
"Everyone
is
a
genius
but
if
you
judge
a
fish
by
its
ability
to
climb
a
tree
it
will
spend
its
whole
life
believing
it
is
stupid."
–
Albert
Einstein
Chris
Dolezalek
-­‐
2013

10. The
Apple
Approach
Hire,
keep
people
that
know
what’s
right.
“A
lot
of
Smes,
people
don't
know
what
they
want
unSl
you
show
it
to
them.
That's
why
a
lot
of
people
at
Apple
get
paid
a
lot
of
money,
because
they're
supposed
to
be
on
top
of
these
things.1”
1.
hIp://www.businessweek.com/bwdaily/dnflash/may1998/nf80512d.htm
Henry
Ford:
“If
I
had
asked
people
what
they
wanted,
they
would
have
said
faster
horses.”
Chris
Dolezalek
-­‐
2013

11. Don’t
stop
at
Hiring
Invest
in
spinning
up
At
IMVU,
we
dedicate
a
mentor
to
every
new
engineer
that
will
sit
next
to
them
and
spend
6
weeks
spinning
them
up
according
to
a
boot
camp
guide
-­‐
including
a
day-­‐one
push
of
a
change
to
producSon.
Spinning
Marathon
voor
WAR
CHILD
-­‐
Some
rights
reserved
By
isafmedia
(cropped)
Chris
Dolezalek
-­‐
2013

12. Reward
Risk-Takers
A Healthy Mindset:
Failure is OK
Michael
Jordan:
“I've
missed
more
than
9000
shots
in
my
career.
I've
lost
almost
300
games.
26
>mes,
I've
been
trusted
to
take
the
game
winning
shot
and
missed.
I've
failed
over
and
over
and
over
again
in
my
life.
And
that
is
why
I
succeed.”
Michael
Jordan
"Failure"
Nike
Commercial
hFp://www.youtube.com/watch?v=45mMioJ5szc
Michael
Jordan
statue
-­‐
Some
rights
reserved
by
Esparta
Chris
Dolezalek
-­‐
2013

13. Mindset:
It’s
OK
to
be
Wrong
“TrusSng
too
much
in
feeling
you
are
on
the
right
side
of
anything
can
be
dangerous.”
Saint
AugusSne
(1200
years
before
Descartes)
“Fallor
ergo
sum”
I
err
therefore
I
am
hFp://beingwrongbook.com
hFp://www.ted.com/talks/lang/eng/kathryn_schulz_on_being_wrong.html
Chris
Dolezalek
-­‐
2013

14. How
to
Mo>vate
Dan
Pink:
The
surprising
truth
about
what
moSvates
us
It’s
not
about
the
$
hIp://www.youtube.com/watch?v=u6XAPnuFjJc
Chris
Dolezalek
-­‐
2013

15. Achievable
Challenges
• Engineers
can
be
inspired
to
reach
for
achievable
challenges
they
believe
in.
• Solving
tough
problems
can
be
rewarding,
but
even
rescue
dogs
needs
to
find
an
occasional
survivor.
www.reddit.com/r/todayilearned/comments/1cf63i/
Sl_when_dogs_were_searching_the_rubble_a=er_911
Chris
Dolezalek
-­‐
2013

16. A
sustainable
work
pace
gets
you
to
the
top.
Chris
D.
2001
Climb
for
CARE:
hIp://www.flickr.com/photos/8505628@N04/sets/72157611331749165/
Chris
Dolezalek
-­‐
2013

17. Believing
Makes
the
Impossible
Possible
How
could
a
team
that’s
never
competed
before
almost
defeat
last
year’s
naSonal
champions?
Blank-­‐slate
new
players
not
burdened
by
convenSonal
thoughts
on
what
could
and
couldn’t
work
allowed
unexpected
offense
and
defense
tacScs
to
completely
throw
the
experienced
players
off
their
game.
Photo
by
Chris
Dolezalek
from
1989
UlSmate
World
Championships.
Leuven
Belgium.
Chris
Dolezalek
-­‐
2013

18. It’s
About
the
People
Some
of
these
“new”
ideas
have
been
around
for
a
while
“The
major
problems
of
our
work
are
not
so
much
technological
as
sociological
in
nature”.
PeopleWare,
Tom
DeMarco
&
Timothy
Lister
originally
published
in
1987
“By
and
large,
cost-­‐effecSve
informaSon
technology
(IT)
management
is
more
about
people,
personal
relaSonships,
and
corporate
culture
than
it
is
about
the
technology
itself.
Simply
put,
IT
doesn’t
work
if
you
are
surrounded
by
bad
people
and
stupid
processes
in
a
deranged
corporate
culture.
“
IT’s
All
About
People,
Stephen
J.
Andriole
(October
21,
2011)
hIp://www.amazon.com/Peopleware-­‐ProducSve-­‐Projects-­‐Teams-­‐Second/dp/0932633439/ref=sr_1_1?s=books&ie=UTF8&qid=1319495839&sr=1-­‐1#_
hIp://www.amazon.com/Stephen-­‐J.-­‐Andriole/e/B001JP48LW/ref=nI_athr_dp_pel_1
Chris
Dolezalek
-­‐
2013

19. Educa>onal
Background
How
will
what
an
employee
knows
today
benefit
you
tomorrow?
• If
you’re
one
in
a
million
in
China,
there
are
1,300
people
like
you
• India
has
more
honors
students
than
the
US
has
students
• College
students
are
preparing
for
jobs
that
don’t
exist
yet
Did
You
Know:
hIp://scoImcleod.org/IowaDidYouKnowSlides.pdf
Chris
Dolezalek
-­‐
2013

20. Happiness
Inspires
Produc>vity
Shawn
Achor:
The
happy
secret
to
beSer
work
We
believe
that
we
should
work
to
be
happy,
but
could
that
be
backwards?
Psychologist
Shawn
Achor
argues
that
actually
happiness
inspires
produc>vity.
Abraham
Lincoln:
“Most
people
are
about
as
happy
as
they
make
up
their
minds
to
be.”
Eleanor
Roosevelt:
“No
one
can
make
you
feel
inferior
without
your
consent.”
Think
about
what
characterisSc
is
shared
among
the
most
producSve
employees
you
have
ever
worked
with…
Could
it
be
that
it
is
that
they
are
happy?
hIp://video.ted.com/talk/podcast/2011X/None/ShawnAchor_2011X.mp4
Chris
Dolezalek
-­‐
2013

21. Why
Leaders
Succeed,
Bosses
Fail
Differences
Between
a
Boss
&
a
Leader
Drives
employees
…
Coaches
them
Depends
on
authority
…
On
goodwill
Inspires
fear
…
Generates
enthusiasm
Says,
“I”
…
Says,
“We”
Places
blame
for
…
Fixes
the
breakdown
breakdown
Knows
how
it
is
done
…
Shows
how
it
is
done
Uses
people
…
Develops
people
Forbes: Entrepreneurs
My Boss is a Jerk!
Three Reasons Why
Leaders Succeed and
Bosses Fail
Alan
Hall
-­‐
4/05/2013
http://www.forbes.com/sites/alanhall/2013/04/05/my-boss-isa-jerk-three-reasons-why-leaders-succeed-and-bosses-fail
Business Examiner
What is Leadership?
Stephanie Schramm - 11/2012
http://www.businessexaminer.com/November-2012/
Takes
credit
…
Gives
credit
What-is-Leadership-It-is-more-than-just-being-the-boss
Commands
…
Asks
Says,
“Go”
…
Says
“let’s
go”
Courtesy
NotestoQuote.com
Chris
Dolezalek
-­‐
2013

22. Lao
Tzu
on
Leadership
太上，下知有之；其次，親而譽之；其次，畏之；其次，侮之。信不足，
焉有不信焉。悠兮，其貴言。功成事遂，百姓皆謂我自然
Tao
Te
Ching
by
Lao
Tzu
as
translated
by
Stephen
Mitchell
Chapter
17
When
the
master
governs,
the
people
are
hardly
aware
that
he
exists.
Next
best,
is
a
leader
who
is
loved.
Next,
one
who
is
feared.
The
worst
is
one
who
is
despised.
If
you
don't
trust
the
people,
you
make
them
untrustworthy.
The
master
doesn't
talk;
he
acts.
When
his
work
is
done,
the
people
say:
"Amazing!
We
did
it,
all
by
ourselves."
The background image (or other media file) is in the public domain because its copyright has expired.
This applies to Australia, the European Union and those countries with a copyright term of life of the author plus 70 years.
Laozi
Riding
and
Ox,
hanging
scroll,
light
color
on
paper,
101.5
x
55.3
cm.
Located
at
the
NaSonal
Palace
Museum.
Laozi
is
carrying
a
copy
of
the
Dao
De
Jing.
中文:
畫老子騎牛
-­‐
立軸
-­‐
紙本淺設色
纵101.5厘米
横55.3厘米
中国國立故宮博物院.老子手拿《道德經》
Chris Dolezalek
-­‐
-22013
Chris
Dolezalek 013

23. Effec>ve
Leadership
“A
leader
brings
people
where
they
want
to
go.
A
great
leader
brings
people
where
they
ought
to
go
but
may
not
be
want
to
go."
-­‐
Rosalyn
Carter
”An
effecEve
leader
helps
people
discover
their
own
desire
to
go
where
they
ought
to
go."
-­‐
Chris
Dolezalek
Chris
Dolezalek
-­‐
2013

24. From Engineer to Manager
Promoting from within
Promo>ng
from
within
•
Employees
feel
valued
and
see
a
possible
future
within.
Paradigm
Ship
in
Skills
Needed
•
•
•
Engineers
loving
solving
problems.
Managers
need
to
solve
problems.
However,
there
are
fundamental
differences
between
technical
problems
verses
business
and
people
problems.
In
order
for
the
transi>on
to
be
successful,
mentoring
from
an
experienced
manager
is
needed.
LeRng
Go
•
•
It
can
be
hard
to
let
go
of
your
favorite
thing/ac>vity.
Trick
lesson:
As
we
assign
you
management
tasks,
you’ll
need
to
let
go
of
some
things
to
have
enough
bandwidth…
Think
about
it
over
the
weekend
and
get
back
to
me
on
Monday
about
what
you
most
want
to
hold
onto…
Have
you
decided?
Ok,
that’s
what
I’m
asking
you
to
let
go.
This
can
teach
us
whether
we
are
ready
for
the
transi>on
and
whether
we
can
help
someone
else
be
successful
with
our
baby…
Chris
Dolezalek
-­‐
2013

25. 5
Whys
Help
Employees
Turn
Losses
into
Wins
1. Why
did
the
server
grind
to
a
halt?
DB
query
took
forever.
2. Why
did
the
query
take
so
long?
Un-­‐indexed
query
on
large
table.
3. Why
didn’t
the
engineer
realize
the
query
would
be
slow?
Local
tests
ran
fine
against
a
small
test
db.
4. Why
didn’t
the
engineer
know
to
run
a
“explain”
against
produc4on?
It
was
his
first
database
change
as
a
new
hire.
5. Why
did
his
mentor
not
tell
him?
The
mentor
had
le=
for
the
day.
6. Why
did
the
new
hire
not
know
to
only
check-­‐in
with
mentor?
This
was
the
first
mentee
for
that
mentor
and
he
hadn’t
told
him.
Follow-­‐Up
1)
Update
Spin-­‐Up
Doc
for
Mentor
and
Mentee
to
start
with
a
clear
statement
that
mentee
should
not
check
into
producSon
without
mentor
or
without
having
reached
that
stage.
Follow-­‐Up
2)
Add
notes
to
DB
Query
secSon
of
spin-­‐up
doc
on
use
of
“try”
Post-­‐Mortems
=
Teachable
Moments
;
Fix
what
needs
fixing
QuesSon
mark
sign
photo
by
Colin_K
on
Flickr
Chris
Dolezalek
-­‐
2013

26. Innova>ve
People
MaSer
Ten
Faces
of
InnovaSon
• Learning
Persons
• Building
Personas
– Anthropologist
– Experience
Architect
– Experimenter
– Set
Designer
– Cross-­‐Pollinator
– Storyteller
• Organizing
Personas
– Caregiver
– Hurdler
– Collaborator
– Director
The
Ten
Faces
of
Innova>on
by
Thomas
Kelley
&
Jonathan
LiSman
itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova>on/id421032598?mt=11
www.tenfacesofinnovaSon.com/tenfaces
Chris
Dolezalek
-­‐
2013

27.
managing Your Most Valuable Resource
What
makes
for
the
most
producSve
employee?
• Support
your
team
Happiness
/
Passion
Perspec>ve:
Managers
work
for
the
engineers
to
enable
them
to
be
produc>ve
• Sell
vs
Tell
=
No
show,
No
go
• Be
Transparent
&
Invite
Challenges
• Let
them
pick
their
team
&
project
LiIle
startups/laboratories
• Let
them
Hack
Hack
weeks
once
a
quarter
• Let
them
experiment
• Let
them
choose
their
tools
• Let
them
determine
when
done
is
Story
Point
Sizing
• Keep
teams
small,
agile
and
fun
(BVSN
5
man
teams
vs
whole
companies)
Chris
Dolezalek
-­‐
2013

28.
Suppor>ng
Your
Most
Valuable
Resources
Chris
Dolezalek
-­‐
2013

29. Sell
vs
Tell
get buy-in and win engagement
Sell
verses
Tell
If
you
tell
employees
what
to
do,
you’ll
rarely
get
more
than
what
you
ask
for.
If
you
help
them
understand
why
what
they
are
about
to
do
can
make
a
difference
and
let
them
parScipate
in
determining
and
arriving
at
the
ulSmate
objecSves,
you
may
well
discover
that
greater
engagement
can
result
in
outcomes
that
exceed
your
iniSal
expectaSons…
a.k.a.
No
Show,
No
Go
Chris
Dolezalek
-­‐
2013

30. Be
Transparent
Be
Transparent
&
Invite
Challenges
Share
business
objec>ves
Share
business
and
board
mee>ng
notes
as
well
as
financials
and
how
we’re
doing
against
goals.
Reward
those
who
ques>ons
them
Recognize
and
praise
those
that
challenge.
5
Whys
in
one-­‐on-­‐ones
Ask
individuals
to
get
to
root
cause
of
why
and
how
what
they
are
working
on
relates
to
company
objec>ves.
Chris
Dolezalek
-­‐
2013

31.
managing Your Most Valuable Resource
What
makes
for
the
most
producSve
employee?
Happiness
/
Passion
Support
your
team
Sell
vs
Tell
=
No
show,
No
go
Be
Transparent
&
Invite
Challenges
Let
them
pick
their
team
&
project
LiIle
startups/laboratories
• Let
them
Hack
•
•
•
•
Hack
weeks
once
a
quarter
• Let
them
experiment
• Let
them
choose
their
tools
• Let
them
determine
when
done
is
Story
Point
Sizing
• Keep
teams
small,
agile
and
fun
(BVSN
5
man
teams
vs
whole
companies)
Chris
Dolezalek
-­‐
2013

32. Hack
Weeks
@IMVU
&
@Yahoo
Cross
FuncSonal
Teams
Hack
Weeks
vs
Hack
Days
Inspires
InnovaSon
and
CollaboraSon
Sell
to
Business
at
End
for
Further
Funding
Reinforce
Mindset
of
Thinking
About
Business
ObjecSves
Creates
BeIer
Awareness
of
Life
Cycle
and
Process
for
a
Project
Chris
Dolezalek
-­‐
2013

33. Experiment
as
individuals
but
also
as
teams
5
Teams
5
Different
Processes
IMVU
conSnually
runs
process
experiments
as
a
way
to
improve
our
processes
and
to
avoid
falling
into
dysfuncSonal
rouSnes.
Chris
Dolezalek
-­‐
2013

34.
managing Your Most Valuable Resource
What
makes
for
the
most
producSve
employee?
Happiness
/
Passion
•
•
•
•
Support
your
team
Sell
vs
Tell
=
No
show,
No
go
Be
Transparent
&
Invite
Challenges
Let
them
pick
their
team
&
project
LiIle
startups/laboratories
• Let
them
Hack
Hack
weeks
once
a
quarter
• Let
them
experiment
• Let
them
choose
their
processes
and
tools
Whether
for
how
to
develop
code,
track
sprints,
or
whatever
• Let
them
determine
when
done
is
Story
Point
Sizing
• Keep
teams
small,
agile
and
fun
(BVSN
5
man
teams
vs
whole
companies)
Chris
Dolezalek
-­‐
2013

35. Story
Point
Team-­‐Sizing
As
the
team
is
sizing
tasks,
have
them
vote…
• Everyone
pays
aIenSon
• Outliers
call
out
otherwise
missed
opSmizaSons
and/or
hurdles
• Results
in
greater
accuracy
• See
also
:
planningpoker.com
Chris
Dolezalek
-­‐
2013

36.
managing Your Most Valuable Resource
What
makes
for
the
most
producSve
employee?
Happiness
/
Passion
•
•
•
•
Support
your
team
Sell
vs
Tell
=
No
show,
No
go
Be
Transparent
&
Invite
Challenges
Let
them
pick
their
team
&
project
LiIle
startups/laboratories
• Let
them
Hack
Hack
weeks
once
a
quarter
• Let
them
experiment
• Let
them
choose
their
tools
• Let
them
determine
when
done
is
Story
Point
Sizing
• Keep
teams
small,
agile
and
fun
(BVSN
5
man
teams
vs
whole
companies)
Chris
Dolezalek
-­‐
2013

37. Team
Size
and
n!
• The
number
of
relaSonships
goes
up
as
n!
(n-­‐factorial)
• Once
a
team
reaches
8,
there
is
diminishing
return
on
adding
more
people…
• A
team
of
less
than
4-­‐5
typically
incurs
relaSvely
high
overhead
costs…
Chris
Dolezalek
-­‐
2013

38. EQ
–
Emo>onal
Quo>ent
In
the
business
environment,
EmoSonal
QuoSent
is
important
because
it
helps
you
leverage
your
awareness
of
emoSons
for
effecSveness
in
the
workplace.
EmoSonal
QuoSent
is
the
ability
to
sense,
understand
and
effecSvely
apply
the
power
and
acumen
of
emoSons
to
facilitate
high
levels
of
collaboraSon
and
producSvity.
hIp://disc-­‐report.com/products/emoSonal-­‐quoSent
Chris
Dolezalek
-­‐
2013

39. Learn
from
Cri>cism
Chris
Dolezalek
-­‐
2013

40. Five
Team
Dysfunc>ons
When
you
give
this
book
to
your
team,
don’t
forget
to
also
give
them
a
mirror…
hIp://parisalamode.com/2011/06/the-­‐five-­‐dysfuncSons-­‐of-­‐a-­‐team
hIp://www.therainmakergroupinc.com/products/patrick-­‐lencioni
hIp://youtu.be/509V7Z9OUQA
Chris
Dolezalek
-­‐
2013

41. Google’s
Rules
for
Managers
To
engineer
beIer
managers,
Google
poured
over
performance
reviews,
feedback
surveys
and
award
nominaSons,
correlaSng
words
and
phrases
as
only
a
data-­‐
driven
company
like
it
can
do.
Here
is
an
edited
list
of
the
direcSves
it
produced-­‐
in
order
of
importance-­‐
as
well
as
a
few
management
pi}alls
it
found.
Eight
Good
Behaviors
1.
2.
3.
4.
5.
6.
7.
8.
Be
a
good
coach.
Empower
your
team
and
don't
micromanage.
Express
interest
in
team
members's
success
and
personal
well-­‐being.
Don't
be
a
sissy:
Be
producSve
and
results-­‐oriented.
Be
a
good
communicator
and
listen
to
your
team.
Help
your
employees
with
career
development.
Have
a
clear
vision
and
strategy
for
the
team.
Have
key
technical
skills
so
you
can
help
advise
the
team.
Three
Pizalls
of
Managers
1. Have
trouble
making
a
transiSon
to
the
team.
2. Lack
a
consistent
approach
to
performance
management
and
career
development.
3. Spend
too
liIle
Sme
managing
and
communicaSng.
Dan
Erwin
Career
Development
Blog:
hIp://danerwin.typepad.com/my_weblog/2011/03/google-­‐wants-­‐to-­‐build-­‐a-­‐beIer-­‐boss.html
Chris
Dolezalek
-­‐
2013

42. Lean-­‐Staffing
-­‐
References
&
Other
Links
• Carol
Dweck,
Mindset:
The
New
Psychology
of
Success
hIp://www.amazon.com/Mindset-­‐Psychology-­‐Success-­‐Carol-­‐Dweck/dp/0345472322/ref=sr_1_1?
s=books&ie=UTF8&qid=1318359458&sr=1-­‐1
hIp://itunes.apple.com/us/book/mindset/id422549774?mt=11
hIp://www.youtube.com/watch?v=XHW9l_sCEyU
hIps://www.youtube.com/watch?v=kXhbtCcmsyQ
• Did
You
Know
(a.k.a
Shi=
Happens)
Blog
Post,
Slides,
Videos
hIp://www.lps.k12.co.us/schools/arapahoe/fisch/fischbowlpresentaSons.htm
hIp://shi=happens.wikispaces.com
• Paul
Stoltz,
Peak
Learning
hIp://www.peaklearning.com
– Erik
Weihenmayer
&
Paul
Stoltz,
The
Adversity
Advantage
hIp://itunes.apple.com/us/book/the-­‐adversity-­‐advantage/id381515439?mt=11
hIp://www.amazon.com/Adversity-­‐Advantage-­‐Everyday-­‐Struggles-­‐Greatness/dp/1439199493/ref=sr_1_1?
s=books&ie=UTF8&qid=1318360603&sr=1-­‐1
– Paul
Stoltz,
Adversity
QuoSent
at
Work
hIp://itunes.apple.com/ca/book/adversity-­‐quoSent-­‐work/id385756581?mt=11
hIp://www.amazon.com/Adversity-­‐QuoSent-­‐Work-­‐Finding-­‐Capacity/dp/0060937211/ref=sr_1_sc_1?
s=books&ie=UTF8&qid=1318360551&sr=1-­‐1-­‐spell
• Michael
Jordan,
"Failure"
Nike
Commercial
hIp://www.youtube.com/watch?v=45mMioJ5szc
• Malcolm
Gladwell,
Outliers
&
Tipping
Point
hIp://www.gladwell.com/outliers/index.html
hIp://itunes.apple.com/us/book/outliers/id357396748?
mt=11
hIp://www.gladwell.com/Sppingpoint/index.html
hIp://itunes.apple.com/us/book/the-­‐Spping-­‐point/
id357658331?mt=11
Chris
Dolezalek
-­‐
2013

43. Leadership
Quotes
I
• A
leader
is
best
when
people
barely
know
he
exists,
when
his
work
is
done,
his
aim
fulfilled,
they
will
say:
we
did
it
ourselves.
—Lao
Tzu
• The
best
execuSve
is
the
one
who
has
sense
enough
to
pick
good
men
to
do
what
he
wants
done,
and
self-­‐restraint
enough
to
keep
from
meddling
with
them
while
they
do
it.
–
Theodore
Roosevelt
• Where
there
is
no
vision,
the
people
perish.
—Proverbs
29:18
• Leadership
is
the
capacity
to
translate
vision
into
reality.
—Warren
Bennis
• Lead
me,
follow
me,
or
get
out
of
my
way.
—
General
George
PaIon
• Before
you
are
a
leader,
success
is
all
about
growing
yourself.
When
you
become
a
leader,
success
is
all
about
growing
others.
—Jack
Welch
Chris
Dolezalek
-­‐
2013

44. Leadership
Quotes
II
• A
leader
is
a
dealer
in
hope.
—Napoleon
Bonaparte
• You
don’t
need
a
Stle
to
be
a
leader.
–original
source
unknown
• A
leader
is
one
who
knows
the
way,
goes
the
way,
and
shows
the
way.
—John
Maxwell
• My
own
definiSon
of
leadership
is
this:
The
capacity
and
the
will
to
rally
men
and
women
to
a
common
purpose
and
the
character
which
inspires
confidence.
—General
Montgomery
• Leadership
is
li=ing
a
person’s
vision
to
high
sights,
the
raising
of
a
person’s
performance
to
a
higher
standard,
the
building
of
a
personality
beyond
its
normal
limitaSons.
—Peter
Drucker
• Never
doubt
that
a
small
group
of
though}ul,
concerned
ciSzens
can
change
world.
Indeed
it
is
the
only
thing
that
ever
has.
—Margaret
Mead
Chris
Dolezalek
-­‐
2013

45. Leadership
Quotes
III
• The
naSon
will
find
it
very
hard
to
look
up
to
the
leaders
who
are
keeping
their
ears
to
the
ground.
—Sir
Winston
Churchill
• The
most
dangerous
leadership
myth
is
that
leaders
are
born-­‐that
there
is
a
geneSc
factor
to
leadership.
That’s
nonsense;
in
fact,
the
opposite
is
true.
Leaders
are
made
rather
than
born.
—Warren
Bennis
• To
command
is
to
serve,
nothing
more
and
nothing
less.
—Andre
Malraux
• He
who
has
never
learned
to
obey
cannot
be
a
good
commander.
—Aristotle
• Become
the
kind
of
leader
that
people
would
follow
voluntarily;
even
if
you
had
no
Stle
or
posiSon.
—Brian
Tracy
• EffecSve
leadership
is
not
about
making
speeches
or
being
liked;
leadership
is
defined
by
results
not
aIributes.
—Peter
Drucker
• Anyone
can
hold
the
helm
when
the
sea
is
calm.
—Publilius
Syrus
Chris
Dolezalek
-­‐
2013

46. Leadership
Quotes
IV
• A
great
person
aIracts
great
people
and
knows
how
to
hold
them
together.
—Johann
Wolfgang
Von
Goethe
• The
best
execuSve
is
the
one
who
has
sense
enough
to
pick
good
men
to
do
what
he
wants
done,
and
self-­‐restraint
enough
to
keep
from
meddling
with
them
while
they
do
it.
—Theodore
Roosevelt
• Leadership
is
influence.
—John
C.
Maxwell
• You
don’t
lead
by
poinSng
and
telling
people
some
place
to
go.
You
lead
by
going
to
that
place
and
making
a
case.
—Ken
Kesey
• When
I
give
a
minister
an
order,
I
leave
it
to
him
to
find
the
means
to
carry
it
out.
—Napoleon
Bonaparte
•
“ The
world
we
have
created
is
a
product
of
our
thinking;
it
cannot
be
changed
without
changing
our
thinking.”
-­‐
Albert
Einstein
Chris
Dolezalek
-­‐
2013