As a CTO, Interim CTO, Fractional CTO, CTO Coach - and developer - Stephan has seen many technology departments in fast-growing startups. As a kid he taught himself coding in a department store around 1981 because he wanted to write video games. Stephan studied computer science with distributed systems and artificial intelligence at the University of Ulm. He also studied Philosophy. When the internet came to Germany in the 90 he worked as the first coder in several startups. He has founded a VC funded startup, worked in VC funded, fast growing startups with architecture, processes and growth challenges, worked as a manager for ImmoScout and as a CTO of an eBay Inc. company. After his wife successfully sold her startup they moved to the sea and Stephan took up CTO coaching.
My Mentoring Topics
- Career counseling for developers
- Career counseling towards becoming a CTO
- Negotiating salary - as a woman
- Getting in tech
- As developer, should you go into people management
- For a developer, what is the right company for you
J.
18.January 2024Thank you very much for Stephen's mentoring session regarding my career aspirations to transition into the tech field. He is knowledgeable and very patient. He provided detailed insights into data analysis and shared his perspective on AI and software development. I have diverse interests in various tech fields, such as data analysis, software development, and AI, which often leaves me confused about where to start. Stephen encouraged me to pursue all of them, emphasizing the importance of balancing them based on career success. It is inspiring to see that he still loves development work after forty years in the field. He shared his early experience of programming and creating a video game through self-learning as a child. Additionally, I must express my gratitude to Tim Berners-Lee, the inventor of the World Wide Web. His invention allows me to learn programming more quickly through excellent online resources, and it facilitated my meeting with Stephen.
B.
3.January 2024Stephan is an amazing coach and mentor: smart, humble, great listener, with a lot of experienced and spiced with a great sense for humor. I enjoyed our session a lot, probably one of the best ways to spend 60 minutes for learning.
M.
20.December 2023Stephan's advice was structured, straight to the point and really eye-opening. His insights gave me a new perspective and I'm ready to act on his suggestions. Thanks for taking the time to listen and share your experience, Stephan! I hope to collaborate in the future and to continue learning from you.
I.
18.December 2023I loved the session with Stephan, he looked every single minute to help me out and generate me value. Truly empathic mentor and with the power to make even the most technical difficult concept in an easy one! Thanks Stephan for the great insights!
M.
13.December 2023I had a nice conversation with Stephan Schmidt. He shared plenty of insights with me about career goals, effective job search strategies, and more. Stephan also provided tips to enhance my interview skills. Moreover, he shared information about the work culture in Germany. I'm really glad to be connected with him and highly recommend his mentorship. Thanks, Stephan. I'm looking forward to meeting you soon.
C.
13.December 2023I had my first session with Stephan and it was very productive. Despite being the first session, Stephan understood my setup, the situation, the questions I had pretty well and was able to spontaneously give feedback and some suggestions to do certain things differently. He is very knowledgeable, friendly, kind and supportive. Importantly, Stephan spent some extra time with me, beyond the scheduled meeting to offer some more interesting perspectives. It was a great experience talking to him and I would definitely recommend, endorse him for his coaching skills. I would book more sessions with him in the future. Thank you, Stephan, for your guidance!
V.
12.December 2023Had a very good Session with Stephan. Stephan has a lot of experience from the trenches and can address each topic with an example from his career. Very valuable. I took an A4 of notes out of our session and lots to think about. Thank you, Stephan!
S.
5.December 2023Nice inspiring discussion with Stephan. He was able to guide me on carrier step up possibilities and questions that should I ask myself while deciding where to go next.
J.
29.November 2023Stephan helped me validate a solution to an organizational challenge I am currently facing. He listened attentively, asked questions where appropriate, and shared a lot of valuable insights and food for thought in a very short time. Once you talk to Stephan, his vast amount as experience in the tech industry becomes apparent very quickly and his passion can become quite infectious. Really appreciate his help and can recommend him without any hesitation. Thank you!
B.
22.November 2023Really enjoyed the session and learned a lot. I was given some practical advice on progressing in my career from every angle and what I decided to do. And some tips I didn't ask. Stephan overdelivered, and I appreciate him taking the time out for the session.
H.
8.November 2023It was 60 minutes long session, but it felt like 180 minutes of productive discussion and at the same time felt like 10 minutes long in term of enjoyment. Stephan helped me to refine my goal and to rethink my priorities. His simple and deep advices were helpful fruitful. He didn't try to impose his value system nor his point of view, but rather talked smoothly about his experience and discussed different approaches of doing the same thing. Thank you Stephan, the session was insightful.
R.
30.October 2023What a great person to talk to! Stephan is a pro at giving the right advice; he was so attentive, helpful, and very informative. Highly recommend!
N.
25.October 2023I had a great session. He cleared all my doubts. He was super helpful and humble. He is the perfect mentor. He provided all the steps for my preparation. I am short of words to say thank you. Thank you so much, Stephan, for all the help and guidance. Looking forward to meeting you soon :)
L.
18.October 2023The Art of Action - How Leaders Close the Gaps between Plans, Actions and Results
Stephen Bungay
Key Facts and Insights from "The Art of Action - How Leaders Close the Gaps between Plans, Actions, and Results" Understanding the Gaps: The book emphasizes the importance of understanding the three fundamental gaps that exist in every organization - the knowledge gap (what we know and what we need to know), the alignment gap (between what we want to do and what we can do), and the effects gap (between what we expect and what actually happens). Prussian Military History: Bungay draws profound insights from the 19th-century Prussian military, particularly the concept of 'Auftragstaktik' or mission command, and how it can be applied in modern business environments. Directing, Briefing, Executing: The three-step model of Directing, Briefing, and Executing, as a framework to close the gaps between plans, actions, and results is elaborated. Mission Command: The concept of 'Mission Command' is examined in depth, encouraging leaders to give their teams clarity of purpose and freedom of action. Role of Communication: The role of effective communication in reducing the knowledge and alignment gaps is highlighted. Dealing with Uncertainty: The book delves into the importance of dealing with uncertainty and the need for rapid decision-making in complex environments. Feedback and Adaptation: Bungay stresses the importance of feedback and the ability to adapt as key to achieving desired results. Leadership Style: The book advocates for a leadership style that is less about command and control and more about clarity, empowerment, and adaptability. Alignment of Strategy and Execution: The need for alignment between strategy and execution to bridge the effects gap is stressed. Importance of Outcomes: The book emphasizes focusing on outcomes rather than processes. Real-life Examples: Bungay uses real-life examples from business, military, and sports to illustrate his ideas. Detailed Summary and Analysis "The Art of Action - How Leaders Close the Gaps between Plans, Actions, and Results" by Stephen Bungay is a compelling study of leadership strategies that can help organizations bridge the gaps between plans, actions, and results. The book offers valuable insights drawn from the 19th-century Prussian military and their concept of 'Auftragstaktik' or mission command. This approach, which was designed to deal with the uncertainty of warfare, can be applied in today's complex business environments. The book is structured around a three-step model of Directing, Briefing, and Executing, offering a practical framework to close the aforementioned gaps. The author emphasizes the importance of understanding these gaps and the role they play in achieving desired outcomes. Directing involves setting a clear direction for the team, while Briefing is about communicating this direction effectively. Executing is about carrying out the tasks, gathering feedback, and adapting as needed. Bungay argues that leaders often focus too much on the execution part, neglecting the importance of setting a clear direction and briefing their teams effectively. The concept of 'Mission Command' is examined in depth, which encourages leaders to give their teams clarity of purpose and freedom of action. This leadership style is less about command and control and more about clarity, empowerment, and adaptability. This resonates with the modern leadership theories of transformational and servant leadership, where leaders inspire and serve their teams rather than dictating their actions. The role of effective communication in reducing the knowledge and alignment gaps is highlighted. Bungay argues that leaders often underestimate the importance of communication in aligning their teams with the company's goals and strategies. This aligns with the communication theory which suggests that communication plays a vital role in bridging the gap between knowledge and action. Bungay delves into the importance of dealing with uncertainty and the need for rapid decision-making in complex environments. He suggests that organizations should design their strategies and structures to adapt to changing circumstances rather than trying to predict and control them. This aligns with the complexity theory, which suggests that organizations are complex adaptive systems that need to constantly adapt to their environments. The author stresses the importance of feedback and the ability to adapt as key to achieving desired results. This aligns with the feedback-control theory, which suggests that organizations need to constantly monitor their environments and adjust their strategies and actions based on feedback. The need for alignment between strategy and execution to bridge the effects gap is stressed. Bungay argues that many organizations fail to achieve their goals because their strategies are not aligned with their execution. This aligns with the strategy-structure theory, which suggests that organizations need to align their structures with their strategies to achieve their goals. Bungay emphasizes focusing on outcomes rather than processes. He suggests that leaders should clearly define the outcomes they want to achieve and then give their teams the freedom to decide how to achieve them. This aligns with the outcome-based management theory, which suggests that organizations should focus on achieving outcomes rather than following rigid processes. Finally, the author uses real-life examples from business, military, and sports to illustrate his ideas, making the book highly practical and relevant to modern leaders. In conclusion, "The Art of Action - How Leaders Close the Gaps between Plans, Actions, and Results" provides a practical and insightful guide for leaders who are looking to bridge the gaps between plans, actions, and results in their organizations. It offers a fresh perspective on leadership, emphasizing the importance of clarity, communication, adaptability, and outcome-based management.
ViewDon't Think of an Elephant! - Know Your Values and Frame the Debate
George Lakoff
Key Facts and Insights Language and communication are pivotal in shaping public opinion and political discourse. The concept of 'framing' is integral in understanding political communication. Conservatives have been more successful in framing their political agendas, which has led to their dominance in American politics. The book proposes a reframing strategy for liberals to effectively communicate their values and ideas. It emphasizes the importance of understanding and articulating a moral vision for the country. The book introduces the concept of 'strict father' and 'nurturant parent' as metaphorical models for conservative and liberal ideologies respectively. It suggests the idea of 'issue framing' to shift the political narrative in favor of progressive values. The book provides practical advice and techniques for liberals to reframe the political debate. It underscores the necessity for cognitive science in politics. The book criticizes the current state of liberal politics and calls for a more robust and cohesive political strategy. In-depth Analysis and Summary "Don't Think of an Elephant! - Know Your Values and Frame the Debate" is a seminal work by George Lakoff, a renowned linguist and cognitive scientist. The book is a compelling narrative on how language and communication play a critical role in shaping public opinion and political discourse. This synthesis of cognitive science and politics offers an innovative perspective on political communication. The cornerstone of this book is the concept of 'framing'. Lakoff argues that framing is not just about language, but also about ideas, values, and principles that are inherent in the language. It's about how we perceive the world and how our perceptions are influenced by the language we use. By controlling the language of the debate, you can control the way people think about the issue. This is why conservatives have been more successful in framing their political agendas, leading to their dominance in American politics. The book provides a critique of the current state of liberal politics, arguing that liberals have failed to effectively communicate their values and ideas. The problem, according to Lakoff, is that liberals often react to conservative frames rather than establishing their own. This has allowed conservatives to dictate the terms of the political debate. To counter this, Lakoff proposes a reframing strategy for liberals. The book introduces the metaphorical models of 'strict father' and 'nurturant parent' as representations of conservative and liberal ideologies respectively. The 'strict father' model underpins the conservative worldview, emphasizing discipline, authority, and competition. The 'nurturant parent' model, on the other hand, encapsulates the liberal worldview, emphasizing empathy, nurturance, and cooperation. Lakoff's book also highlights the importance of articulating a moral vision for the country. He suggests 'issue framing' as a way to shift the political narrative in favor of progressive values. For example, instead of talking about 'tax relief' (a conservative frame), liberals should talk about 'investing in our future' (a progressive frame). The book provides practical advice and techniques for liberals to reframe the political debate. These include understanding the power of metaphor in political communication, using language that aligns with the liberal moral vision and not just reacting to conservative frames. In conclusion, "Don't Think of an Elephant!" is a thought-provoking exploration of the intersection of cognitive science and politics. It presents a compelling case for the necessity of cognitive science in politics, offering valuable insights and practical tools for liberals to reclaim the political narrative. Lakoff’s work is a potent reminder that ideas matter, that language matters, and that how we frame our political discourse matters. It’s a must-read for anyone interested in understanding the power of framing and how it can shape our political landscape.
ViewAn Elegant Puzzle - Systems of Engineering Management
Will Larson
Key Insights from "An Elegant Puzzle - Systems of Engineering Management" The importance of leadership in the engineering management field. The role of systems and processes in managing the engineering function. Decision-making strategies and the concept of trade-offs in engineering projects. Resource allocation and its impact on the success of engineering projects. The importance of communication for effective engineering management. Managing and mitigating risk in engineering projects. The role of motivation and team dynamics in the success of engineering projects. The concept of incremental and iterative progress in engineering management. Techniques for problem-solving and troubleshooting in the engineering field. The importance of continuous learning and improvement in engineering management. An In-Depth Analysis of the Book "An Elegant Puzzle - Systems of Engineering Management" by Will Larson presents a comprehensive view of engineering management, a critical field in today's technologically-driven world. Larson's perspective, shaped by his extensive experience in the field, provides readers with a unique, in-depth understanding of the various systems, processes, and strategies used in engineering management. Leadership is a central theme in Larson's book. He asserts that effective leadership is crucial in managing engineering projects. Leaders should not only possess technical expertise but also need to be adept at managing people, fostering teamwork, and facilitating communication. The book offers insights into various leadership styles and their effectiveness, emphasizing the need for leaders to adapt their approach based on the situation and team dynamics. The book also dives into the importance of systems and processes in engineering management. Larson suggests that well-designed systems and processes can significantly enhance efficiency and productivity, reducing the likelihood of errors and oversights. He provides practical advice on how to design and implement these systems, highlighting the need for flexibility and continuous improvement. Larson emphasizes the importance of decision-making strategies and the concept of trade-offs in engineering projects. He posits that every decision in engineering projects involves trade-offs between different factors, such as cost, time, quality, and risk. He offers strategies for making informed decisions and managing these trade-offs effectively. Resource allocation is another crucial aspect discussed in the book. Larson argues that the success of engineering projects largely depends on how resources – human, financial, and material – are allocated. He provides guidelines on how to allocate resources efficiently and effectively, considering factors such as project requirements, timelines, and constraints. Communication is highlighted as a critical factor for effective engineering management. Larson emphasizes that clear, concise, and timely communication can prevent misunderstandings, facilitate collaboration, and enhance productivity. He offers tips on how to communicate effectively in different situations, such as team meetings, project updates, and crisis management. Larson also discusses the importance of managing and mitigating risk in engineering projects. He suggests that risk management should be an integral part of the planning and execution of engineering projects. He provides strategies for identifying potential risks, assessing their impact, and developing contingency plans to mitigate them. The book also explores the role of motivation and team dynamics in the success of engineering projects. Larson believes that motivated and cohesive teams can significantly enhance productivity and the quality of work. He provides insights into how to foster a positive team culture, motivate team members, and manage team dynamics effectively. Larson also underscores the concept of incremental and iterative progress in engineering management. He suggests that breaking down complex projects into smaller, manageable tasks and making incremental progress can lead to more effective management and better outcomes. He also emphasizes the importance of learning from each iteration and continuously improving. The book delves into techniques for problem-solving and troubleshooting in the engineering field. Larson offers practical advice on how to identify and address problems effectively, leveraging logical reasoning, creativity, and technical expertise. Lastly, Larson underscores the importance of continuous learning and improvement in engineering management. He argues that in a rapidly evolving field like engineering, continuous learning and improvement are essential for staying relevant and competitive. He provides strategies for fostering a culture of learning and improvement, encouraging innovation, and promoting personal and professional growth. In conclusion, "An Elegant Puzzle - Systems of Engineering Management" is a valuable resource for anyone involved in managing engineering projects. It provides a comprehensive understanding of the different aspects of engineering management, offering practical advice and insights based on Larson's extensive experience in the field. The book is not only informative but also thought-provoking, challenging readers to rethink their approach to engineering management and strive for excellence.
ViewHigh Output Management
Andrew S. Grove
Key Insights from "High Output Management" Output Oriented: The focus should be on the output, not on the process. The effectiveness of a manager is determined by the output of the team he/she manages. Management by Objectives (MBO): Setting clear, specific, measurable, and time-bound objectives is crucial in driving high performance. One-on-One Meetings: Regular one-on-one meetings are vital for communication, feedback, and relationship building between managers and subordinates. Performance Appraisal: Regular, formal reviews of performance against objectives are essential for tracking progress and motivating employees. Management as a Team Game: Effective management requires coordination and cooperation within and between teams. Training as a Key Role of Management: Managers should be committed to developing their staff's skills and knowledge. Decision Making: Managers should focus on making fewer but more critical decisions and delegate others. Manager’s Time: Effective time management is a critical skill for a successful manager. Meetings as a Management Tool: Meetings, when properly used, are an effective tool for communication, decision-making, and problem-solving. Role of Middle Managers: Middle managers play a key role in providing information and feedback between top management and frontline employees. Corporate Culture: A strong and positive corporate culture can significantly impact productivity and performance. An In-Depth Analysis of "High Output Management" In "High Output Management", Andrew S. Grove, the former CEO of Intel, provides a comprehensive guide to effective management that has stood the test of time. His focus on output, as opposed to the process, is a radical shift from traditional management theories. This output-oriented approach is about measuring the value a manager brings to an organization, which is determined by the output of their team. The book introduces the concept of Management by Objectives (MBO), a strategy where managers and employees work together to set, discuss and agree on specific, measurable objectives. This approach aligns with the SMART goal-setting framework – Specific, Measurable, Achievable, Relevant, and Time-bound – widely recognized in management literature. Grove emphasizes the importance of one-on-one meetings, a practice often overlooked in many organizations. These meetings provide an opportunity for managers to give and receive feedback, build relationships, and identify problems or opportunities. They also serve as a platform for coaching and mentoring, which aligns with Grove's belief in training as a key role of management. The book also discusses performance appraisal as a critical component of the management cycle. Regular, formal reviews of performance against objectives are essential for tracking progress, providing feedback, and motivating employees. Grove suggests that performance appraisal should be a systematic process, not a one-off event, and should be closely linked to MBO. Grove views management as a team game, requiring coordination and cooperation within and between teams. This perspective resonates with the concept of cross-functional teams in contemporary management. Furthermore, he advocates for the delegation of decision-making whenever possible, allowing managers to focus on fewer, but more critical decisions. Grove's view on time management is another important insight. He recommends that managers should divide their time between what he calls "mission-oriented" and "interruption-driven" activities. The former includes planned activities that contribute directly to the manager’s output, while the latter includes unforeseen issues that require immediate attention. Grove also discusses the use of meetings as a management tool. While often seen as time-consuming, Grove argues that when properly used, meetings can be an effective tool for communication, decision-making, and problem-solving. The book highlights the key role of middle managers in providing a bridge between top management and frontline employees. They play an important role in transmitting information and feedback in both directions, ensuring alignment with strategic objectives. Lastly, Grove emphasizes the importance of a strong and positive corporate culture. He believes that culture can significantly impact productivity and performance. This aligns with the view of many management experts, who argue that culture is a key determinant of organizational success. In conclusion, "High Output Management" provides valuable insights and practical advice on various aspects of management. Its focus on output, rather than process, is a refreshing and pragmatic approach. Its principles and practices, such as MBO, one-on-one meetings, training, performance appraisal, and effective time management, are as relevant today as they were when the book was first published.
ViewMeasuring and Managing Performance in Organizations
Robert Austin
Key Facts and Insights Measurement Dysfunction: The book tackles the concept of 'measurement dysfunction', which refers to the negative effects caused by performance measurement systems. Systems Theory: The author, Robert Austin, uses the systems theory to explain how measurement can impact the behavior of individuals within an organization. Measurement and Behavior: The book emphasizes that the way performance is measured can significantly influence the behavior of individuals and teams. Goal Setting: Austin promotes the idea that setting clear goals is essential for an effective performance measurement system. Measurement Myopia: The book warns against 'measurement myopia', where organizations become overly focused on quantitative metrics at the expense of qualitative factors. Measurement as a Management Tool: Austin proposes that performance measurement should be viewed as a management tool, not a control mechanism. Importance of Context: The book highlights the importance of context in performance measurement, arguing that a one-size-fits-all approach to metrics is often detrimental. Human Element: The author underscores the importance of considering the human element when designing and implementing performance measurement systems. Effective Communication: Austin emphasizes the need for effective communication in explaining the purpose and process of measurement to employees. The Incomplete Picture: The book discusses the 'incomplete picture' problem, where performance measurement systems fail to capture all relevant aspects of performance. In-Depth Analysis and Summary Measuring and Managing Performance in Organizations by Robert Austin presents a compelling argument about the role of performance measurement in organizations and its potential pitfalls. The author argues that while measuring performance is essential for managing organizations, it can also lead to what he terms as 'measurement dysfunction' if not implemented correctly. The book leverages systems theory to illustrate how performance measurements can significantly influence the behavior of individuals and teams within an organization. This perspective allows Austin to show the reader how a poorly designed measurement system can cause teams to act in ways that are detrimental to the organization's overall objectives. One of the book's key insights is the concept of 'measurement myopia'. This is where organizations focus too much on quantitative metrics, often neglecting qualitative factors that are harder to measure but equally important. This can lead to a narrow focus on achieving targets at the expense of the overall health and sustainability of the organization. Austin suggests that performance measurement should not be used as a control mechanism, but rather as a management tool. This approach facilitates a more supportive environment where employees are encouraged to learn, grow, and improve. It also enables managers to use performance data to inform decision-making and planning, rather than merely policing employee behavior. The author emphasizes the importance of context in performance measurement. He argues against a one-size-fits-all approach to metrics, stating that each organization and its departments or teams have unique needs and objectives that require tailored performance measurement systems. The book also addresses the 'human element' in performance measurement. Austin argues that the way employees perceive measurement systems can greatly affect their behavior. If employees see these systems as fair and beneficial, they are more likely to engage positively. However, if they perceive them as punitive or irrelevant, they might resist or even sabotage the measurement process. Effective communication is another key theme in the book. Austin stresses the need for managers to clearly communicate the purpose and process of measurement to employees. This transparency can help employees understand the value of the measurement system and how it contributes to the organization's success. Finally, the book discusses the 'incomplete picture' problem. Austin suggests that no performance measurement system can capture all relevant aspects of performance. Therefore, managers should be aware of this limitation and interpret performance data with a degree of caution. In conclusion, Measuring and Managing Performance in Organizations provides a comprehensive and nuanced exploration of performance measurement. It warns of potential pitfalls, offers practical solutions, and encourages a thoughtful, context-specific approach to measuring and managing performance. By integrating systems theory and a deep understanding of human behavior, Austin offers a valuable perspective that can help managers design and implement more effective performance measurement systems.
ViewThe Field Guide to Understanding Human Error
Sidney Dekker
Key Facts or Insights from "The Field Guide to Understanding Human Error" Human error is a consequence, not a cause: The author, Sidney Dekker, argues that human error is not the root cause of accidents, but rather an outcome of deeper issues within the system. Shift from blaming individuals to analyzing systems: Dekker proposes shifting from an approach that blames individuals for mistakes to one that analyzes systems and processes to understand why such mistakes were possible in the first place. New View model: The book introduces the "New View" model, which reframes "human error" as "normal work". Accidents are multifactorial: Accidents are often the result of a combination of several factors, not just a single "human error". Context is crucial: The circumstances in which people operate can greatly influence their actions and decisions, and thus, the occurrence of errors. Hindsight bias: Dekker speaks about the "hindsight bias" that obscures the understanding of accidents, as we tend to judge past decisions based on present knowledge. Learning from incidents: Dekker emphasizes the importance of learning from incidents, both minor and major, to improve processes and prevent future occurrences. Adaptive systems: The author suggests that systems should be designed to be adaptive rather than rigid, to accommodate fluctuations in human performance. Operational drift: Dekker introduces the concept of "operational drift", where systems slowly drift into failure over time, often unnoticed until a catastrophic event occurs. Importance of reporting: Encouraging the reporting of near misses and minor incidents can provide valuable data for improving systems and processes. Resilience: Dekker discusses the concept of resilience, the capacity of a system to absorb disturbances, adapt and recover from errors. In-depth Analysis and Conclusions "The Field Guide to Understanding Human Error" by Sidney Dekker is a seminal work in the field of safety science that challenges traditional views on human error and presents a more holistic, system-based approach to understanding and preventing accidents. The first key insight from the book is that human error is a consequence, not a cause. This reframes the way we understand accidents, shifting the focus from blaming individuals for mistakes to analyzing the deeper, systemic issues that allowed these mistakes to occur. This aligns with systems thinking, a paradigm that views organizations as complex, interrelated systems rather than collections of isolated parts. Dekker introduces the "New View" model, suggesting that what we often perceive as "errors" are actually part of "normal work". This view acknowledges that people operate under constraints and pressures, and that errors often arise from a mismatch between work-as-imagined and work-as-done. Another important concept in the book is that accidents are multifactorial. This means that accidents are rarely caused by a single event or error, but rather by a combination of factors that align in unfortunate ways. This perspective resonates with the Swiss Cheese model of accidents proposed by James Reason, where an accident occurs when the holes in different layers of defense align. Dekker also emphasizes the importance of understanding the context in which people operate. The circumstances and conditions under which decisions are made can greatly influence the occurrence of errors. This aligns with the Situational Awareness theory, which states that individuals' understanding and interpretation of their environment greatly influence their actions and decisions. The author discusses the concept of "hindsight bias", the tendency to judge past decisions based on present knowledge. This bias can obscure the understanding of accidents, making them seem more predictable and preventable than they actually were. Dekker proposes to counter this bias by adopting a foresight mindset, trying to understand decisions from the perspective of those involved at the time they were made. Dekker underscores the importance of learning from incidents, both minor and major. This resonates with the Just Culture model, which encourages reporting of incidents and near misses to learn and improve systems and processes. The author introduces the concept of "operational drift", where systems slowly drift into failure over time, often unnoticed until a catastrophic event occurs. This concept aligns with the Normalization of Deviance theory, where unsafe behaviors become normalized over time due to lack of immediate adverse consequences. Finally, Dekker discusses the concept of resilience, the capacity of a system to absorb disturbances, adapt and recover from errors. This perspective aligns with the Resilience Engineering approach, which emphasizes the importance of designing systems that can accommodate fluctuations in human performance and adapt to changing conditions. Overall, Dekker's book provides a comprehensive guide to understanding human error from a systemic perspective. It challenges traditional thinking and offers valuable insights for anyone interested in improving safety and preventing accidents in any field.
ViewStart With Why - How Great Leaders Inspire Everyone To Take Action
Simon Sinek
Key Facts and Insights from "Start With Why - How Great Leaders Inspire Everyone To Take Action" The Golden Circle: At the core of Sinek's theory is the three-layered model known as the Golden Circle. It encompasses 'Why', 'How', and 'What' as the fundamental aspects of any organization or individual's purpose. Importance of 'Why': Sinek emphasizes that most successful organizations and leaders start by defining 'Why' they do what they do, not just 'What' they do or 'How' they do it. Leadership and Inspiration: The book underscores that successful leaders inspire action in their followers by articulating a clear 'Why' and aligning it with the beliefs of their followers. Manipulation vs Inspiration: Sinek distinguishes between manipulation (using external factors to drive behavior, like price, fear, etc.) and inspiration (motivating through a deep-rooted sense of belief or purpose). Clarity of Purpose: Clarity of 'Why' is crucial for any organization or leader to succeed and inspire others. This clarity is often missing in companies that struggle. 'Why' and Trust: When organizations and leaders communicate their 'Why', it helps build trust and loyalty among their employees or followers. The Role of Innovation: Sinek posits that innovation is born from a strong 'Why'. It's not just about doing things better, but doing them for a better reason. 'Why' and Culture: A clear 'Why' helps create a strong culture where employees feel they are contributing to something bigger than themselves. Companies as a Reflection of Leaders: Companies often reflect the persona of their leaders, especially their 'Why'. This is why it's crucial for leaders to have a clear sense of their own 'Why'. Consistency of 'Why': The 'Why' should remain consistent even as the 'What' and 'How' might evolve over time. Detailed Analysis and Summary of "Start With Why - How Great Leaders Inspire Everyone To Take Action" Simon Sinek's "Start With Why" presents a transformative perspective on leadership and organizational success. At the heart of his argument is the Golden Circle, a model composed of three fundamental elements: Why, How, and What. These elements, Sinek asserts, form the basis of any individual's or organization's purpose. However, he emphasizes on the importance of starting with 'Why'. Why is the purpose, cause or belief that drives every one of us. Many organizations can clearly articulate 'What' they do and 'How' they do it, but the 'Why' often remains elusive. Sinek argues that this is where many organizations falter. Drawing parallels with biological concepts, he positions 'Why' as the limbic brain (responsible for feelings, such as trust and loyalty) and 'What' and 'How' as the neocortex (responsible for rational thought and language). When it comes to leadership, the book posits that great leaders are those who inspire action by articulating a clear 'Why'. Leaders like Martin Luther King Jr. and companies like Apple are successful not because of what they do, but because of why they do it. They start with 'Why' and then move outwards to 'How' and 'What'. This approach resonates with people's beliefs, thereby inspiring them to act. Sinek distinguishes between manipulation and inspiration. While manipulation involves driving behavior through external factors such as price, promotions, fear, or peer pressure, inspiration comes from a deep-rooted sense of belief or purpose. He asserts that manipulation can lead to transactions, but only inspiration can foster loyalty. The book also stresses the importance of a clear 'Why' in building trust and loyalty. When organizations and leaders communicate their 'Why', it resonates with their employees or followers on an emotional level, leading to increased trust and loyalty. Innovation, according to Sinek, is a byproduct of a strong 'Why'. It is not merely about doing things better, but about doing them for a better reason. This perspective aligns with the theory of innovation diffusion by Everett Rogers, who highlighted that people adopt new ideas or products not because of their advantages, but because they align with their beliefs. Sinek also discusses the role of 'Why' in creating a strong culture. A clear 'Why' provides employees with a sense of purpose, making them feel they are part of something bigger than themselves. This is reflected in the principle of 'Cultural Fit', which suggests that employees perform better when their personal values align with the organization's values. The book further suggests that companies often mirror the 'Why' of their leaders. This is why it is crucial for leaders to have a clear sense of their own 'Why'. Finally, Sinek emphasizes that while 'What' and 'How' may change over time, the 'Why' should remain consistent. This consistency of 'Why' is essential for maintaining the trust and loyalty of employees and customers. In conclusion, "Start With Why" offers profound insights into how great leaders inspire action. It makes a compelling case for starting with 'Why', thereby transforming the way we understand leadership and organizational success. Sinek's philosophies, when applied, can indeed lead to more inspired employees, loyal customers, and successful organizations.
ViewOne Page Management
Riaz Khadem, Robert Lorber
Key Insights from "One Page Management" Management Simplification: The book advocates for the simplification of management practices through a one-page management system. Goal Alignment: The system focuses on aligning goals across all levels of an organization to achieve common objectives. Performance Measurement: The authors stress the importance of performance measurement and propose a system where everyone's performance can be measured on one page. Accountability: The one-page system encourages accountability by making individual tasks and performance easily viewable. Communication: The book emphasizes the importance of effective and transparent communication within an organization. Focus on Results: The one-page management system promotes a results-oriented culture. Empowerment: The system empowers individuals and teams by providing clear, measurable goals. Continuous Improvement: The authors advocate for the continuous improvement of processes and performance. Customer Orientation: The one-page management system encourages a strong focus on customer satisfaction. Strategic Planning: The system supports strategic planning by providing a clear and concise visual representation of goals and performance. An In-depth Analysis of "One Page Management" In their book, Riaz Khadem and Robert Lorber propose a new approach to management practices through the one-page management system. This system aims to simplify management practices by confining management information to one page, making it easy to understand and implement. The system revolves around the concept of goal alignment. It emphasizes the importance of aligning individual, team, departmental, and organizational goals to achieve common objectives. This alignment, according to the authors, ensures everyone is working towards the same goals, thereby minimizing confusion and misdirection. The authors also stress the importance of performance measurement. In the one-page management system, everyone's performance can be measured and displayed on one page. This makes it easier for everyone involved to understand their performance relative to the goals. This aspect of the system encourages accountability, as it becomes clear who is responsible for what and how well they are performing. Communication is another crucial aspect of this system. The one-page management system promotes transparency and open communication within an organization. This is achieved by making the goals and performance of each individual or team visible to all, thus fostering an environment of trust and collaboration. The system also encourages a results-oriented culture. By focusing on measurable results, organizations can ensure they are constantly moving forward. This shift in focus from activities to results can significantly increase productivity and efficiency. The book also discusses the concept of empowerment. By providing clear, measurable goals, individuals and teams are empowered to take ownership of their tasks, thereby increasing motivation and commitment. The authors also advocate for continuous improvement in processes and performance. This is consistent with the principles of Total Quality Management (TQM) and Lean Management, which emphasize the importance of continuous improvement for organizational success. A significant aspect of this system is its customer orientation. The one-page management system encourages organizations to focus on customer satisfaction, reflecting the principle that the customer is king. Finally, the system supports strategic planning by providing a clear and concise visual representation of organizational goals and performance. This can help organizations in setting strategic directions and making informed decisions. In conclusion, "One Page Management" presents a simplified, transparent, and efficient system for managing organizations. It aligns with several management theories and concepts, making it a valuable resource for individuals and organizations aiming to improve their management practices. By focusing on goal alignment, performance measurement, accountability, communication, results-orientation, empowerment, continuous improvement, customer orientation, and strategic planning, organizations can significantly enhance their performance and achieve their objectives.
ViewThe Principles of Product Development Flow - Second Generation Lean Product Development
Donald G. Reinertsen
Key Insights: Product development should be seen as a flow, not a sequential process. The importance of understanding and managing queues in product development. The concept of Cost of Delay (CoD) and its impact on decision-making. The role of variability in product development and why it should not be eliminated. The application of the principles of Lean in product development. Decentralized control as a vital component in speeding up decision-making and limiting the cost of delay. The significance of fast feedback and rapid iterations in product development. Batch size reduction to improve flow and limit variability. WIP constraints can help improve throughput and create a balanced system. Application of economic models in product development decision-making. The concept of cadence and synchronization to improve predictability and coordination. An In-depth Analysis of "The Principles of Product Development Flow" "The Principles of Product Development Flow" by Donald G. Reinertsen is a seminal work that challenges traditional notions of product development. Rather than viewing product development as a sequential process, Reinertsen proposes a paradigm shift to view it as a flow, much like a river. The flow concept is the underlying theme throughout the book. In traditional product development, each step is dependent on the previous one, leading to a mechanical, rigid process. Reinertsen suggests that this approach creates unnecessary delays and bottlenecks. Instead, he advocates for a more fluid, dynamic process that allows for greater flexibility and improved efficiency. Queue management is another pivotal component in Reinertsen's work. He presents the idea that much of the delay in product development is due to queues. By understanding and managing these queues, organizations can significantly reduce waiting times and speed up the development process. Cost of Delay (CoD) is another key concept in the book. Reinertsen posits that every delay in product development has a cost associated with it, and that this cost should be factored into decision-making. By understanding the economic impact of delay, organizations can make more informed and efficient decisions. The book also discusses the role of variability in product development. Contrary to popular belief, Reinertsen argues that variability is not always detrimental and should not be completely eliminated. Instead, he suggests that variability can be managed and even exploited to achieve better results. Reinertsen's approach draws heavily from the principles of Lean. However, rather than merely applying Lean principles to product development, he adapts and extends them to suit this unique context. This approach, often referred to as 'second generation Lean Product Development,' is characterized by a focus on flow, a respect for variability, and an emphasis on economic decision-making. Decentralized control is another key theme in the book. Reinertsen suggests that decentralizing decision-making can speed up the process and limit the cost of delay. This approach empowers teams and individuals to make decisions based on their knowledge and expertise, leading to quicker and more effective outcomes. Fast feedback and rapid iterations are also crucial components of Reinertsen's approach. By receiving feedback quickly and iterating rapidly, teams can learn and adapt more effectively, leading to better products and more efficient processes. Another significant concept in the book is batch size reduction. Reinertsen posits that by reducing batch sizes, organizations can improve flow, limit variability, and increase efficiency. Smaller batches allow for quicker feedback, less rework, and fewer resources wasted on defects. Work-In-Progress (WIP) constraints are also discussed extensively in the book. Reinertsen argues that by limiting the amount of work in progress, organizations can improve throughput and create a balanced system. This approach helps prevent overloading and ensures that work flows smoothly through the system. The application of economic models in product development decision-making is another critical aspect of Reinertsen's approach. He suggests that by using simple economic models, organizations can make more informed and rational decisions. Finally, the book introduces the concept of cadence and synchronization to improve predictability and coordination. By adopting regular rhythms and aligning activities, organizations can create a more predictable and efficient development process. In conclusion, "The Principles of Product Development Flow" provides a comprehensive and innovative approach to product development. By viewing development as a flow, managing queues, understanding the cost of delay, respecting variability, and applying Lean principles, organizations can significantly improve their product development processes. The concepts presented by Reinertsen are practical, insightful, and highly relevant in today's dynamic and competitive business environment.
ViewAccelerate - The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
Nicole Forsgren PhD, Jez Humble, Gene Kim
Key Facts or Insights from the book Lean Software Development and DevOps practices have a direct impact on IT performance and organizational performance. Building quality into products is more efficient than inspecting at the end of production. High-performing organizations decisively outperform their lower-performing peers. They have more frequent code deployments, faster lead time from commit to deploy, faster time to recover from downtime, and lower change failure rate. The right culture is a critical aspect of IT performance. The book introduces the concept of a generative culture, which emphasizes learning and continuous improvement. Automation is a key factor in improving both deployment frequency and lead time for changes. Continuous delivery and lean management practices drive higher IT and organizational performance. Measurement and monitoring are crucial for improving performance. The book introduces four key metrics that matter for DevOps: lead time, deployment frequency, mean time to restore (MTTR), and change fail percentage. Transformational leadership is essential for achieving high performance in technology organizations. DevOps is not just for startups or tech companies - it can generate significant value in large, complex organizations. High performers make use of loosely coupled architectures and teams, enabling them to make changes more effectively and efficiently. Investing in DevOps capabilities can deliver powerful competitive advantage. Summary and Analysis The book, co-authored by Nicole Forsgren PhD, Jez Humble, and Gene Kim, is an invaluable resource for understanding the principles and practices that drive high performance in technology organizations. It presents a rigorous, data-driven argument for why DevOps and Lean principles matter, backed by four years of research and data from more than 2000 data points. Lean Software Development and DevOps are presented as vital methodologies for any organization that seeks to improve its performance and competitiveness through software. The authors argue that software development should not be seen as a cost center but as a strategic capability that can provide a competitive advantage. One of the key insights from the book is the importance of building quality into products rather than inspecting at the end of production. This is a core principle of Lean Manufacturing, applied here to software development. The authors argue that this approach reduces waste, speeds up delivery, and leads to better products. The book makes a compelling case that high-performing organizations significantly outperform their lower-performing peers, with more frequent code deployments, faster lead times, lower change failure rates, and quicker recovery from downtime. These performance advantages translate to organizational benefits, such as increased profitability, market share, and customer satisfaction. A central theme is the role of culture in IT performance. The authors introduce the concept of a generative culture, which values learning and continuous improvement. Such cultures foster innovation, collaboration, and high performance. Automation is another key factor in improving performance. The authors demonstrate how automation in testing, deployment, and other areas can improve deployment frequency and lead time for changes. The book emphasizes the importance of continuous delivery and lean management practices. Continuous delivery enables organizations to get changes of all types into production safely and quickly in a sustainable way. Lean management practices, such as visual management and a culture of continuous improvement, contribute to higher IT and organizational performance. Measurement and monitoring are identified as crucial for improving performance. The authors propose four key metrics that matter for DevOps: lead time, deployment frequency, mean time to restore (MTTR), and change fail percentage. By focusing on these four metrics, organizations can drive improvements in their DevOps practices. The book stresses the importance of transformational leadership in achieving high performance in technology organizations. Leaders must inspire and motivate their teams, promote a clear vision, intellectually stimulate their followers, and provide supportive leadership. Finally, the authors dispel the myth that DevOps is only for startups or tech companies. They argue that DevOps can generate significant value in large, complex organizations. They also point out the benefits of loosely coupled architectures and teams, which enable organizations to make changes more effectively and efficiently. In conclusion, the book provides a comprehensive and evidence-based guide to the principles and practices that drive high performance in technology organizations. It makes a compelling case that investing in DevOps capabilities can deliver powerful competitive advantage. The book's insights and recommendations align well with my own experience and observations as a professor dealing with these topics. I believe it is an essential read for anyone involved in software development or IT operations.
ViewThe Art of Leadership - Small Things, Done Well
Michael Lopp
Key Facts and Insights Leadership is about a collection of small, well-executed actions, not just grand gestures. Trust is the foundation of successful leadership. The most effective leaders are those who recognize and nurture the potential in others. Communication is crucial in leadership, and leaders must learn how to effectively communicate their vision and expectations. Successful leaders are adaptable and able to respond to changes in the environment or team dynamics. Being a leader means making tough decisions, even when they're unpopular, and taking responsibility for those decisions. Leaders must understand the importance of time management and prioritization in achieving their goals. Leadership is not a solitary act; it requires building and maintaining strong relationships with team members and stakeholders. Self-awareness and emotional intelligence are key components of effective leadership. A good leader is always learning and improving, recognizing that leadership is a journey, not a destination. In-Depth Analysis "The Art of Leadership - Small Things, Done Well" by Michael Lopp is a profound guide that takes a closer look at the concept of leadership, highlighting how small actions, when done well, can have a significant impact. Leadership is about a collection of small, well-executed actions, not just grand gestures. This fundamental premise of the book challenges the conventional wisdom that leadership is about making big, bold decisions. Instead, Lopp argues that the most effective leaders are those who pay attention to the details, demonstrating consistency and reliability in their actions. This is a concept that resonates with James Clear's idea in "Atomic Habits" where small, consistent actions lead to significant results. Trust is the foundation of successful leadership. In the book, Lopp emphasizes the role of trust in leading teams. He posits that leaders must earn the trust of their teams through honesty, transparency, and integrity. This echoes the thoughts of Stephen M. R. Covey in "The Speed of Trust" where trust is treated as the cornerstone of effective leadership and high-performing teams. The most effective leaders are those who recognize and nurture the potential in others. Lopp points out that a key aspect of leadership is the ability to identify and foster the strengths of team members. This reflects the principles of transformational leadership, a style of leadership that involves inspiring and motivating team members to exceed their own individual performance goals. Communication is crucial in leadership. According to Lopp, leaders must be able to clearly and effectively communicate their vision, expectations, and feedback. This aligns with Daniel Goleman’s theory of emotional intelligence, which posits that effective communication is a critical component of leadership. Successful leaders are adaptable. Lopp argues that leaders must be flexible and responsive to changes in the environment or team dynamics. This taps into the concept of situational leadership, where leaders adjust their style to fit the development levels of the team members they are trying to influence. Leaders must understand the importance of time management and prioritization. Lopp highlights the role of effective time management, prioritization, and delegation in achieving leadership goals, which is a central theme in time management theories such as the Eisenhower Matrix. Leadership is not a solitary act. It requires building and maintaining strong relationships with team members and stakeholders. Lopp's emphasis on relationships echoes the principles of servant leadership, a leadership philosophy that puts the needs of the team above the individual leader's self-interest. Self-awareness and emotional intelligence are key components of effective leadership. According to Lopp, leaders must be aware of their own strengths and weaknesses and understand how their actions affect others. This is in line with Goleman's theory of emotional intelligence, which places self-awareness at the core of effective leadership. A good leader is always learning and improving. Lopp emphasizes that leadership is a journey, not a destination, and leaders should always strive for improvement. This lifelong learning concept is deeply embedded in the growth mindset theory proposed by Carol Dweck, which posits that abilities and intelligence can be developed through dedication and hard work. Overall, "The Art of Leadership - Small Things, Done Well" provides important insights into effective leadership, emphasizing the significance of small, consistent actions, trust, communication, adaptability, time management, relationship-building, self-awareness, and continuous learning. By applying these principles, leaders can enhance their effectiveness and inspire their teams to achieve their full potential.
ViewLean Analytics - Use Data to Build a Better Startup Faster
Alistair Croll, Benjamin Yoskovitz
Key Facts or Insights from "Lean Analytics - Use Data to Build a Better Startup Faster" Startups should focus on one metric that matters (OMTM) at each stage of their growth. The Lean Analytics stages of a startup: Empathy, Stickiness, Virality, Revenue, and Scale. Every business model, whether it's B2B, B2C, e-commerce, or SaaS, has different key metrics. Lean Analytics is about learning continuously through the process of measuring, learning, and iterating. Data-driven decisions can help mitigate risks and guide a startup toward growth and success. Startup growth is a function of the right product, the right market, and the right business model. Qualitative data (empathy and user interviews) is as important as quantitative data. There's a strong correlation between the speed of iteration and success in a startup. Building an effective data culture in the startup team is crucial for Lean Analytics. Lean Analytics is applicable beyond startups, including in corporate innovation labs, government, and nonprofit organizations. An In-Depth Analysis of "Lean Analytics - Use Data to Build a Better Startup Faster" "Lean Analytics - Use Data to Build a Better Startup Faster" by Alistair Croll and Benjamin Yoskovitz is an essential guide for modern entrepreneurs, innovators, and business leaders. It integrates the principles of Lean Startup and data analytics, offering a structured approach to navigate the chaotic and uncertain journey of starting a new venture. The core idea is to focus on one metric that matters (OMTM) at a time. These metrics change as the startup progresses through five stages: Empathy, Stickiness, Virality, Revenue, and Scale. This focus allows the startup to devote its resources and attention to achieving one key goal at a time. This concept is reminiscent of the Theory of Constraints, which emphasizes that a chain is only as strong as its weakest link. By focusing on one metric at a time, startups can effectively identify and strengthen their weak links. The authors elucidate that every business model has different key metrics. For example, a SaaS (Software as a Service) company would be more concerned with Monthly Recurring Revenue (MRR) and churn rate, while an e-commerce startup might focus on shopping cart abandonment rates and average order value. This reflects the principle of context specificity in management, where strategies and actions must be tailored to the unique circumstances of each business. An essential part of Lean Analytics is the cycle of measuring, learning, and iterating. This is akin to the scientific method, where hypotheses are tested, results are analyzed, and conclusions are drawn to form new hypotheses. It's a continuous learning process, which is a cornerstone of the Lean Startup methodology. Startups should strive to make this cycle as fast as possible, as there's a strong correlation between the speed of iteration and success. Data-driven decisions are emphasized throughout the book. In an era of information overload, being able to sift through noise and focus on relevant data is a critical skill. As Nate Silver's "The Signal and the Noise" posits, the ability to distinguish useful signal from irrelevant noise is vital in today's world. By leveraging data, startups can make more informed decisions, mitigate risks, and increase their chances of success. However, the authors also highlight the importance of qualitative data, through empathy and user interviews. This is a nod to the design thinking methodology, where empathizing with users is a crucial step in understanding their needs and pain points. Building an effective data culture in the startup team is also discussed. This involves fostering a mindset where everyone in the team understands the importance of data, is comfortable with using data to make decisions, and contributes to the data collection and analysis process. Lastly, the book points out that Lean Analytics is not just for startups. Its principles can be applied in various settings, including corporate innovation labs, government agencies, and nonprofit organizations. This aligns with the broader trend of data democratization, where access to data and analytics is spreading across different sectors and roles. In conclusion, "Lean Analytics - Use Data to Build a Better Startup Faster" provides a practical and comprehensive guide to using data to navigate the journey of building a startup. It integrates key principles from Lean Startup, data analytics, design thinking, and other management theories, making it a valuable resource for entrepreneurs, innovators, and business leaders.
ViewThe Alliance - Managing Talent in the Networked Age
Reid Hoffman, Ben Casnocha, Chris Yeh
Key Insights from "The Alliance - Managing Talent in the Networked Age" The traditional employer-employee relationship is obsolete and needs to be replaced with an alliance between the company and the employee. Employers and employees should view their relationship as a type of alliance, with clearly defined mutual benefits and duration. Employment should be seen as a mutually beneficial deal, with both sides making investments and receiving returns. Companies and employees should agree on a specific “tour of duty” with defined objectives and duration. Employees who complete a tour of duty should be given the option to embark on another tour or move on from the company. Networking is a vital part of the modern employment landscape and should be encouraged within the company. Employees should be viewed as allies rather than resources to be exploited. Trust and transparency are vital in maintaining a successful alliance between the employer and employee. The corporate ladder is a thing of the past, and companies should instead focus on helping employees develop their skills and adapt to the changing job market. Long-term employment may no longer be the norm, but companies can still build strong, lasting relationships with their employees. Companies should invest in their employees’ careers, not just their current jobs, as a way to foster loyalty and increase productivity. In-Depth Analysis and Summary "The Alliance" is a groundbreaking book that challenges the traditional norms of employment and proposes a new model for managing talent in the modern age. It suggests that the old employer-employee relationship, which was based on long-term employment and loyalty, is no longer viable in the rapidly changing job market. The authors, Reid Hoffman, Ben Casnocha, and Chris Yeh, argue that this traditional model has to be replaced with an "alliance" between the company and the employee. The alliance model is based on a mutual agreement between the employer and the employee. Rather than expecting lifetime loyalty from the employee, the company offers a "tour of duty" with clearly defined objectives and a fixed duration. The tour of duty can be likened to a project or a mission, where the employee agrees to complete a specific task or achieve a certain goal in return for compensation and other benefits. This idea challenges the conventional wisdom of the corporate ladder, where employees are expected to climb up the hierarchy over the years. In the alliance model, employees are not just resources to be exploited but allies who contribute to the company's success. The company, in return, invests in the employees' career development and helps them adapt to the changing job market. Trust and transparency are critical elements in this alliance. The company needs to be honest about its plans and expectations, and the employee needs to be open about their career aspirations and potential plans to leave the company. This mutual trust and transparency help to prevent misunderstandings and foster a positive working relationship. Networking is another vital aspect of the alliance model. The authors argue that companies should encourage their employees to build and maintain a professional network. This network can be beneficial for both the employee and the company, as it can lead to new opportunities and connections. While long-term employment may no longer be the norm, the authors suggest that companies can still build strong, lasting relationships with their employees. By viewing employment as a mutually beneficial deal and investing in their employees' careers, companies can foster loyalty and increase productivity. In conclusion, "The Alliance" presents a new paradigm for managing talent in the modern age. It proposes a model of employment that is more in tune with the realities of the modern job market and that can lead to more productive and satisfying working relationships. As a professor who has been dealing with these topics for many years, I find this book to be a valuable resource for anyone interested in understanding and navigating the modern employment landscape.
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6.February 2024Stephan is a really pleasant person! He listens carefully to my subject and then gives valuable tips and ideas. He has opened up a new field of possibilities for me personally, for which I am really grateful, it's great that people like him exist! I enjoyed our session a lot.