How To Improve Your Tech Leadership & Communication | Mark Farragher | Skillshare

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How To Improve Your Tech Leadership & Communication

teacher avatar Mark Farragher, Microsoft Certified Trainer

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

    • 1.

      Six Tools For Healthy Leadership & Communication


    • 2.

      Course introduction


    • 3.

      Leadership roles


    • 4.

      The solution architect


    • 5.

      The SVP of engineering


    • 6.

      The CTO


    • 7.

      How to deal with criticism and defensiveness


    • 8.

      How to deal with contempt and stonewalling


    • 9.

      How to use power in a healthy way


    • 10.

      How to avoid power traps and power games


    • 11.

      How to avoid consensus and groupthink


    • 12.

      Anti-pattern #1: intellectual violence


    • 13.

      Anti-pattern #2: irrational management


    • 14.

      Anti-pattern #3: smoke and mirrors


    • 15.

      Tool #1: empower the introverts


    • 16.

      Tool #2: create team alignment


    • 17.

      Tool #3: ask the five whys


    • 18.

      Tool #4: build creative cultures


    • 19.

      Tool #5: become a service designer


    • 20.

      Tool #6: practice healthy decision making


    • 21.

      Course recap


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About This Class

Leadership in tech is often ignored until it is too late. We all start out as junior developers or engineers, and slowly work our way up the corporate ladder. Then one day we open our eyes and look around, and we realize we're in charge of the team, a product, or the entire organization.

For some of us this leadership comes naturally, while for others it's a daily struggle. You might be thinking that leadership is something you're born with, but nothing could be further from the truth. 

Great leadership is a skill, just like coding and engineering, and it can be learned. 

Sonsoles and Mark spent many years working in tech organizations, some great, others not so much. Over the years they realized they were seeing the same toxic leadership patterns over and over. We call these patterns Managerial Anti-Patterns, and they arise out of weak personal power, a toxic communication style, or both.   

Being aware of these anti-patterns is the first step on your journey to become an outstanding tech leader.

If you want to become immune to these anti-patterns, you must first master a solid foundation of skills and tools. Sonsoles and Mark will teach you how to improve your communication, cultivate your personal power, and change your daily habits from the inside out, to become a powerful tech leader and achieve career success.

You'll learn to harness six tools of effective leadership and communication: use Introvert Superpowers, Align your team, Question assumptions, Embrace creativity, Become a Service Designer, and practice Healthy Decision Making.

With these tools you will:

  • Gain a robust understanding of what it takes to be an effective leader

  • Learn actionable tools to shift your mindset into a leadership mindset

  • Embrace the role of Service Designer and let your team lead you to success

In the demanding, ever-changing workplaces of today, it’s not enough to be a manager. You must truly learn how to be a leader - someone who influences and transforms how others feel about themselves and the work they do.

Take action and learn how to harness the power of healthy tech leadership today!

Meet Your Teacher

Teacher Profile Image

Mark Farragher

Microsoft Certified Trainer


Mark Farragher is a blogger, investor, serial entrepreneur, and the author of 11 successful Udemy courses. He has been a Founder and CTO, and has launched two startups in the Netherlands. Mark became a Microsoft Certified Trainer in 2005. Today he uses his extensive knowledge to help tech professionals with their leadership, communication, and technical skills.

See full profile

Level: Intermediate

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1. Six Tools For Healthy Leadership & Communication: Hi, I'm Mark. I am some solace. Welcome to this course. Let me ask you a question. I was developer. Are you only developer? Which would like to take your career to another level? Would you think the next step in your career? Progress on become solution architects if you're a solution. Architects, Would you like to become senior vice president of engineering or many? Even CTO? Well, if you want to grow into these larger roles, you're gonna have to make sure that your communication on leadership skills are up to part . Because once you get to solution architects or higher, there is no more Cody involved in your day to day job on most of what you will be doing during the day is communicating with stakeholders or with a team aunt leading the people in your team. So you're gonna need really good leadership abilities on really good communicative abilities. And we created this course to teach you exactly those skills. So some solace. What's in the course? We were recovering for different areas. The 1st 1 is traditional organizations, and in traditional teams and traditional roles. The 2nd 1 is theater healthy workplace, where communication is not very effective on where people actually don't feel very safe and we would be covering also a power. What is power and how is power being used in the organization? On a very important, we will be giving you antidotes so that you know how to do it differently. Then we will be also covering a number off what we call managerial anti bothers, which is basically a number of scenarios that demonstrate what a unhealthy workplaces. And I am sure that you will recognize many off them, and once more very important, we will be. We will be giving you solutions because we want you to know what to do. Next time that you encountered and Leslie, we would be covering healthy and creative organizations. A. And I would be giving you a number of tools that are going to help you make your team collaborate productively and effectively so that they feel engaged on. They feel empowered and they can help you as on either a father, your vision and scale your organization. So are you ready to take your career to the next level? Well, we created this course specifically for you by the end of this course, your leadership and communication skills will be absolutely seller on with these new abilities. You will be ready for the next step in your career. So thank you for listening on. We hope to welcome you in the course. 2. Course introduction: Hi. Welcome to the course. So in this course, we're going to take a look at leadership on communication skills. So if you are A if you are a 90 professional on, say you are a developer or you are a lead developer or solution architects, the higher you gets up the corporate ladder, um, so they hire your role in the I T projects. The more leadership on communication responsibilities you will have on this is a scale. It's a spectrum. So on the one hand you have the lead developer who has the least amount off leadership responsibilities in his or her role on. At the very other end of the spectrum is the CTO, who has an absolutely massive amounts off leadership responsibilities in his role. So if you are somewhere on that scale, say you're a developer and you want to prepare to become a solution architect or your solution architects and you're thinking about trying to become a senior vice president of engineering for vice president of Engineering, then you're gonna have to brush up your leadership and communication skills because the fact is, the higher up you get, the more you are just leading on communicating, and the less you are actually coding. Lead developer is basically the last roll that involves coding. Once your solution architects coating is optional. You can still cold if you want. If you want to fund research research related stuff. But formerly, the role does not involve any coding. You're just creating the architecture, and you're leading the league developer on the development team to implement the architectural. If you go even higher, the senior vice president of engineering at the CTO, they create the entire technical vision off the organization so they are basically only leading aren't communicating, and there's no cording involved at all. So in summary, if you want to move up the corporate ladder, if you want to take on bigger and bigger roles within your organization or within your projects, then you're gonna have to make sure that your leadership and communication skills are up to part. So in this course, we're going to look at a Siri's off tonics. We're gonna look at the series of tools that will help you improve exactly those skills, so tell us what's in the course We will be covering for different areas. We'll tell you about traditional organizations about the interational themes on their traditional roles. We're also covering unhealthy workplace is what is happening there. What is happening to communication. I would be telling you the symptoms off unhealthy communication and more importantly, I will give you also antidotes so that you know how to do it differently. You, and also the rest of your team members and the rest of the organization in this area really also looking at power for this power. How is it being used? Is it being used to advance the organization, or is there something else behind the use of power? The next area will be a number of examples off different scenarios that go in a in an organization that is not very healthy, where communication is not effective and where power is probably being misused. And I bet that you will recognize many of these scenarios. We will describe them for you and we will offer you solutions. And lastly, we were recovering the healthy and creative organization, and very important, I will give you very specific tools that will make your team work effectively productively , and that will make your team members feel engaged, feel owners off the work that they are doing and that will make them feel also empowered. So this course is organized in a very structured manner. We have split up the curriculum into separate chapters on every chapter starts with an introduction. Then we will cover the main subjects in a series of lectures, video lectures mostly. Then there's a recap. So this will be a lecture where you can see a summary off everything that you will have loons on. We will concludes every chapter with a quiz where you can try out your knowledge off that particular subject. Last but not least, we created what we like to call the skill map, which is a pyramid depicting the skills like you wilder in this entire course on. As you progress through the course, the pyramid will slowly fill with skills that you have mastered. So you can always look at the Skillman within the chapter that you are within the course to see how many skills you have already mastered on which skills you still need to practice for the remainder off the course. So by the end of the course, you will be a stellar leader communicator But what exactly does that mean? So it's always well and still a leader is someone who creates safety for his or her employees. It is a person who's communication is clear and effective and also healthy. It is a person who is using his or her power for the advancement off the organization and note for personal gain. And a leader is also someone who can navigate different roles fluidly, not test the role on the tag, but also additional roles like the one off facilitator or the one off services, Seiler and a good leader. Today in the digital here is someone who includes the client in the making off the product . Yeah, so this leader is co creating value together with a client instead off extracting value from the client. All right, well, I hope you're just as excited as we are. Pans. Let's get started with, Of course, 3. Leadership roles: Okay, now let's take a look as team leadership roles. So I want to take a closer look as of the specific roles in a software development team that involved leadership. So roles where a person leads a group off other persons within the same team. So let's take a look. So first of all, let's define leadership. I mean, what exactly is leadership? What are the responsibilities and skills that go with a leadership role in a software development team? Now it's difficult to find a good definition of leadership. Everybody has on interpretation off what leadership is supposed to mean. So I went to Harvard Business Review on looks at an article about leadership on. I looked at the responsibilities of a leader. So if you are a leader, if you're in a leadership role, what's words your responsibilities look like specifically involving this leadership position? So here, here's the answer. Um, the leadership roll, um, involves anticipating the unexpected, so you need to be able to anticipate unexpected events. Um, last year I worked with the CTO was extremely good at this. He would always have a backup plan for anything that happens. So I was SPP of engineering in the projects as every time when something happens. When it was a calamity that I couldn't solve myself, I would go to this easy. Oh, and so we have this calamity. Big problem. What are we gonna do? And he would always have a completely workout backup plan for that eventuality. Ready because he hated, like, a scenario analysis on it. He knew that this could happen. This was a possibility. So you had worked out this plan in advance. So the homer, it made a big impression on me. So the whole mark off a good leader of a great leader is that you always have a plan ready for any eventuality. So when something happens unexpectedly would expect it's the only thing you need to do is pick the correct plan that you have already develops on. Go down that world, shelf your current plan, pick a new plan on move forward from there. So your ability to quickly deal with these unexpected situations situations will make a huge impression on the people that work for you. So anticipates the unexpected. Always make sure you have a backup plan on to use scenario planning to map out all these eventualities, all these unexpected situations that could occur. Seconds challenge assumptions when people offer information to you when they make assumptions challenge. Every assumption on the reason for this is that an assumption might not be found. It may not be grounded in anything. It could simply be something that the organization does it in a certain way because it was always be known as way, and nobody really questions the foundations off that specific assumption. So always question assumptions and a good technique. You can use its the five wise. So ask why five times we can't lose this customer. Why? Because the customer brings in a lot of revenue. Why? Because the customer uses this in this product. Why? Because the customer genital, etcetera. If you are able to ask why five times and you get five coherent responses, that means that the assumption is grounded in a chain of reasoning that is at least five steps long, where each of those five steps makes perfect sense. If you have an assumption that grounded in anything kind of floating out there, we've do it like this because we always did it like this. Then somewhere in this chain of five wise, you will not get an answer, or you will get a really weird And so, you know, uh, you know that is no longer too. So the five wives technique is really good trick to challenge any assumption. Third responsibility interprets complex information. So as a leader, you constantly confronted with complex information, multiple information sources on. You need to be able to interpret this information. So a good way to do this is always look at the big picture, so I never get bogged down in these else. But always look as the information from a helicopter view, Onda invites different viewpoints. So seek out people will have different viewpoints on this information and listen to them on get their opinion so that you have this is menu off different opinions that you can use to form your own insights. Um, again, the CEO I used to work with him. He would call it getting lost in the weeds. If you have this high helicopter view where you see everything from 10,000 feet up on, you lose that position and you get bogged down in details you would call. That's getting lost in the weeds, so his focus was always on staying on top of the wheat, staying above the weeds. And it's a really good philosophy. The fourth responsibility off leader is you must be able to make decisions on the secret is they don't have to be good decisions. You can always make a different decision later when you have more information. So as a leader you need to be decisive. So when you get confronted with incomplete information, you need to make a choice on it's not immediately clear which off. The choice will be the best in the long run. Then just make a decision based on short term information on Be ready to revise that decision later on. That's perfectly OK. Um, a nice tool for decision making is breaking problems up. So if you have this big, complex situation on the decision needs to be made, chop it up in little pieces and then make decisions on every little piece on while you're doing that make staged commitments. So make a decision. But be prepared to roll it back later to make a stage commitments where you incrementally build towards a decision on that any points in this chain, you can revert course and go in a different direction, so it doesn't always have to be true. False or yes, no black or whites. You can really split out this scale in 10 micro steps on. Go along these steps until you have more information. You know, for short, what decision is going to be the best one fifth responsibility? Align stakeholders. There will be many different stakeholders on Does a leader? You need to get everybody on the same boat, so this is quite important. You don't want a descent in in an organization. So as a leader you need to be able to inspire everyone toe. Everybody's by in tow a single vision. So good techniques, good tricks to achieve this is communication. Communicate early and often really bring people in on your on your decisions on your ideas and your views, so that people will feel involved in the process. You need to map out. Stakeholder alignment created a month off all stakeholders like creators. Graph with two dimensions. Put the stakeholders in this graph on this chart so you know who buys into your vision and who could be the center And then when you identified that the centers reach out of them on address their concerns, so listen to their concerns. Why are they dissenting? Why are they not buying into the vision? So then find a way to address their concerns to make him happy? If you can pull this off, you could bring everyone into alignment, get everybody behind your vision so really important for good leadership and finally learn from success and failure. Good leadership means screwing of many times. You need to create this culture where experimentation is valued and where a mistake isn't immediately the end of the world, So avoid the culture of blaming. Finger pointing instead rewards people for performing experiments regardless of the outcome . So this is quite a stretch. Rewards a person who creates who experiments on fails also reward people who experiments and succeed because these experimentation with new insights is super important on the actual succeeding and failing. Isn't that important? Something you have a good process in place for dealing with out Everything is okay. You want the experimentation. You want people to think outside the box, go beyond to the beaten path to find unique solutions that will help you. So creates a culture created culture that rewards inquiry. Do not penalize mistakes. This is super importance. I'm gonna really highlight this with like, 20 arrows. Do not penalize mistakes whatever you do. Also a good technique is to conduct audits, conducts audits and reviews at the end of every project. Teoh discuss what went well, what have we learned? What didn't go well, what have we learned? How would we do it differently in the future? So great, this culture off learning constant learning from your successes and from your failures. So these six responsibilities are what makes a leader great. So if you are in a leadership position in a soft development projects, then make sure that you take on these responsibilities so that you can really grow when excel as leadership. So let's take a closer look at the actual leadership roles in on organization. The lead developer is obviously in a leadership position because we wouldn't call it the lead developer if it weren't leader. So the lead developer leads the developments team, so it's the leader off all the other developers. So this is a I was a medium level leadership position so you can see I've played with the coloring here through the lead developers really developed on the architects of lights Green. These are slightly darker on the CEO's dark green, so the level of greenness determines how much leadership the role involves. So the um, lead developer is in a leadership position. The architect is also in a leadership position. The architect owns the technical specifications. The architect owns all technology in the project, so the technical success and failure off the entire project that pens on the architect. So the architect is the technological leader off the project, deleted over. Is he coding leader. The lead developer is basically the leader off all cold developments within the projects. Then if we go up one level, we have the project manager rise here. The project manager owns schedule. The product manager is responsible for milestones on delivery dates due dates in the projects. So the project manager is basically the owner of the entire process. This offer development process, the operational process. So he or she would be the leader off operations and you can see in the you can see in the Orc shots that the project manager is the boss off the lead developer? So the project manager, the legal your around the league developers reports to the project manager on Together they created the operation Thea Paresh inal Process off software developments. Conversely, the architect's boss is the s VP of engineering rise here So the VP of engineering is responsible for technology Just like the architect was responsible for technology within the entire organization. So the SNP off engineering owns the technology for the whole company So naturally the architect will report to the entropy of engineering. The SNP is the leader off architects in the organization. Now if you go up another step, we have the CTO appear on The CTO is basically responsible for all technical issues within the entire company. So the CTO is the highest possible play points in the orchards for technology The boss the end all of us for all technology within the organization No So this easy old leads everybody basically so within an organisation the CTO would be the boss of everyone. The s VP of engineering is the leader off the architects. So the leader of technology on the project manager is the leader off the lead developers eso the owner, the leader off the operational process now that the architect leads the project in terms of technology. So the architects owns the technology for that particular project on the lead developer leads the development team on Owns the Cold owns the implementation off the coat for that particular project. So that's how the leadership roles are aligns in in a softer development project. So finally, let's look at some leadership skills. To be a good leader, you need particular skills to shine. In this role, you need honesty. You need Teoh lead from example, so you need to set the example that you want to be that you want the entire team to live up to on. This requires honesty on some brutal self reflection on self awareness. You need to be very aware of your own failings on your own successes on to be comfortable discussing these with other people. So this this seems weird. It's a position of vulnerability, but the inside here it's not great. Leaders display their vulnerability without fear, so on. That requires honesty. You need the ability to delegate a great leader delegates. It is comfortable delegating tasks to other people monitoring that these tasks get done. Get on well, you needs good communication skills because you need to communicate with people that your leads you need to lead with confidence. You cannot be not confidence in your leadership role because your team will pick up on that on so will not trust you in the long room. You need to show a commitment. You need to be totally committed to your team. Do whatever it takes to make your team of success. You need a positive attitude so that you inspire the team day in, day out. You need to lead from a position of creativity. You need a creative mind sets to seek outside the box on form, new insights that will help your team. It's intuition to find unique insights that will help your team. You need to be able to inspire your team. You need a flexible approach to people because not everybody will respond the same way to a certain approach. Some people thrive on positive reinforcement or the people needs negative reinforcements to get moving on. Some people need coaching on an equal peer to peer level. All the people are uncomfortable on need a bus to tell them what to do in the structure. Eso you need to provide strong structural, other people, bulk of structure and really hate it. Don't perform well if you said too many rules. So you need a customized approach for every individual in your team, so that that requires a very flexible mindset. So the's where the leadership roles in a software development team on we briefly discussed the responsibilities off a leader on their skills requires for performing and leadership role in a softer development team. 4. The solution architect: Let's talk about the solution architect. So the solution Architect. I've highlighted the architect in the in the team role diagram right here. So the architect is basically wedged between the functional analyst here on the lead developer here. So the role of the architects is to take the functional specifications from the functional analyst and turn them into a technical specifications. We're talking about a high level technical specifications. So this is a helicopter view 10,000 feet up, looking down, kind off perspective on what needs to be built this. So this is a technical document, but there is no code anywhere. There's no implementation, there's no implementation detail. It's all high level. So the architects creations documents on, then shares it with the lead developer. The lead developer is responsible for implementing the architectural specifications. So the solution architect on the lead developer are going to have this really tight working relationship drawing an adult to want signify working relationship. So these two roles needs to people need to have a really good working relationship because they're both working on the same thing. They're both working on a technical specification, but the architect has the high level abstract view from the top of the lead developer, House of the Concrete's Implementation View from the bottom. So it's two perspectives, but it's two perspectives off the same thing. So the better of the corporation between these two roles, the more successful the project will be. Let's take a look at the responsibilities off the solution. Architect. The solution architect is responsible for technology, so this person is role is formally responsible for, or the technology in the solution that's being built or technical issues. So to formulate that in a negative way, if anything is wrong with the product after deployments, Theis executive will come to the architects and complain because everything technical is the responsibility of the architects. So this is a massive responsibility, really, if you're architect, the technology really has to be off high quality because you are responsible for the technology so so architect responsible for technology. So the architect, I said it's already converts the functional specifications, the functional requirements made by the functional polished and turns them into a technical architecture. Now, to do this, it's requires a balance. Very careful balance off design patterns, off requirements, off elegance, on off technical concepts. Quite often it will be difficult to that here toe all the functional requirements with a simple technical solution on that are often trade off to be made. So the architects really needs to do this. Balancing acts off, trying to make as many people as possible, happy while at the same time delivering a kick US technical infrastructure. It's a difficult job. The architect also needs to research key technologies. For example, if the architectural calls for a I system. So like a neural network that receives imports on, um creates decisions based on that input, then you're gonna have to do some research to make sure that our current level off A I technology can actually do that. So the architect will needs to either perform the researchers himself or herself, or leads a small developments team. Teoh do this test to make sure that in this case, a I is up to the task. So any block in the architecture that uses untested technology needs to be verified needs to be tested before deployment, So there's a lot off key technology research involved as well. Now, when you look at the design part, if you look as an architecture from high point of view. From a helicopter point of view, it's mostly designed patterns on architecture is basically just a collection of design patterns. Click together like Lego, so an architect needs to know all the design patterns. You need to know all the patterns, and you need to know what the pros and cons are off each pattern the architect motivates and guides to developments. Team. I mean, you create his technical architecture, so you need to sell it to the developers. So you constantly needs motivates the team to support your architecture and implement it. And I find this one very important must've on the light. The responsibility off the architect is to make sure that the leads developer is successful . So keep that in mind. The leads developer is your ally. It is your linking pin to the development team. So your responsibility is to make this person successful in any way that you can buy selling your architecture toe the developer but also supporting the lead developer. If he or she has problems who has challenges? This is often overlooked. Quite often. It's like there's a wall between the architect and the lead developer and they just throw stuff over the wall. That is not how it's supposed to work. The two are supposed to be a tight knit team. Let's take a look out of the skills off the solution. Architect. I've boiled it down to three major skills you need to have functional in the Stanley, because as an architect you'll receive the functional specifications. So you need to understand these specifications functional understanding of what needs to be built. You need to have technical knowledge. Um, not too much technical knowledge. You don't have to be a kick ass problem because the lead developer will do the coding, but you need to at least understand the technology you need to understand design patterns. You need to understand the pros and cons of different patterns. You need to understand, like one of the disadvantages off a micro service architecture you can't just throw with into your architecture. Anti gay. That's gonna work. So you need to understand how patterns combined on how technical problems can creep up on you, and how you can resolve these so technical understanding is important. Finally, leadership skills essential for the architectural. You need to have leadership skills to sell your architecture to the organization, to cultivate your relationship with the lead developer on Teoh smooth and your relationships with the executives with the C section with the functional analyst. Basically, with the whole organization, you are responsible for technology, so you have to sell the technology to the company, so you're gonna have to have leadership skills to do this. So let's take a look at some or a more detailed breakdown off the skills the architect's grossed out off the lead developer. So the career Path girls from developer to lead developer toe architect I said it before. It requires a great relationship with the lead developer. You need to maintain a helicopter view with all times. One of the biggest pitfalls of being an architect is that you go to the implementation level. You're at your helicopter level looking at the overview off the architecture on. Then you can't resist. You just go down to the implementation that you start coding wrong. You always have to maintain at the high level. There's a different guy or girl doing the implementation. It's not your job. So stay at the helicopter level at all times you need to have a deep on the standing off design patterns. You need to know all the patterns, pros and cons and how you can combine them into architectures. You need to be fluent in UML unified modeling language so that you can draw your architectures in a standardized way in a standardised diagram for all people to understand . Sometimes organizations will use different tools like a rational rose. So understanding of these tools, it's also going to help you. You need to have experience with co generators because sometimes on architecture is translated directly into quote using across generator, So knowledge off these tools and technologies will also benefit you. So let's look at the pros and cons. The probes of an architect is a super high value position. It is the most important leadership position you can have within an I T team, so you're right at the top off the corporate ladder, at least within a project. The salary reflects these. You often have a great salary, so that's really nice. The row is extremely visible. You are responsible for technology. Everybody talks to you. You talk to everybody, you're clearly visible. You're like a CEO of that particular project, and you are safe from outsourcing. You cannot outsource an architectural because it requires so much leadership in so much direct communication with all the people. So you say from outsourcing. But now the cones, it is hard to stay up to date. You need to have a very broad understanding off. Technology on it requires lifelong learning, so you really have to prepare yourself toe. Keep learning new stuff over and over and over to maintain relevant toe. Stay relevant. As an architect, it's also difficult to get right. Creating an architecture that makes everybody happy is really, really hard. Quite often there are trade offs where you could make one person happy and someone else extremely unhappy. So when you do that, you deploy this products based on your architecture. It's very hard. Teoh deliver a successful end result. It's really a balancing act. It's it's more art than technology. It's possible that you get bad requirements from the functional analyst. This is really hard to spot because they look awesome on paper. It's just not what business wants. So to guard against that, you might have to look over the shoulder off the functional analyst a little bit to make sure that the specifications are okay, so that's a challenge. It's not officially part of your job, but you have to hedge against that risk. Finally, you were responsible for technology. So if anything is wrong, they're gonna blame you. So there is a ton off responsibility on your shoulders. When you were the architect, you cannot screw up. Let me repeat that you cannot screw up. If anything is wrong with the products, they will come to you. It will be all be. It will all be your fault. So you need to the handle this responsibility. You need to have the skills to produce something that will actually make people happy. So this is difficult. It is not an easy job. Okay, So that, in a nutshell, was the solution Architect road 5. The SVP of engineering: Now let's talk about the S V P off. Engineering SVB means Senior Vice president, senior vice president, off engineering. So this is a leadership role within an organisation. Theis VP of engineering is responsible for all technology within on entire organization. So contrast this with the architect. The solution? Architects, Uh, this solution architect is responsible for the technology. In one specific project, the S VP of engineering is also responsible for technology, but for all the projects for everything within the organization. So this requires a helicopter view high level view off technology to make sure that the technical architectural off, all the different projects within the organization work together harmoniously. Now, you might be wondering this sounds a lot like a CTO. Wasn't the CTO responsible for all technology in an organization? The answer is yes. But the CDO ons of the s VP of engineering share the responsibility. Together they co create the technical plan for a new organization. The city always more event outward facing public role in media role. Whereas the S VP of engineering is an inward facing leadership role to of the entire organization. So it's an important high level leadership role in any software organization. Let's take a look. So in the organizational charts with the CEO, CTO CFO CEO, the S VP of engineering, is right here, so at the same level as the project manager on reporting toe the CTO. So the SNP off engineering works formerly works for the CTO, even though they both co create the technology for the entire organization. So it's basically that you're the right hand man or women off the CTO. So it's a very nice roll. Tohave in an organization is pretty much a so high as you can go without actually being the CTO in any company. He's one step down from the CEO itself. So what are the responsibilities off the senior vice president off engineering? So first of all, you co create the technical vision off the entire organization with the CDO. So this requires I really good relationship with the CTO. Basically, you in the city over the team, you work together and you create this huge technical vision for the entire organization. Quite often, the CTO will have the high level vision of the direction to go in on the s VP of engineering will fill in the details. For example, the CTO will say we're gonna apply AI for this particular problem within the industry on then describe how AI will solve a particular problem and then the s VP of engineering would be responsible for filling all the details. How would you use a I which products are necessary, which projects are necessary? How would you configure ai to set this up again in very broad terms, but from a high vantage points overlooking the entire company s. So how would a I workouts in ALS? The different projects and products in use in the organization after these days are these cells have been filled in. Then it would be handed over to the architects who was developed this concept even further for one particular project. So it's a high level of responsibility co creating the technical vision often entire organization, the S and P of engineering also leads the architects Basically yes, creepy has on architecture owns the architectural off the entire company off the entire organization On the solution. Architects are focusing on one particular project. So again, this is the architect looking as one project on the SVP off engineering, looking at the architecture off the entire organization. How do all the individual projects collect together into one coherent whole? The solution? Architects can't do this because he or she has this tunnel vision looking at the single project. So again, quite a impressive role tohave in an organization you create the architecture, often entire organization, the whole technical architecture. So the responsibility is to keep the technical vision on track, ensuring that the architecture, in a way, the individual projects of products within the organization as here to this global vision as make sure that everybody stays on track. It doesn't veer off track with an incompatible technology. Will architectural the S U P of engineering monitors projects. So they are both of the same level the S creepy and the project manager both piers reporting to the CTO. But the project manager looks at the operational details of projects that is the project churning reliably easy. It's throwing out testable versions off the products every week. Is everybody working its maximum or almost maximum capacity, whereas the s VP of engineering would look at the architectures are all the architect's in the organization creating architectures that adhere to this global vision Is everybody on track as everybody buying into this global vision? Will all the products harmoniously work together? Is there synergy across the entire company? So these are two visions on multiple projects on operational vision. On an architectural vision, the SNP plans new projects. So when the global organizational, technical architecture and these will be implemented, any new projects will be initiated by the SGP. For example, a test project to see if a eyes even feasible within the business domain and that's creepy would set up this new project initiated monitor. It's running on, then, when the project is successful, creates branch off projects, create new projects for developing spinoff products. So basically, the SPP creates technical projects. The S E P needs to assess market changes. When the market changes, the technical vision might no longer be accurate. So again, this is a role shared with CTO. The VP of engineering needs toe really be connected to the market. To a business industry. Don't be aware off changes within the industry that could affect the overall technical architecture. On either the S three people detect these or the city or together and then together they will create a new vision for the organization that takes these changes into account. Finally, this one's important. The VP of engineering has hiring and firing authority. So at this level in the organisation, you have a budget. You have a budget that you can spend on developers on. Do you have the authority to freely hire anyone you like until fire anyone you like? I've seen the S VP of engineering for a company, and I have this authority I could hire any developer. I want it, Andi. I was also responsible for firing developers that weren't able to live up to the standards that way set for them. So this was a really high profile on important role within the organization because you're basically responsible for the skill set off the people that you bring in experienced senior developers will really give projects, boosts and got anti successful outcome Union. Inexperienced developers will nuts. So you're conducting these hiring interviews and you really make you need to make sure that you get the right people in the organization. So this is a huge responsibility on If things don't work out, you needs to fire the people that you brought in, so it can be a difficult role. So let's look at the skill sets off the SBP. What skills are necessary? Teoh, perform this role Well, so first of all, you need's goods, communication skills. You have, ah, high profile leadership position in the organization. You're one step down from the CEO, so you really need to be able to communicate with everyone. Since you report to the CTO, you're gonna be surrounded by the executives, so you need to be able to talk to the executives. You need to be able to talk to the architects of the lead developers within the organization. So you really have these, like one foot business communication and one foot technical communication. You need to be able to quickly change viewpoints. Look at any situation from a business lens on from a technical leads. I'll be able to talk through issues with the technical crowd or with business crowds, so this could be challenging. You needs to have leadership skills because you're leading the architects on your also co creating a technical vision with CEO so you're responsible for a lot technology within the organization. This is a huge responsibility to take this one? Well, you need to have stellar leadership skills. You really need to lead the architects and make sure that they deliver high quality architectures for all projects within the organization. So that's all projects become successful and you need to have a technical vision. I mean, the CTO needs to have a technical vision, but you co creates its with your CTO. So the skill off having a technical vision, you share that with your CTO. So basically, SPP for engineering is like being a mini city. Oh, you're the internal CTO off the company. Whereas the actual CTO is the external CTO, it's pretty much the same role. But it's either outward facing to the customers inward facing to the people within the organization. The skills often s VP of engineering what skills you need, So you need to have a great relationship with CTO. You any personal skills to really cultivate this relationship, your success in the role really stands or falls with your ability to connect with your CTO . This is super important. You need to have a technical vision. You need to be technically visionary again. This is something you share with your CTO you need to co create this vision off technology , and then you need to implement this vision in the organization. So you need to have really good knowledge off the technology within the organization on the development process so that you can ensure that this vision gets rolled out. You need to be great technical aunt Business communicator. So keep in mind, these are conflicting roles. A technical communicator is entirely different from a business communicator, so you really need to be able to assume these two competing viewpoints depending on who you're talking to. Finally, you need to adapt. You need to be adept at hiring and firing developers. So adept at hiring means being able to conduct a Harding interview on really scan a job candidates to make sure that they're a good fit for the organization on. You need to be able to monitor employees on bond have this benchmark where if they drop below the benchmark, you have to fire them. You have to be comfortable with firing people so again that something that you really need to be comfortable with, keeping the people out of the organization that you were responsible for actually bringing in on admitting to yourself that you made a mistake bringing these people into the organization because they were into good fits. So hiring, firing important skills. Finally, let's look at the pros and cons off SPP off engineering. So what's good about the role and what's bad about the role? So the good thing is, it's a very rewarding leadership role. I mean, you're basically the internal CTO of an entire company, so it's extremely high profile. You're not see section, but you might as well be it because you almost have the responsibilities off the actual CTO eso. ItT's a visible role. It's extremely important. It comes with a ton off responsibility. It's really high profile, so it's a pretty nice place to be us in an organization. I've seen a less creepy off engineering. I really enjoyed it. It's a pretty awesome role to have. It comes with hiring authority, so you get to hire and fire employees, so make sure you're comfortable with firing people. But the ability to hire people is really nice. You could bring your own team into an organization to get the job done, So if you're a good as VP of engineering, you will have a short list off stellar developers that you like to work with, so that when it comes time to hire people, you can just call your friends or your former colleagues that you know can produce an awesome results and you can bring your own team in. This is pretty nice on your role has a huge business impact, doing the role, effectively rolling out a good technical vision in an organization on making sure all the project succeeds. This is a massive components off the success of a city. Oh, in fact, the CTO cannot be successful without the VP of engineering being successful. So basically, you are creating your co creating the success off the CDO on this is absolutely massive. If you have ah city on an organization that is doing a really good job and getting credited for doing an awesome job, then as SBP, you can bask in the glory of knowing that you were partly responsible for getting the job done. But now the cones, The bad thing about being A s, a P of engineering, is that reporting can be very time consuming because since your one foot in the C section. Theis executives will wants to hear weekly status reports from you, so this is basically the same as the project manager. You can spend a lot of time reporting two executives. This could become really time consuming. The CTO can be a challenging figure. You, uh, success off your role really depends on your ability to form a connection with your CTO on . Depending on the personality off your CTO, this could be difficulty easy. It can be difficult. It could be hugely challenging. So your success basically depends on the personality type of your CTO on your ability to form a connection with this person with this personality type. So it's great. It's an external factor that you don't really have under control on. It can be difficult to be working with certain types off sitios so knowledge off psychology , good people skills really comes in handy. It's a huge responsibility. I mean, it's an astronomical responsibility because you're responsible for the success off the CTO . If you fail, your CTO fails. So you have the full weight off the executives on your shoulders, expecting you to do the job right. So this is an absolutely massive astronomical amounts off responsibility on your shoulders , and you have to be the type of person who could take that. If you have trouble taking on responsibility and I kind of stresses you out, then it's not a good role to be in. And finally the job comes with firing authority. Firing can be really brutal. I mean, if if a developer doesn't live up to expectations, you need to let that person go because he only have a limited budget for developments on, you need to bring in someone who is qualified for the job to get the projects moving at a higher speed, so you have no choice. Teoh ensure. To ensure the success of your CTO, you're gonna have to fire on the performing developers. But if this developer doesn't have another job, doesn't have an outlook off. Another job has a family to feed. Has young Children gets into financial trouble because of you firing that person? It can be really, really, really difficult to terminate someone in that situation, so you're basically you're getting crushed between trying to help out follow fellow I t. Person on board, ensuring your success in the project in the organization and ensuring the success of your CTO. It can really feel like sacrificing people Teoh to make your CTO successful, and that's a really difficult position to be in. You need to be the kind of person who can who can do that. You need to be able to fire someone. It's a difficult skill toe learn. Eso realize that this is a big part of being a stripy. All right, so again, in a nutshell, this was a detailed look as the senior vice presidents off engineering in a software development organization. 6. The CTO: Now let's look at the CDO. The CEO is the chief technology officer so this person is at the very top off the food chain. In an organization. It is the highest possible technical position within a company. So a CTO is responsible for all technology in the organization on basically leads everyone in the organization with any kind of technical role. So this is a stacks Iraqi where the CDO will have on s VP of engineering on the project manager reporting through them or multiple vice presidents of engineering, multiple project managers reporting to him or her on below. That was be the other technical roles really in the company. So the CTO is at the very top off this this elaborates, pyramids off technical roles. Let's take a closer look at this particular role in the organization. So the CEO is right here. So here's the CEO on below the CEO is the C section what we call the C section, which is all the chief executive rules within the company. The CTO is the chief technical officer. The C F. O. Is the chief financial officer so responsible for finance and C O is the chief operational officer responsible for all operations. So the city owes here has the senior vice president of engineering reporting on the project manager reporting to him are so it's the highest possible role you can have in a technical position within an organization. So what are the responsibilities off the CDO? CTO provides technical leadership for the entire organization technical leadership so the CDO will be responsible. End responsible for all technology decisions within the organization on will be held responsible for these decisions by the other executives. So particularly the c e o. The CEO will help the CTO responsible for all technology. The CTO leads the see your vice presidents off engineering on the project managers. So these two roles report directly to the CTO. CTO Co. Creates the technical vision with the senior vice president of engineering so these two roles needs to function. These two people worked together to create a vision for all technology within an organization on then, basically, the CTO would be the public facing persona. So the person embodying these things technology technology decisions explaining them to the outside world. Whereas the CEO vice president of engineering also incorporates this technological vision but sales is to the organization. So these are basically two complementary roles where the S e p. Of engineering is inward facing. Implementing the vision inside the organization on the CTO is outward facing, selling the technical vision to the outside world. So the CTO is the public face off the company in terms of technology. I like to say that the C t. O is specially the CEO, but waiting a technical hat. So this means that there's a CDO. You get to do things that the CEO also does like sitting on panels, getting interviews by journalists, advertising the company, marketing the company, Teoh other people within the industry explaining the technical vision, explaining why your technical vision is unique and wise will help your companies succeed within the business domain. So it's a very media facing role, so the CTO it's probably face the CTO performs due diligence on merger and acquisition deals. So when the company merges with another company, the CTO was do a scan off all technology in the acquires company to make sure that there are no hidden surprises, that the technology is actually worth the asking price. So this due diligence components is also a very important part of being a city. Oh, and the CTO might have a small or a D lab toe test out new technologies. For example, CTO says, We're going to use a I to really crush this huge challenge within our business domain. The CTO might have a little research mop with a dedicated team of engineers working on R and D to experiment with the our AI to test if this is possible. So a tiny R and D lab dedicated to little experiments from the CTO to test technology ideas before they get incorporated in the vision. But this is optional. Some CEOs have a lab or the stones, so let's look at the skills that you needs to be a great CTO. So what you want, especially needs is media skills as a CTO, your outward facing your public face off the company in terms of technology, so you will sit on panels. You will get interviews you will need to the presentations. You need to talk to the investors. If you're a funded company, the investors will come every few weeks or months to hear status updates, and you'll need to have a slick story to impress them with your progress. So you're constantly selling your basically selling technology to the outside world, so media skills presentation skills are super importance. The CTO is pretty much the only technical role within the company where media skills are important because it's the only outward facing technical role. You also need great people skills because our CTO you're basically leads all other technical people within the company, so you need to have really good people skills. To be a good leader, you need to be able to display technical leadership because you own the technological vision you co creators with ES VP of engineering. But it's your idea. You initiate the vision so you need to be able to formulate a coherent technical vision on then only it's and sell it to the entire organization. So looking at these skills in more detail, you need to have a great relationship with, yes, VP of engineering because you co create the technological vision with this person. So it's very important that that's you have a good relationship that your personalities click that you can sit together over beers. Yeah, in a cafe, discussed the nitty gritty details off the technological vision on achieve this common position is common vision, where you both agree on the technology and on the steps to move forward. Basically, aligning yourself with us VP of engineering happens all the time. It's like a constant factor off being a city. Oh, so your relationship with your S VP of engineering is super important. You need to display technical leadership at all times. You are the public facing persona off the organization responsible for technology. So you really needs toe own your vision on display technical leadership in this vision. So you need a deep knowledge of technology. You don't need to have actual coding skills, but you need to really understand what's technology is out there. What the pros and cons are off different pieces of technology and how you could click them together into a coherent vision. You know, to be media savvy, you really need to enjoy being in front of a camera like what I'm doing right now is a camera over there. I'm talking. I'm really enjoying myself right now. It's I like being in front of a camera and talking to a camera so that would be an important skill toe Have to be a CTO because of CTO. You're gonna be interviewed a lot. You're gonna be talking to journalists a lot. You're gonna be on panels. You're gonna be on film all the time. So you really need to be comfortable in an environment where there are, like, TV cameras pointing at you. You need to have great presentation skills. You're presenting all the time in front of cameras. So you need to be able to pull off a great presentation so that you can sell your technological vision. You need to be a stellar business communicator because you're constantly communicating technological concepts toe business executives who may or may not have the technological baggage to understand what you're talking about. So you really need to have thes awesome communication skills to be able to talk to businesspeople, aren't you need to be very, very, very comfortable in an executive session in an executive setting because, well, you are an executive, your part of the C section, that's your world. So you really need to feel at home in the C section. Okay? And finally, let's look at the pros and cons of being a CTO, you would imagine that that are only pros. There are only good parts of being a CTO because you're so high in the organization, but that are also a few disadvantages of this particular role. So the pros are. It's an extremely rewarding see section role if you would like technology. If you enjoy fiddling around with technology and using high tech to really dominate an industry on crack a problem that everybody has been wrestling with for decades and then you come in, you apply machine learning, or AI or genetic algorithms or boats or whatever technology, and you solve this problem and your organization suddenly soars ahead, then that's absolutely rewarding. It doesn't get any better than that, so it's a very rewarding role. It's also a public facing role off the organization. You are the public face off the company in terms of technology, so your photo will be plasters on the corporate website. People will know your name. People will know your face. You will be recognized in panels conferences, so it's very visible role, which I mean, if you don't like that, then it's a disadvantage is of course, but if you enjoy that kind of visibility. It's a really nice aspect of being a CDO. The role is a huge business impacts. I mean, you drive technology throughout your entire organization on display leadership towards every technological role within the company. So you are basically steering the technology in any direction you like. So it's thean packed You have is incredible. Of course, this is also a disadvantage because if you steer in the wrong direction, then everything crashes down and then it's your fault. But if you do your job right, the business opportunities were massive. Under our media opportunities, you are the public face of the company in terms of technology, so your face will be in the media. But now the colds, the media engagements can be a bit distracting. If you are expected to do panel interviews, presentations, interviews like three or four times a week, then there won't be any time to do the technological stuff. So you co create this technological vision with your s VP of engineering, and then he or she just runs with its and you don't have any time to sit in on the process on Steer it lead it guided in the direction that you want etcetera because you're just talking to journalists on executives and investors so that part of the job can really dominate and push out the technological part off the job. So it requires a balancing act. The responsibility is massive, a cto your responsibility for the technical success off the entire company. If you fail, the SEA CEO goes down, so that's a pretty hefty of responsibility, tohave. So you need to be able to handle this this enormous responsibility that rests on your shoulders. It requires a technical as business balancing act, because on the one hand you're responsible for the technical technological vision you need to communicate this vision to your S VP of engineering, who in turn communicated to the architects you need to monitor that. Make sure that the vision gets implements its correctly Onda. At the same time, you're constantly talking to a business executives. If you mentioned too many technological buzzwords to a business executive who does not have a technological foundation, then they will just tune out. You can easily spot this when their pupils start to oh, contracts or people look in a different direction or they look at that. I That's while you're talking. Then you've lost him. So it's very hard to, for example, to introduce high tech in a company, have this high tech solution to solve the importance business problem and then having to explain this high tech solution to an executive who doesn't have a technological foundation like, for example, you use a I to crack active, difficult business problem on. Then you need to explain to investors who are investing in the company how you're using AI to crack that particular problem. How you gonna explain ai toe a non technological crowd? I mean, it can be done, but it requires is really weird balancing acts where you have to explain a technological concept in technical terms to one audience on in absolutely no technical terms toe another audience. You can be done, but it's a delicate balancing act in communication, and you really need to master this communicative skill if you want to be able to do your job well. Finally, the roll CTO requires great soft skills. Assess the technological leader off your company. You're in a well. You're in a weird position because you have your one foot in the technology where you're responsible for all technology in your organization and you inspire you motivate on your lease your technology team. But you're your foot. Is the public facing part where you look outwards on? Did you interact with journalists? You in the interact with industry experts, you sit on panels, you talk to investors and you explain technology. Toe a non technological crowds. It's This is a difficult balancing act on. It requires set off soft skills associated with leadership. It requires a certain humbleness. You need to be very aware off your off your failings off your week, your weak points in your personality. It requires absolutely stellar communication skills. You really need to be able to communicate well with any type of person in front of you. You need to be able to align people. You need to be able to align people around a common goal. You need to have really strong leadership skills. You need to be able to lead, motivate and inspire your technical team. Eso these. These are a whole bunch off soft skills, so they're not really related to coding architect ing or putting together or some technological solutions. But they have more to do with building networks with people building relationships with people, inspiring people, getting a message across to someone else, getting them to buy into your vision. So this is a whole range off soft skills that you don't often see in technological rolls. So you really need to be able to cultivate the soft skills on get really good at them before you are ready to become a CDO. So in a nutshell, this was a detailed look at the absolute top of the food chain in I t the roll off the chief technology officer in a saw for development organization. 7. How to deal with criticism and defensiveness: This is the Four Horsemen of the Apocalypse. There are form behaviors that that so lethal to a productive and effective team that best selling author Jon Goldman calls them the Four Horsemen of the Apocalypse. They are blame, criticism, defensiveness, contend and stonewalling. Um, we can be both the giver or the receiver off these behaviors, So let's say that someone is using his behavior on you. It will be very tempting to respond with a similar one. Nevertheless, this will be very counterproductive. It is actually your responsibility to respond with one of the antidotes instead. And if you on the other hand, are the user off these behaviors, then you are in the right place. In this lecture, you will gain an awareness off what your behavior is doing to your colleagues. And more importantly, you know what else to do. Instead, it could feel a little bit like swallowing your pride. But trust me, you like the result. Once you stop using these behaviors, everyone around you will stop a swim because horses cannot leave along horsemen, behavior, horsing behaviors, half there would in powerlessness. So when you observe this horseman yeah, the idea is to make people feel less powerless than they are feeling. In other words, it is our responsibility to bring them more into their power. That's it. Let's go to the 1st 1 Blame criticism. When you're working in a team, it's no toe. Have complaints. There is a big difference, though, between a complaint and criticism. A complaint addresses specific failed behavior where US criticism as something negative about the other regarding his personality or his character. So what could be an example of these, For instance, out in the world, What's wrong to a sentence? Let's look at the scenario. Let's say that there is a development team and an architect and the architects ists. Guys, you missed the deadline for the third time. What's wrong with you? If you are the architect, here is what you can do. Adversely Behavior? Yeah, You guys make a deadline. Number two. Turn that into a request. Guys, you make the deadline Next time. If you run into trouble called your place, let me know in advance so that we can prevent this from happening again. Keep in mind. Yeah, the when you have a request, the other party can say no or can offer a counter offer. No, we would actually solve it within ourselves. We have taken measures to do that together is what the development team could say. Number three, You can also make 18 months. Make sure that you don't mask a request. They said the montecor vice versa. If your position allows you to make the amount by all means do so but worded properly. Let's look at this from the perspective of the development in If you hear you guys meet the deadline for the third time, what's wrong with you? They some tricky. But would you can go is listen for the embedded request in what the architect a saying. Oh, yes, we missed the deadline. Um, would you like us toe let you know next time when we run into problems so that we can solve these before we actually meet the deadline again. So I'm gonna give you four tips to their with blame and criticism. Number one don't make it personal him. Instead of focusing on who is doing what to whom. Just focus on the working relationship. What does the working relationship need? Number two If you are being criticized him, hold the attitude that the other person is not doing it because he wants to make you feel bad. They have to be at that. The other person is skillful at giving you feedback. Be proactive. Let the person know waas way off. Giving feedback would work for you. Number three own the part that you are contributing to the problem. You might think that the other person is contributing much more nevertheless. Look at your own contribution only and see what you can change regardless over the other person does and number four apologize Many. You were not criticizing the other person here, but with mothers. Eighth experience The listener have so be curious towards the impact that you are having on others and take responsibility for cleaning up your messes. Next. One defensiveness. Let's say that you are being criticized. We're still working with the same example missing the deadline. It will be actually very normal to become defensive, But the thing is that an attacker really back some. If you become defensive, another attack comes and you attack again on. Basically, the conflict continues to escalate without you being aware off how antagonistic your and how you are actually contributing to the conflict. So this is still the development team, and the architect lets the mountain that the architect says. You guys missed the deadline. You are completely on tap water. If you are in the development team, you can do a number of things you can ask for clarification. That's number one. You can say. Do you mean that we actually are always interest 40 or number two? You concert for the 2% truth in what is being said? In other words, is it possible that you guys are answer sporty a little bit? Is it possible that sometimes you are untrustworthy? Okay, so let's take the other side of the problem. Let's say that you are noticing as an architect that everyone around you is becoming defensive. What can you do? Same thing. You can ask for clarification. In other words, clarification about what they hurt him and number two. What you can do is reassure these developments him that you respect them and that their image is not at stake. So take responsibility for the impact that you are making. Make sure that you're not being misunderstood, so they want tip for dealing with defensiveness is at listening. In other words, call volume that would be seen said, It's being understood on that These and that applies to both sides. Make sure that others understand what you're saying on make sure that you understand with others are saying. 8. How to deal with contempt and stonewalling: this is content and stonewalling. The Third Horsemen behavior is content and this is probably the dead list off them all. In fact, the reason why they so deadly it because it conveys this day and condescension. So content includes a number of behaviors cynicism, Saad Qassem, A name calling belittling host. Ah, humor, general hostility. Contempt is actually the deadliest off all of the horsemen because it conveys this gust and condescension. In fact, it attempts to create rank between people on the basis off our essence as human beings. You know the words. It's saying I am a better human being than you are. And sometimes we can step it up a notch, not only by showing this behaviour but by letting the other person that we are aware off the fact that we are doing these. If the song toxic that research has shown that it can impact our health negatively. So let's look at an example. Still, architect development, E development tip. Yeah, Def team misses the deadline on the architect says something like, Guys, you missed the deadline for the third time. You are the worst that ever happened to the Earth. So a mounting that you are on the receiving end off these words. What can you do? You can build a sentence with the words I feel you name also the unwanted behaviour, and then you express a willingness to resolve the situation. So if you are in the death team, you could say something like John, I feel really angry because I really don't like it when people humiliate Mbali. Tell me, can we work this out as good colleagues? Something else that you come to you can ask the architect. Are you aware off the impact that you're having? What? Another question. What is your intention by saying that if you are the person prone to being contentious towards others, you can build a sentence containing, I feel and I want. So if you are the architect, you could say, I am feeling really frustrated because we missed the deadline for the third time, and I am very worried about the project. I want for you to tell me when you run into problems much sooner so that we can prevent this from happening again. Four tips about dealing with contempt Number one. Keep in mind that respect. It's not earned respect is given. If you are not being respectful off others, take to be a sign off your own inability to see the greatest on the contributions off others. Number two. Let's say that you are used in sarcasm to be funny. Ask yourself, Can I be funny? In a different way? Number three content usually shows up when long simmering negative feelings have not been cleared. Be proactive. I make sure that you talk about things before they get out of hand and number four. Focus on creating a culture off fullness and admiration. Be interested in your comics and acknowledge them first. The Last Horsemen behavior. He's stonewalling Stone one and come be a number of things. Cutting off communication, refusing to engage withdrawing the famous silent treatment. I'm basically refusing to communicate what you are thinking you silly when the older horseman have bean very active. That is the moment one stonewalling shows up because someone it's filling, flooded by everything that is going around in the workplace. So let's say that you are the person with a tendency to cut off communication Number one. When you're feeling flooded, ask yourself. Do I have a relax ation or meditation. Practice number two as yourself. Is it fear what I am feeling? What is that fear saying, What part of your identity it's at stake? Can you ground yourself and then speak from the new place? Number three. Distinguish between fear. I'm danger if you think you can be in danger. Bio means protect yourself, but otherwise, if it is really about fear, they were really very healthy. If you can find a way to communicate what you are thinking, which brings me to number four, be proactive. See if you can create safety conditions for yourself so you can actually speak up. Can you meet with someone in confidentiality in a new truck place so that you feel safe to be cup? I imagine that you are on the other side. Someone is stonewalling you. Ask yourself, Is it possible? I am doing something that is prompting the or the person to cut off communication? Half you mean perhaps judgmental? And perhaps you haven't appreciated this person's contributions. We're almost done. I am going to give you four tips to create a healthy working environment. Number one. It is all about how you want to be, regardless off what others do. If you think these way, you will feel much more empowered. And I can guarantee you that your interactions will change for the better. Number two, Practice the Horseman. This is Chairman Ju material. Take any opportunity. You come in order to practice, practice, practice, practice on. Remember that this antidotes I'm not just techniques. Be authentic and use. Um with the right attitude. These attitudes will contribute to the success off using these untitled number three. Name the horsemen when you see them in the workplace, but don't be it. But don't do these from a perspective of blame. Do it with an attitude off curiosity. Guys, I notice that we're getting defensive. What is happening? What does this mean? A Number four. Focus on creating positivity on having positivity coins to the positivity bank off your workplace. And there is a magic racial, and it is 5 to 1 a slow as you have an average off five positive interactions toe one negative interaction. You are going to be in a stable workplace. This waas content and stonewalling 9. How to use power in a healthy way: this is power. What? This flower? There are many ways off the final. The most traditional definition is power off. Others speak off three types of former power and two types of personal power. Former power that can be for infants. Yeah, by legitimate means. Because off, let's say the position that you hold within an organization it can be a threat unless you do such all do so or it can be a reward if you such, I'll do so for you. Personal power There are two types. It can be expert because you have a certain expertise or set of skills or it can be referent. This is the power that you derive from the likability that you enjoy within a certain community. In any case, we can say that part off our power is extendable has to do with our social status or the position that we hold weaken Organization on. A part of our power is grown on, developed in tow, our personal power because off our personality, because we have high emotional intelligence or high social intelligence, these five different types of power for a continuum that place out differently depending on the situation, we are in. This explains why a position of high rank doesn't always feel powerful. Let's take a successful CEO who changes companies in the new company that is a new culture . There is information that he doesn't have. You know the words. He feels that he had been invited to a party, but he doesn't know anything or anyone. He used to feel successful as a CEO, and now he doesn't or this person my feel successful as CEO of the company, but not in his personal life. When he's playing basketball with teammates, on the and perhaps more skill of the sport today, we're going to focus on the definition of power that works for everyone, a universal definition. We are going to be defining power as our capacity toe impact and influence our environment . I am sure that you have heard people say power is a drug. There is definitely truth in these power alters our minds. Our judgment diminishes, our perceptions become distorted, and I can think off other circumstances that actually produce the same effect. I am thinking, for instance, off going on a hunger strike, imagine you don't eat and you don't drink water. The longer you go doing this, the war should start to feel You know that the moment that you receive water and you will feel better. Until that happens, you are in an other state of mind. Your perceptions are distorted and your judgment diminishes. Yeah, so regarding these three elements, hunger of power are similar. But regarding the feeling they are different. As I said, hunger feels bad and we know and we actually long for receiving water and food because we know that we will feel good again. Nevertheless, the difference with power If the power feels great the more power we have, the more power we want. Give me something so that I feel better. So I feel good when having power. Said no one. Evan, keep in mind that these things that could corrupt you I would also make you a great leader . So we will agree that power thus corrupt. That is not the question that we want to answer the question that we want to answer these. Why does power sometimes corrupt and sometimes doesn't. Why do we sometimes use power to advance our organization on? Why do we sometimes use power for personal gain? the good news is power corrupt, but it can be avoided. So you know the words Good use of power starts with awareness. Let's not calling a bit at the fury behind power, our contains the means on the opportunity for its own abuse. What do I mean with the means? I mean thematic spill, the illusory control, the lowering off our innovations, in other words, with their more. So I am talking about the psychosocial. If eggs power one was ted into a high ranking role, we feel different. What do I mean with an opportunity? I mean, the privileges perks. If you have a high ranking position, many problems will be resolved quickly For you, you will have probably preferential treatment. You would probably get the best parking slot in your organization. So I want you to think about Power s a triangle on. I want you to put in the corners. The world means opportunity and motive means an opportunity. These two elements create a perfect feedback loop. A perfect storm, so to speak. There this icing element in the triangle. It's motive, because motive if the only element that depends on peoples emotions and needs. Yeah, so means an opportunity come with the role should speak and motive depends on peoples emotions and needs. I am going to share with you a similarly theological truth about power. It is a feeling off Lauren in a position off high rank that can push someone over the edge on misuse his power. What happens so someone in a position off high rank is that this person come? For some reason, I have a feeling off low rank and at that moment the limbic brain kicks in and it is fight or flight. So in other words, witness is the chief motive for meth use off power. If this big up between unobjective power and how we feel about power, the determines that there could be abuse of power. But the say said the good news is misuse of power can be avoided. The key to avoiding misusing power is having tools for emotional self management. And emotional intelligence is part off our personal power. So we could say that the solution toe powerlessness is actually more personal. These waas a word about power 10. How to avoid power traps and power games: This is our tops and power games. Power is hard to get. There is a need. We don't learn about it at school or at home. In fact, power is a taboo just like six or this. We have a completely irrational relationship to power we hated. Yet we crave it. We criticize those with power, yet we are unaware off how we use our power. We tend toe, underestimate our power and over estimate the power off others. And we try to do away by creating flat organizations without realizing that portion power issues under the rug. It's not going to make them disappear. They will show up in the form. Off are green gossiping devices, politics. So we need to talk about power. It is actually the elephant in the room. What I was saying in organizations, we see leaders promoted to the highest ranks who fail within two years. We see Dallas bosses jealous. Um, we see bosses who play favorites way see bowling. These are all examples off misuse of power by overuse it by commission, so to speak. But I'm they're using power is also posted. I am talking off bosses who will take decisions bosses who refused to resolve conflicts in the office. This is actually misuse of power, Bi under using it or by omission. Yeah. So power. Monsieur is both an act of commission and off formation. And let me tell you that average people like you and me come misuse power. As I said, we don't learn about it at school. And we have to learn because the moment that was stepped into high ranking position, we know now that power comes with a means for its own abuse him. So what happens when we have that high ranking position? Um, there is a lot of pressure that comes with the job. There is a certain isolation. There is perceptions, projections, expectations off others. And all of these makes us look at ourselves and others in a different light. So we need to learn about power because it is only then that we can deal with it differently. It is only until we gain on awareness off how we're using power, that we can do something about it. So based on all the work that they do with organizations on with cames in organizations, I am going to be sharing with you for common power traps. Number one using before earning. When you think that authority alone makes you the leader, you can move towards a new initiative without having buying without having gained trust. If you do these, you risk losing your authority. Authority rests on legitimacy. Authority is not automatic. It is granted. If you behave poorly, your risk losing your legitimacy. So let me give you an example. Let's say that the video off a company wants to push technology driven change without having buying from, Let's say, the board, his taxes sitio what could be a solution to this problem? His position, says Sitio, but he could embrace a different role. The role off teacher Today, many organizations still do not understand that regardless of what the company us today, a company of scale off a company that wants to skill is today always in the software business in the digital era, I t is not anymore, just a service provider. So in other wards, the video can embrace the role off teacher on the help the organization understand the digital here. Number two sidestepping authority bosses who don't take decisions who allow the agenda to be the real who don't make the tough call a productive team is a Tim with clear expectations. If both creates a lot of chaos and uncertainty because the stations are being changed all the time, the team spirit will suffer greatly on this will bring this engagement and lows of talent. Let me give you a scenario. Let's say that a developer has Bean promoted toe developer on Um, maybe, he tells himself, because he has seen a lot of abuse of power. He tells himself, I would never be that kind of leader. And what happens is that he doesn't enact his leadership skills on. He lets the deaf team make all the decisions, and the result will be a mishmash of technologies and of systems that do not work together . So what is the solution? This lead developer that has been promoted probably needs took something his own biases against power be simply saying I will never be like such and such leader. It's not going to do the job. These redeveloper could perhaps benefit from training regarding leadership skills number three, Too much Emam, regardless off our positional power. Sometimes we self identify as a weaker party we start on interaction from a wantem, so we attack to start with. They're the person feels the attack and a tax book and so forth. We don't realize how antagonistic were being and the fact that we are the aggressor and the conflict. Let me give you an example. Let's imagine a, um, the developer that is always defensive. Regardless off what the lead developer says, he compensates his purse if lower rank as him being less powerful. So whenever there is an interaction with a late developer, whatever the level of process, the developer is always on the defensive. What is the solution for this problem? I can't think of two solutions. If you are these developer, you are now familiar with the Horseman. Can you do some work with the horseman on number two? Whether it is a negotiation or just a simple interaction, think of yourself as the party having more power and the other asked party having less. Whether you film that that is to or not him is an exercise in imagination so that when you do interact with this person, you start with an open and generous hand. I can guarantee you that your interactions can improve a lot, and the last power tap is buying your own pitch. Let's say that you have now this position off high power. What can happen easily is that you started charity pig, the feedback that you receive so that it matters what you already know, because a position off high rank brings with itself certain isolation. You can be shielded, in fact, from social contexts outside off your influence. Him Think, for instance, off a CTO who thinks that all things technique, um, had to be answered by him? What is the solution if you are this person? Well, remember that, um, So what is the solution? If you are these sitio, it's OK. It's healthy to embrace self. Don't it is okay to embrace self criticism is okay to embrace threats. The solution for you could be to cultivate a beginner's mind so that you continuously put yourself in situations that help you shake your cognitive egg. It can be very helpful to you to make this concept off beginner's mind part off your strategy towards self development of the office. When we stopped focussing on building great products or making happy customers on empowering our employees. There isn't is often a feeling off powerlessness on these results in games power games. I'm going to be sharing three with you and also solutions to them, the 1st 1 marginalizing in mounting that someone for whichever reason That's a fit. The state of school sometimes is a bit quirky, a little different or sometime, or someone contributes brilliant ideas him, that many reasons why a person doesn't fit somewhere. What happens is that the flow off information they stopped e mails are not sent. Calls are not made this with the goal off isolating this person. In many instances, this person ends living the organization. They let me give you an example, for instance, a high performer who is being experience as a threat. If you are this high performer, what can you do? Two possible things. If the environment is not toxic, you quit. Perhaps do horseman work an attempt to change the communication in the workplace. You know the cases when the culture is very unhealthy, they were. To empower yourself is to embrace your personal power and perhaps look for a job in a different organization. Another thing is, go to it looks almost as people get points for finger pointing for finding fault at everything you fucked. Putting others down is also a firm off false empowerment. Think, for instance, let me give you an example off a city on who feels threatened by the talents office employees. What can be the solution? Well, the city, oh, could benefit from training so that he understands himself emotionally and Lawrence tools for emotional self management so that he stopped managing his emotions through his employees. So the CTO with you some training to work on his personal power through the improvement office emotional skills on the last example that they want to give you if gossip, which is basically planting rumors, let me give you an example. Um, someone could get a promotion and someone else starts to plant certain information in them . Vitamins. What is the solution? Well, if the culture is not too toxic now that you're familiar with the horseman, you could attempt to change the communication in your workplace. But otherwise, just us, I said with example, off being marginalized. The thing that you could do is to empower yourself by leaving this workplace on looking for another job in an organization that values and appreciates you. This waas power traps on games 11. How to avoid consensus and groupthink: This is consensus on its cussing, groupthink from the perspective or power and horsemen. There are a number of things that I have observed when working in organizations and with teams would I have seen in consensus cultures is at this thing. For the Centene opinions, this is contempt horsemen behavior. I have seen us versus them attitude both vertically within the hierarchy, off the organization and her simply think of departments. A Silas I have seen not being open toe inference, stonewalling, horsemen, behavior. I have seen a dumbing down or brilliant contributions. Yes, someone might feel threatened and becomes defensive that this horseman behavior. But by putting others down, that is also an attempt to empower yourself and not in an appropriate way. So this is both an issue off horseman and off power. I have also seen decisions not being taken or taking forever to be made. This is misuse of power, bi under using power, and I have seen a lot off need for validation in a consensus counter. There's an incredible need for everyone to think the same in order to finger. This is an issue off Marco personal power organizations, many of them don't realize how detrimental consensus Cumbie concerns with mentality. Many organizations are not aware of how the tree mental a consensus culture can be. I could see how the thought behind a consensus culture could be to create yeah, comfort for employees by making them feel equal in some way. But looking for equality in the workplace is looking for it in all the wrong places. Yes, we may be all born equal, but no in the workplace, we are not equals. Work is, among other things, about competence. Difference. He's where insight and lice. Some organizations are doing something about these, but they're simply focusing on gender Race Assn. East E. There are other diversities, for instance, cognitive diversity personalities that are different styles that are different on also different ways or perceiving and processing information. Groupthink is detrimental. Two organizations for two reasons. One. It stifles innovation and adaptability. Organizations risk in fact, extension and number two from the perspective off Horseman and power group sink creates Avery unhealthy workplace. It lives, toe disengagement and lows off power building a Dream team have nothing to do with agreement or with equality. It has all to do with collaboration, productivity and competence. So what if we were to change the focus from agreement our consensus to a crest for respect and appreciation off the diversity off with each and all employees? Bring to the plate. This is a case. Four. A culture based on alignment and on diversity. Let's say that we find consensus or agreement as unanimity off opinion on we. They find alignment as unanimity off intention. An organization wanting to make the shift from a Riemann based toe alignment based could do so by shifting its value. Focus from opinion. Two. Intention alignment means bringing part in tow proper relative position. I am talking about vision expectations. Rolls Resource is alignment. It doesn't mean that you like your colleagues or that you all agree on the same methods. The goal becomes filing a piece off the situation that you can align around as a common intention or interests. That could be conflict and disagreement and a lot of argon. But this is not happening. Toe. Identify a winner. Team members are contesting in order to it toe the essence off their ideas. This'll I'm a lineman culture ace, a perfect place for someone to shine in the role off facilitator. When there is a lot of conflict in an organization, it means that there is no facilitator. Whether you are an external facilitator or you are a team member or a leader in the role of facilitator, you can adopt this room if you trust your experience. If you feel that you can support and empower your team and you become the person who holds the polarities, the tensions on all the different patients off these team members on channels them in a creative act towards new and fresh innovations, I am going to name some off the symptoms off a consensus cultures, and I am going to tell us well what to do instead. These are on untitled, So this big toe a consensus country, um number one thrown out voices. Let's say that you need to gather ideas for a new initiative, and you normally come up with the technique off brainstorming. This might not work in a consensus culture that is transitioning to being different, and for a number of reasons, the people make original contributions. They do not feel very comfortable sharing. Remember as well that not everyone is an expert, so with this in mind brainstorm may not be the right toe, would you can do. Instead he's brain writing. You put the issue on a piece of paper and you pass it around so that everyone can contribute ideas to it. This has a number of advantages. The people who wouldn't feel very comfortable sharing cannot do so very easily. They do so anonymously. When the paper goes around, everyone can see all of the areas on. Because of these. This is number three. The process speaks up very quickly. You come come up with any variations you like. You push the paper around and you tell everyone you know, you only write one idea it or three years or five years or you set the timer. Be creative with it. Number two. Something else I have seen is, um this dreadful. This is the way we have always done it, only focusing on what is on on example organizations that focus blankly on best practices. So what else can you do? Focus instead own the power off the question and not so much in finding answers. I have introduced there in this course the attitude of deep democracy. Be curious to everything that this unknown marginalized in other words, be conscious, inviting new information on inviting critical thinking. Number three being I'm overconfident and the decisions that have been taken remember that when everyone is thinking the same, no one is actually thinking, Yeah, so what can you do instead? One smart Jerry's the power off the question instead, off searching for answers right away. It is possible, Yeah, that you come up with the right decision, but you don't want to leave that to chance. Do you remember the darkness principle? It says that every team member has an incomplete mental model off a problem off a project. So invite all these mental models into the room so that you make a decision that he's well informed a decision that these evidence based based on all the information that is available, and I would close with number four, I have seen a lack off engagement. So what can you do about these? You could create a so called innovation team if you like. The name a means a team united. It means a cross vertical and cross functional team, and when you connect this to the strategic objectives off the organization your emperor use will feel hurt. They will feel that they are contributing to the growth off the company. They will feel appreciated. I'm because my job is all about empowering people. I can tell you that we feel empowered. This Waas consents with cultures. 12. Anti-pattern #1: intellectual violence: All right, let's talk about the next anti pattern. This anti pattern is called intellectual violence on. The pattern arises when you have a person in your development team or basically anywhere in the organization. This person could be anywhere. Stakeholder and executive manager doesn't matter on. This person has key knowledge for the success off the project, so this could be technical knowledge. It could be customer knowledge. Could be domain knowledge, marketing knowledge, key knowledge. They're not sharing. They are hoarding this knowledge for themselves. They treats anyone else who does not have this knowledge with content. That is intellectual violence. So this is what the anti pattern looks like. So I've drawn, um, organization with stakeholders, decision makers, the team aunt executives pounds. The intellectually violent individuals are right here for here or here. They could be anywhere. Review stakeholder. They could be a decision maker, and they could be in the team. So, I mean, for example, you could be building a mobile application using angular to front ends on. You have one. Angular to developer. This is fantastic news. Developer cords. Take the knowledge, share it with the rest of the team, make sure that everybody's up to speed with angular, too, but this person isn't doing it. They are hoarding the angular to knowledge for themselves. On when questions arise during discussions in the team about angular to in the nitty gritty details of this technology, the intellectual violence person will acts with contempt towards the other team members. Um, expects phrases like Don't you know that I knew that when I was a junior developer, and that was 10 years ago. Oh, I thought everybody knew that. I'm surprised that you don't know angular, too. I made that mistake many years ago, but I've learned a lot since then, and so one and so on. So basically, this person is using their knowledge as a weapon to hits back at other people on. They treat other people with contempt. So this is really bad. I mean, remember, contempt is one off the four horsemen of toxic communication. So it's the most toxic way possible that you could communicate with your peers in the team . So it's really, really bad s. So that is why this is on anti pattern intellectually violence. People will poison the atmosphere in any organization, any projects. So what are the symptoms off intellectual violence. So what you're going to see is that information is concealed instead of shared. So we have this developer with angular to knowledge on this person is not sharing their knowledge. Now this is kind of strange. I mean, I have often bean in a role where I was in a development team and I had specific knowledge about a technology about a core technology that we could use for the projects on. There's nothing I enjoy more than sharing that knowledge with all the people. That's pretty awesome. I mean having junior developers and raising them up higher by sharing knowledge with them. It's one of the best things you can do. But an intellectually violence person doesn't see the world that way. Toe intellectually violent person. That knowledge gives them a feeling off safety. They have a sense of superiority. They feel a sense of safety because they have key knowledge that other people don't have on . That makes him untouchable in an organization, or at least impossible to fire. So for them, this knowledge is like a security blanket as sharing the knowledge woods take that security away and make them vulnerable, so intellectually violent people will not share knowledge. So what you'll see is that knowledge is being used to intimidate people. So expect lots of phrases like, Don't you know that on? I knew that when I was five years old. My nephew, who is three, can program better in anger to the new current exaggerating course. But you're gonna see phrases, comments like that. So comments filled with contempt that other people do not have this key skill, the team, the entire team will get really defensive. I mean, if someone treat you with contempt talks down to you from a position off superiority, the last thing you wanna do is open up to that person or share with that person or express your doubts about something to the person. I mean, anything you say could be used against you and used as a tool to cut you down. So you're not going to share? You know, Confide confides, you're not going to cooperate. So the entire team, the entire team, is gonna get super defensive, even though we only have a single intellectually violence person in the team. So this is why I called him a poison they spread out through a team or a project, and they infect everyone. And of course, progress will slow down like pretty much any anti pattern in a defensive team that is no longer sharing information. Forward. Pros, forwards. Progress will slow down a lot. I mean, imagine you're developing a front engine. Angular to the intellectually violent person is the only person who knows angular, too, so that single person dictates the pace. If you have a 10 month development team, then you could put four people on angular, too, and really speed up the front and development. But for that, the person with the knowledge would have to share, and they're not doing that. So a single individual is setting the pace for that specific core technology on that really holds things up, so progress slows down. Okay, so why is this happening? Why would a person not be willing to share key knowledge? So what you'll see is that, um, this is anti pattern arises because off toxic communication. Now, this kind of weird, you would expect that a person unwilling to share knowledge becomes toxic in their communication, so like cause and effect, but it can also be the other way around. You could have someone who is simply unable to communicate in a healthy manner. So a person who for some reason communicates in a toxic manner. Andi, if on individual communicates in a toxic manner, you will automatically get that the team is no longer willing to share information, because why would you? Why would you share something with someone who's being us so toxic? Communication can create intellectual violence, but also the over around intellectual violence often causes toxic communication. So it's a two way street now. What you're probably going to see is that we're talking about insecurity, about a lack off knowledge. So the intellectually violent person again, the intellectually violent person he's masking something. I mean, it's obviously insecurity. Because, I told a said before, the knowledge is a security blanket on. The person is holding onto the knowledge on not letting it go, because I like a feeling of safety, but really enough. It can also be a lack off knowledge, so this angular two experts might not actually be in Angola to expert at all. The bluffing. They're not very good at annual or two, and they create this aura off perfection, this aura off being a guru in angular two. Now, this is a difficult deception to maintain the last thing you can share your knowledge, because then people will realize the limits of what you actually understands. So you're gonna have to rebuff all attempts, not sharing. This is how you get intellectual violence, so you'll have any individual who responds aggressively when their environment is trying. Teoh get through that information if they're asking specific questions about that information. So let's say I'm intellectually violence. I'm the angle of two experts, but actually, I don't know anything about to. Someone comes up to me and says, Mark, we got and we need your help. You are The experts on Angela, too, should be doing this way. Or should we do with that way? There's no way I can answer that question, because if I give the wrong answer, everybody will realize that I'm actually not. That goes in angular, too. So my only recourse is to say huh? Don't you know that I do? That's when I was three years old. I walk away, so I used toxic communication as a deflection toe musk. These gaps in my knowledge. Finally, you'll see this anti pattern in organizations that have poor mentoring and coaching because an organization that has a robust mentoring and coaching policy will never get these islands of knowledge, an organization that mentors and coaches everyone. Why would they accept that? There's only one person with anger, little knowledge they would never go for that. There would be a mentoring and coaching program training program to teach everyone about Angelo to. So again, I've worked for organisations that had this policy. Andi. I mean, this could be like a pizza Friday. So Friday we're still working at 3 p.m. And then there's pizza on bond. One person talks about their favorite technology. They talked for an hour, and then there's a Q a session on. You do that every week. So we have sessions like that. I would talk about sequel server and someone else would talk about a speed of meds. Then someone talks about Signal or Rx on its super interesting, and you learn a lot. So this is like a formalized process for sharing knowledge over the entire organization. Now, in that kind off organization, you won't see intellectual violence a lot because the organization wants tolerate these islands of knowledge. Single single people having key knowledge. Okay, so what can we do? So we're dealing with a difficult individual. Might be an expert on angular to or wherever technology might be masking huge gaps in their knowledge. But always see is toxic communication. We see lots of contempt. So what could we do to defuse this anti pattern? Well, the first thing you do is work on the Horseman. Content in an organization is always wrong. It is unacceptable. So the first thing you need to do is make sure that nobody speaks with contempt to anyone in the organization. There's gonna be a policy. There has to be a policy that forbids that kind of behavior. That has to be some kind off awareness program where you teach people healthy communication . You need to make everyone aware off the horseman, the four horsemen, so people will actually recognize it when it happens in front of their faces and so on. And so what? So communication awareness program, then the second thing you could do is educate people of power use because the intellectually violent person is insecure on is masking that insecurity with aggressive communication on this is a form of power abuse. So awareness program about personal power and how to step into your personal power is also going to help. A lot is going to help the intellectual violent person become much more secure and confidence, and then the toxic communication will also disappeared. But you could also do is educate people on the darkness principle. The darkness principal basically states that no one in the organization has the full information picture on. The only way to move forward on to deliver anything of value is to take all these bits and pieces of information that are in the heads of all the people in the organization. Bring it all together. So you have to bring everybody in the room, asked everybody what's in their heads, what information is in their heads. Throw it all in a big pile on, then you can create value from the information in that pile. So the darkness principal basically goes against having islands or knowledge. Having single people with key knowledge, you could start a training program that stimulates knowledge sharing, like the Friday pizza nights where one person talks about their favorite technologies on you need to encourage knowledge sharing. So the culture off the organization really needs to encourage that people share their knowledge with others. So this is something the city or the s VP of engineering could do. They could really set a good example by sharing knowledge with the team. Um, Andi. Yeah. Basically setting an example. Get everybody else to go along and create this culture where information is shared freely. All right, so this waas in a nutshell, The intellectual violence anti pattern in an I T organization. 13. Anti-pattern #2: irrational management: Okay, now let's talk about irrational management. So this is a management anti passing called irrational management. Now you might think that decisions from management always irrational, so you don't need an anti pattern for that. But, I mean, do keep in mind that management executives do not only look at technical issues on they look at, um, customer wishes. They look a political considerations. They look at the brand value off the organization. They look at technical issues as well. So they have this huge environment of the information that they used to base their decisions on. So it might seem that managerial decisions are irrational, but usually their nose. However, there is an anti pattern where we really are talking about irrational management decisions , management decisions that don't make any sense at all. So we're not talking about flip flopping about people unable to decide between plus from a or B. We're not talking about corncobs people with a hidden agenda who are trying to influence the decision making process. We're actually talking about decisions that don't seem to make any sense at all. Let's take a look so irrational Management's is, um A involves a manager decision maker right here, being influenced by a bunch of external sources. So you can compare this to the blowhard jamboree, where a decision maker was influenced by pundits by social media on my news. Now here, the decision maker is influenced by priorities the current priority off the day theme interests off the person that the decision makers talking to on a bunch of external influences right here. So, basically, whoever is in the same room with the decision maker will get to influence the decision on. That's why this anti pattern is sometimes also called management's by who shouts the loudest. So if you go up to this decision maker and you shout the loudest at the at the decision maker, you get to influence the decision on, Of course, every week it will be someone else shouting. So the decision maker will constantly make different decisions because there's no overall plan that over architecture, there's no guideline guiding his decisions. The decisions will be pretty much random. So imagine experiencing this from the vantage points off team off the left team where one decision comes in after another. Tech decisions use this platform. Used technology used this library on together, they make absolutely no sense whatsoever. I try to illustrate that in this drawing by showing you a bunch of decisions. So right here we have a silver lights plug in for office 3 65 written in F sharp. That's a very interesting mix of technologies. It would not be my first choice. I mean, Silverlight is end of life. It's a dead platform. If sharp, it's not something you would use for an office plug in on. Why would you use Silverlight Foreign Office plug in? That also doesn't really make sense. So if these three decisions are made in concerts in a project, if one week you here, we're gonna use a sharp, then you here, we're gonna do in office, plug in, and then we have to solve a light for the front end's taking technologies together. And you get these hideous mismatch off incompatible platforms, so that doesn't make any sense whatsoever. So this is obviously an example off irrational management's. So how can you tell that you have this in your organization? The first thing you'll notice is random tech decisions without any vision toe. The vision part is important. Take decisions might seem random. For example, I was the architect in a project last year on my lead developer would often think that I made random tech decisions. But when I explained the architecture to him, he would realize that there was an overall vision. He would understand my point of view. So that's the interesting thing you can do. If you're confronted with a seemingly random tech decision, that's for clarification. Ask what's the architecture? What's the overall vision? What's this? This structure, this umbrella structure that we're gonna hand all these different technologies under, then? I mean, you're gonna get needs to get a coherent answer. If you know getting a coherent answer or, you know, getting any answer. Person refuses to share the architecture with you, then you're probably dealing with irrational managements. Another thing to watch out for his knee jerk reactions during a crisis. So in a crisis when the stress levels are high, when the decision maker, the architect with the developer, is in a room with a stakeholder shouting really loudly, um, goods decision maker will not be influenced. A good architect craves an architectural defense that architecture until the very end. If you put that architect in the room with the stakeholder who's loudly shouting that the architectural is crap and needs to be changed. Then a good architects will engage in a discussion on, will defend himself or herself and say No, I created this architecture I stand behind is this is a good orchestra trick, because so, um, in a crisis, these architects would stick to his order. Architecture. Now a not very confident architect, will not do. That usually will create an architecture. And then when there's a crisis and someone shouts very loudly, the architect will make changes on. Then people are gonna notice so someone else will think, Hey, if I shout very loudly this architects, I can get my pet technology in there as well. So next week someone else will shout very loud and you'll get a new reaction. So we call this a knee jerk. Reaction is a reaction because someone is shouting as you, you basically go with it. So again, this will cause irrational managements. The team will be frustrated, obviously, because the deaf team will appreciate a coherence technology vision on this is completely absent, so the team will be very frustrated also because we're basically forcing the team to create this mismatch of incompatible technologies basically around everything together. So it's not gonna be a very elegant product. In the end, there's a good chance the product might not work at all. I mean, can you even build an office plug in? It was Silverlight in F sharp. You have no idea. It might even be impossible. So the team will not be happy on your probably gonna see delivery delays, you can plan projects as much as you like. You can set your milestones. You can set your deadlines. But if you're forced to work with incompatible technologies or like a weird technology stock, then you're probably gonna have many, many, many unwelcome surprises along the way. As every surprise will delay the projects. So expects missed deadlines. So if you see this in an organization or in your project, you see random tech decisions. You see knee jerk reactions during a crisis, you see the entire team getting frustrated on. There are significant delivery delays, then you're probably dealing with irrational management. So let's move on to the course why he's the decision maker acting that way. What's going on. So what we have here is a manager, a decision maker who cannot make decisions on their could be many reasons for this common reason is that we're dealing with power as a drug. Eso the manager is in a position of power. Might feel insecure. Maybe the position involves technological knowledge that the manager does not possess. But the position is a position of power. It could be the architects position eso As an architect, you have massive power. You control the entire technology, stack off projects, maybe even the entire organization. You talked with everyone. You weren't at the center off the project. In the organization, this power can go to your head. If it does, you're not gonna be open to outside input. So if your technology if your grasp of technologies week, um, then you're easily swayed during a crisis, you'll be defensive. You won't be able to make that step and acknowledge that maybe your technological knowledge is not out to part. You need to do something about that because I requires that requires humbleness on when you when power goes to your head as a drug. Often you're not humble anymore. Managers does are not able to effectively lead their team or the process with their peers will also often make irrational decisions. I mean, managements involves leadership. Leadership means having a vision, seeing the end goal, seeing the points where you wanna go to at the end of the projects on, then leading your people towards that goal. So that involves, I mean, formulating their goals, formulating the vision, communicating that vision with the team on, then mentoring and coaching the team, helping the team follow along with you to reach that eventual goal. So that's basically the essence off course leadership. Now it's a skill that you have to learn on if you, if your leadership abilities are weak, If you're not able to motivate and guide a team towards your vision where you go, then the team will probably not go along with you. They will sabotage your decisions. They'll go in an entirely different direction. The team could even fracture one person left. The other person goes right on. The tech decisions that are being made no longer adhere to your vision. Maybe you didn't even have a vision in the first place. You think management is just going to the team and shouting at them without having any kind off technological, architectural or goal or overall vision at all. So if you are unaware off what's good leadership entails, then you're probably gonna screw it up on your decisions will be the Russian. Another reason for irrational management's can be fear of consequences. So in a toxic culture that promotes fear and blame, consequences are super important. If you are in a leadership position, you run a project team towards a goal towards a delivery off products, then that delivery is gonna be hugely scary because you deliver the products to the stakeholders, and then what's gonna happen? Stakeholders either gonna love it when I'm gonna hate it on the CEO is gonna put huge pressure on you as the leader off the projects to deliver. You've probably been appeasing this person for months, promising a great delivery in a fantastic product on. Then, when push comes to show off, you have to show what you got. Now, in a culture that promotes blame, there's gonna be a huge fear or failure, so any decision maker is going to be scared out of their minds to deliver something that is not up to standards. So in that kind of culture, um, it's difficult to formulate a goal on a vision on sticking to it. Because how do you know that this goal is gonna be accepted by the organisation by the culture? If anyone offers any stakeholder office inputs to you which is in conflict with your goal, your vision that you have, then the safest route is toe alter your vision toe, incorporate the ideas of the stakeholder so that when you deliver that stakeholder will be happy. But you have to do this for all the psychos. So you have to incorporate everybody's input and feedback into your vision, which means your vision, your goals are gonna change every week. Depending on who you're talking to, you're gonna have to change your objectives, incorporate that idea and divert the team into a new direction. So the team is going to see this as irrational decision making. But really, it's just you covering your butt. So this week to make sure that you don't get the blame at the end of the project, you're trying to please everyone. Now, this is a failing Saturday. It's not gonna work. Um uh, but in cultures that's enjoy finger pointing that cultivates blame. You're really going to see this kind of reaction is very hard for managers to be competence , confidence in cultures that promote blame and finger pointing. So what can we do with irrational management? What's the solution to resolve this anti pattern and remove it from your organization? Well, I'm gonna say it again. You're gonna have to bring in an outside facilitator. So I've drawn the prison with here. What you need is a coach, a coach to come into the organization on, sit down with his decision maker, this manager on address any gaps that exist with his over leadership on communication abilities. Because in the end, this entire anti pattern arises out off a decision maker with weak communication and leadership abilities. Someone who is fearful was insecure on who is easily swayed by outside influences. So the best way to resolve that is to teach that person to step into the shoes that go with roll on, own the role, gain confidence, gained knowledge and information, learned new techniques to become an effective leader on effective communicator on, then lead their team with confidence on with a vision, if you can. If you implement that change in the organization, then you will see the anti pattern disappeared. The irrational national little disappeared on the team will function in a healthy manner again. So the solution is to bring in a coach half the coach coach after coach coach, the decision maker right here so that the decision maker learns to formulate a Golden Division learns effective decision making and Lawrence clear communication techniques on these three new skills. So for letting a Golden Division learning effective decision making having clear communication, these skills will help the decision maker effectively lead the team as all irrational decisions will disappear. So, in a nutshell, this was the irrational management anti pattern in a nightie organization. 14. Anti-pattern #3: smoke and mirrors: All right, Here's another anti passage for you. This one is called smoke hands, mirrors, smoke and mirrors. So what is smoke and mirrors? Um, smoke and mirrors is when you're doing a product demo. You're demonstrating your products. This could be the final version. It could be a 0.5 version prototype. It doesn't matter. You took a demo stakeholders in the room. Um, the demo goes well, So for example, I know you're doing speeds recognition. We have a mobile app. You're talking into Europe. On the up is like Siri like it's the super personal assistance that, you know, caters to your every whim. So I was like, You say, Hey, assistance, Get me some movie tickets of a movie are like the the voice from the speaker. You know, the voice of the phone is like, Sure, no problem. I got you to take us to Wonder Woman for tonight, for example. Now, the thing about the gente pattern is that this entire game always fake. So you're not actually de mowing your prototype as all your presenting a completely fake demo like for speech, recognition is fairly easy because fake an entire demo. If you know the script in advance. If I know that the first question into my assistant is going to be get me movie tickets for tonight for my favorite movie, then I could just building up. That's replies with a pre configured sound file that basically just says, Hey, about you two tickets, the other You got to take the entire demo by knowing all the questions in advance. You could pre program all the responses. Now the stakeholders is there were gonna be blown away. They see this demo thing artist understanding perfectly. What you're saying doesn't matter how you phrase it's the up. Always understands what you're saying is like Give me movie tickets. You know what I like the up is like Sure, I know what you're like here. I think it's a wonder woman, because I know you like that movie on. The stakeholders will be like, How did you figure that out? That's amazing. You know, we're gonna dominate the market of personal assistance. But of course it's all fake. So smoke and mirrors this is from magic tricks, magic tricks, smoke and mirrors. It's not really so. Thistle anti pattern. We call it's smoke and mirrors. If you are faking products demos, So let's take a closer look. So the symptoms off smoke and mirrors. So the first obvious symptom is that the product demos are fake. You're not demo ing an actual products, but you are doing a scripted dental highly scripted. On the up is basically just an empty placeholder, an anti framework that can only reply toe these count questions we can't problems pre configured prompts eso. It's a fake demo. So why did this happen? You know what's going on here? Um, what you're seeing what you're going to see. It starts in organizations with fake product, and most there's an intense pressure on the development team to deliver functionality. So for some reason, the team is operating on the extremely high stress because I mean considered if there was plenty off time to develop a personal assistant, then the team could just get down to its spans. 456 months developing a personal assistance, developing over software, slowly guiding that software through a couple of demos until everybody is confident enough to do in large demo with stakeholders like I just describes. But this didn't happen. Instead of the entire game always fake. So apparently the team is under enormous pressure to deliver something on a given deadline . The deadline is not really sick, but that they're like can't be moved. So the team is basically doing the only other thing they can do, which is fake the entire devil. So intense pressure on the team to deliver functionality by a certain date. Now the um, anti pattern real results in so called stove pipe systems on vaporware so stole five system is it's a software development anti pattern. It means you're dealing with softer where basically only components have been just being thrown together. And there's no there is no architecture. The application is just a spaghetti off blocks off patterns that are kind of super glued together on it's all hanging together with sticky tape, elastic bands, glue. It is working, but it's a complete mess on the inside. We call that a stealth pipe system. Another possibility is that you're getting vaporware. Vaporware is software that makes huge promises but doesn't deliver on those promises. So, for example, a personal assistant huge promises that the assistance can recognize any kind of phrase. Get me movie tickets, arranged movie tickets. I would like to go to a movie. Hey, let's go to a movie. Hey, let's let's what something tonight. Different ways off Phrasing the same thing on the assistant can always perfectly recognize this. But once you try the system in practice, there's only a single phrase it response to get tickets for movie something like us on. If you save in any other way, the assistant would understand you. So that will be vaporware. Huge promises. But when the products released thes product is not deliver on those promises now, obviously products gonna fail. If you are so desperate that you have to fake a product demo, then the final product release is not gonna be a success either. So products will feel, and as a result of that's, the organization will lose credibility in the market. So you're dealing with smoke and mirrors. If you have these organization that has a long string of failed products in their history, they are slowly losing credibility in the market there, slowly becoming the laughing stock off the tech market vaginally, anything they deliver any product deliver. It's just a jumble off incompatible components, or it's complete vaporware, so it is very sad. Actually, this is how an organization runs itself into the ground. If once you commit to smoke and mirrors once you commit to deceiving your stakeholders, then there's no turning back. You're putting your organization on the road that ends with the organization becoming irrelevant on being over taken by more healthy competitors. So this is a very toxic anti Pastore. So why would it even occur? Um, why would an organization gets so desperate that they have to fake their own product demos to their stakeholders? What's going on? So here are the causes off the smoke and mirrors anti pattern. What we're seeing here is an organization that is focused on value extraction, value extraction, instead off value co creation. So in a healthy organization, the team, the deaf team on the stakeholders sit together at the same table and they co create something. Doesn't really matter what on that something, um, delivers the outcome to the customer. So there's some kind of outcome, something that will make the customer happy on the deaf team under stakeholders together co create this particular outcome. Now, organizations that are not interested in that healthy way of working on instead is focus on value. Extraction will suffer from smoking mirrors, so these organizations are obsessed with value, so this could be revenue, for example, So the organizations are completely obsessed into revenue and profits. They only look at the bottom line of the financial bottom line. They don't really care if the customer is happy. The customer is sods of the customers neutral, the customer ran away. It is never coming back. Three customer is suing us. It's almost important. As long as we make a healthy profit thief. Financial bottom line is fine In that kind of culture, smoking mirrors becomes very easy because it's just another means to an end to get to the bottom line. So a value extraction culture is a fertile grounds for smoke and mirrors to arise. Another thing that could happen is that the organization is too eager for a new business. Imagine an organization that is underselling itself, so it's offering a service on its not asking enough money for that service. So every project barely makes a profit. It's break even, maybe slightly below break. Even so, the only way for the organization to survive is by massively acquiring new projects one after another on executing them. Ask quickly, as is humanly possible, so that there is room to start work on the next project, one after another after another after another. So again, this is not an organization focused on outcome. This is on August organization focused on survival. Somewhere along the line, a wrong decision has been made like a pricing table. Price has been set incorrectly, so the organization is selling itself to cheapen the markets. Now they have a reputation for being a budget company, Onda, and the only way for them to survive is to acquire one project after another as rapidly as possible. Now, in this time, pressure in this pressure cooker environment that you will get the team. It doesn't really have a choice. The team is gonna have to work like crazy to deliver one project after another. Andi is very easy to resort to smoke and mirrors Teoh, get a successful product demo organized and be able to continue the project again. Because the organization is focused on speed on churn are not on outcome. They will easily condone this, so those kinds of organizations are again a fertile ground for smoke and mirrors. Now the third thing you'll see is that the organization tensile over promise delegates. You would think, I would say over promising on the deliver, which what they do. But here, what is happening is over promise and delegate. So imagine I am a sales manager. I go to the customer, and the customer says we want a personal assistance as a mobile app on Android and IOS. Can you build that in four weeks? Now we know that you can do that in four weeks. It's way too complicated. It'll take longer. But me as a sales manager, I'll say, Sure we'll do it in four weeks on. The application is so good, it is better than anything on the market. So customers blown away customers just take my money. You know, build this for me, so we get started. But of course, on the sales manager, I don't build the product. I delegate to the left team, so I over promise, and then I delegate. Now, when the final product is delivered, it will not live up to the customer expectations. As a sales manager, I don't care because I already have my sales commission. The deaf team is gonna get the blame because they weren't able to implement the project according to the customer's wishes. So here the organization has a culture off over promising on delegating. They condone this kind of behavior that even rewards people for over promising and delegating on bond, that kind of environment, smoke and mirrors contrive So I mean, to prevent this kind of behavior, you would have to make the commission off the sales manager dependence on the outcome. So customer satisfaction tie that in. If a customer is unhappy with sales, team loses their bonus, something like that. So this whole thing goes wrong because the sales team was able to over promise, get their money, get their feet on, then passed the buck to someone else. So you don't want that in our organization. So how could you tackle smoke and mirrors? How could you re design an organization so that smoke and mirrors can no longer the rise? Well, one thing you can do is ask the five wise um, in an organization with smoke and mirrors. There's gonna be a lot of assumptions the sales team is making an assumption that they can build a personal assistance that is better than anything on the market. They also making an assumption that this is necessary to get the contract. I mean, why make that promise in the first place? Why over promise toe a customer? Why is that necessary? The deaf team will be unable to perform in this hectic environments. A demo a product demo has to be given. Why is that product demo necessary? Why is the expectations so over hides in that product? Demo? There are lots off assumptions floating around in this organization. I know what is questioning them. So what you needs is a healthy leader, a leader that uses the five wise to question all the assumptions that are being made in this process and get to the bottom of it. Because for some reason, the organization is running around like a dog chasing its own tail on a completely losing sites of customer outcome. Why are they doing that? Probably because something happens in the past and people are still following this old pattern. The five wise will help you get to book to the bottom off that pattern. Now, the only thing you can do, which I've mentioned a couple of times already. It's plan for outcome, so don't promise to deliver a specific set of functionality on a certain milestone days, but promise that you will deliver a certain outcome to the customer on that milestone dates . So the customer is trying to do something. They are using your software products to reach that goal, promising that goal. Then you can go in any direction you want with the software products, because only the outcome is important and not the product. Focus on outcome educates the organization on power use Smoke and mirror is a deceptive strategy. Teoh Yeah, basically created deception off competence, which isn't actually there. In the organization, organizations that's resorts of deception are insecure, so this insecurity is a lack of personal power. The organization is not operating from a position off power, so creating awareness program craze in awareness, off power, use off personal power and how to step into personal power educate the organization owned Oh, of course. This one love you mentioned this one as well. In mother organizations. The customer clients has all the power. So go on other days where we would deliver the product to the customer. The customer would just have to take it. Um, I'm old enough to remember phones, landlines and telephones with rosary dials. It's long ago, you know, this huge plastic telephones with a rotary dial. And this this receiver you pick up on holding in Syria on millennials who are watching this ? Have no idea what I'm talking about Doesn't matter before your time. The's old telephones. I lived in the Netherlands years ago. If you wanted to telephone, you could only get them from one organization, the state telephone company on. They would only sell the single model, this big gray telephone with a white rotary dial on great receiver. They didn't even have all the colors. So you can only say I want a telephone and they won't give you this great mole and that was it. So this is where the old days, when there was only a single product on the customer, would simply have to take it. Nowadays, when I go to my customers and I say I like to sell your mobile phone on, this is the only model I have. The customer will look at my phone and say, I hate that color and they walk away and they go to a competitive So these days are gone. Customers Clients now have all the power. So that is why again, we have to plan for welcome and not for functionality or for a specific product. Finally, what you can do this super powerful. You can invite the stakeholders to join the team if the stakeholders are sitting at the table during the entire project, say we use scrum we haven't iterative development process on during every sprint. At the end of every sprint, the stakeholders sit down with the development team in a room on the team demonstrates the products prototype as it exists at that time on, they discuss the improvements with stakeholders in that kind of environment. Smoker mirrors can never happen because stakeholders are used to seeing prototypes. The very first prototype they will see will not work at all. Maybe 5% 10% of the functionality works on everything else is just going to be incomplete. So there is no need to fear stakeholder response. You know that they are already used to incomplete products, so this whole element of fear disappears so invite your stakeholders to the table. Super powerful. Okay, so these were the solutions. So in a nutshell, these waas the smoke and mirrors anti pattern in a nightly organization. 15. Tool #1: empower the introverts: this is empowering the introvert. When we see a power in Melas, we have a tendency toe take power away from those who have more. What if we did the opposite? What if we gave more power to those who are perceived tohave? Place? I am talking about the introvert. This lecture is about empowering the intermittent about what extroverts can learn from the injury. We live in a society that considers talkers smarter on a smarter US having more leadership qualities. What happens is that the leadership qualities off the inter words I've bean overlooked. Let's see how introverts and extroverts are different. An injury makes meaning off the events in the workplace. Excellent, on the other hand, plunges into the events themselves and enjoy a someone who recharges his energy by spending some time alone. They exert, on the other hand, needs to see people to recharge. This is often misunderstood. People think that interests do not like people, but this is not the case. The differences on how an interim recharges his batteries. What if I told you that's solid is actually a catalyst for innovation? The fact that an injury can enjoy time alone combines within introverts, gin and interest in other people's ideas makes interests the kings off well informed decision making. Assign Aled before we continue because I'm here to empower you before you don't knows yourself as an introvert, considered the possibility that you could be actually being shy. In that case, what will empower you is probably following a training to improve your social skills. That's it. This lecture is about the interim, about the superpowers of these awesome comics. That can be an incredible asset. Two teams on organizations the superpowers are built in into the personal power off the introvert on go with him from context to context. Unless I said this can be a huge acid. Two teams, ventures and organizations. So what are the superpowers? The 1st 1 is listen. It has been researched that introverts are better listeners. There has Bean a an experiment at the have a business school that has shown that interpret leaders can be very successful with Proactiv teams. The reason is that an interim leader, he's very interested in the areas off his followers. Therefore, he would gather this information. I will implement it, on the other hand, on extra leader with a proactive team can actually be a liability because an extrovert leader it's not so interested. You know, the people so obvious he's more used to doing the token all the time, so actually stood. If you are an extrovert, what can you learn from the introvert? Active listening. So in a time when employees have access to information from both within and outside off the organization, it can be very smart not to do all the talking home. You're listening skills and process and implement the I. D. S off your followers. This could have incredible results, a unique product, happy customers and powers employees and even staying in business for long. Superpower number two. Enjoying time along inter words half a talent for putting fully formed ideas out there. An interim might sit at the back during a meeting, and you might think that this person is not contributing much. That is, until the introvert comes up with a solution that no one else was able to come up with. When the intolerant retires, it gives him the opportunity to self reflect, to think, to dream, to plan television. If you are excellent, what you can do this is an action step for you. Next time there is a meeting sick on the back. See these? A sad vantage point. What do you see from this place? What is different? What can you contribute and when? Superpower number three The introvert is a servant leader. We live in a world where most people like toe claim the success off a project to put a flag on it. The Internet is wired differently. He doesn't seek this board line. An introvert likes to shine the light on others and empower them. They have a genuine interest in advancing projects, ventures, teams on organizations. If you are an extrovert, here is what you can learn from the introvert humility. It will be fine leadership as creating more leaders instead of more followers. By practicing humility, you can actually create partners that can help you farther your efforts so humility can pay off really well for you. Superpower number four this is Interco on Introvert is often defined us someone who is quiet. The Kobe true but the superpower that I am talking about this inner calm when there is stress. When they scales in the workplace, these are they people that everyone holds on two as a rock, they engender trust the Internet. It's not going on the talking all the time, but when he does so, he pass it with intention. Have acid deliberately, and at that moment the interest is capable off influencing his environment. Now. Today we find power us our capacity, toe impact and influence on environment. So what I am saying is that this inner come gives the instrument personal power. This is a very powerful person, and this inner come by yourself in business. So let's say that you are an excellent and, um, ask yourself, What are my customers experiencing when they enter my organization? If you embrace and embody the inner, come off the introvert. You could use these to turn around the customer relation experience. So a calm demeanor is good for business. And finally, superpower number five that interview It has the capacity to make deeper connections. Let's say that there is a gathering, an extrovert. We'll go around talking to us many people as possible, giving out business cards, asking for many business cards, an introvert. On the other hand, I would enjoy one on one conversations around topics that they find interesting. You know the words. The introvert has the capacity to create relationship with others. So here's an action step. If you are an extroverted leader on, let's say that you are going to the pitching event because you need a next round of funding . Here is what I want you to practice. Give yourself a limit off, Let's say max two or three people to talkto and focus on connecting with him on a deeper level so that you focus on creating a relationship rather than on building a Rolex that waas the superpowers off the instrument. 16. Tool #2: create team alignment: this is creating Tim Alignment. Alignment is not agreement. Alignment means bringing parts into proper relative position. In the presence of conflict. The golden becomes finding a part of this situation toe a line around in the form off a common interest or intention. Conflict, in fact, can be a very creative act, helping a team to arrive at solutions that are far more interesting that they once they could arrive out individually. That could be a lot of arguing, but this is not happening. In orderto identify the winner off a contest team members are contesting in order to get to the essence off the ideas. The capacity to align is a critical. Tim's killed a team that is good at the line. Asked itself, What do we haven't come? What is the overall objective? Why is it important? Toe a line around these? What would happen? We don't. Another definition off alignment is to move from positions and personal attenders to the common interest off the team. Now some team members have a lot off emotional intelligence on social intelligence on. Then they moved more quickly because they know that we don't always get that way, so they are willing to move. Yeah, for the sake of the team, interest on for the sake off taking the next tip Some of the times it is much more difficult, and more time and more robust tools may be needed. I am going to give you the secret sauce behind excellent alignment work, whether you are on extending facilitator or a leader or a team member adopting the role off facilitator. The secret sauce is actually called deep democracy, and this has nothing to do with democracy as we know it. What it means is an attitude off openness and curiosity towards unknown and marginalized experiences and ideas. So in this way you become the photographer. Now that makes a snapshot of the team on present, that's not shoot to the team itself on. You do that by holding the polarities, the tensions on the different visions off the different team members on your channel, those in a creative act, the words new and fresh innovations. So if innovation is important to skating organization, holding this attitude off openess and curiosity can make you a very successful leader. When people team members in this case have been given the chance to express their ideas. Even if they resettled. Disagreement on they feel taken seriously, then they become much more influential on aligning becomes also much easier in a human based organization. Conflict. Let's toe divisive politics. But in an agreement, sorry, but in on a lemon based organization, conflict leads to innovation less. And before I tell you about two different tools that you can use, be aware of the fact that alignment is not a fixed state alliance. It's a constant process off aligning on, relying in time through the timeless commitment to a common interest or intention. So here are the tools. Let's say that you want to build the next Facebook and um, you need, of course, I user interface and you have always worked. We found a speed of Net NBC On this time you want to work with angular, too? Not till things could happen. Maybe your team members are looking forward to it more or less. What is also possible is that these were at the office, so let's consider the first possibility you can use a tool toe make actually, a simple Sophie off the team, you draw a line on the floor you place the numbers 1234 and five. You ask the different team members to take a place on one of those numbers. If they're enthusiastic about angler to, they will position themselves close to five. If they're not that enthusiastic, then they will position themselves closer to the one you do is exercise with any number of people and you can't spend, let's say, 10 to 60 minutes. Remember that there is no judgment and there is no evaluation off the position that 80 member has taken. The intention behind these exercise is to have as not short to be aware or where the different people stand on a different topic on. Then you can ask some depending questions. For instance, Um, and by the way, before I tell you that when doing this, you want to have answers from as many people as possible and everyone is actually answering the same questions on what on these questions, for a sense from that place where you are, what do you notice regarding the distribution of the group? Work with them in what are the advantages intelligence off this picture? What will it take it for you to move from 1 to 3 or from 3 to 5 are from 4 to 5. As a facilitator, you will notice that not everyone contribute in the same one him. So be observant and ask the quiet voices. Invite him to contribute to the exercise. As I said, sometimes it's easy, but it could also be work. So I am going to give you a very robust tool that will help you identify the issue. Because I mean a speed on that. And we see I'm glad to what is behind that? Yeah, So I'll help you identify the issue. I will help you create action steps. Andi, this tool will help you move people from positions two. Intention. Remember, that position is what we hold and intention is a need or value behind a mission. Him. You can use this tool with 2 to 6 people, perhaps eight and maybe even 10 if you are very experienced. But not more than that, the toll has seven steps. The 1st 1 do you need to create a contract and this contract is about they attitude with which team members are going to take part in the exercise. You take a big piece of paper or a flip chart on you, Right? In any case, no blame on. Then you gather responses from everyone in the team. What were they pops it possible? What could they possibly say? An attitude of curiosity. Collaboration. It center once more. They need to tell you what this attitudes will be. Number two, you need to identify the issue. Yeah. So, depending on how money opportunities team members have had to experience the ideas, you may have to do several rounds, maybe two, maybe three, until you find out what the actual issue is. Invite also the quiet voices to take part in the exercise number three. At a certain point, you will start to recognize common interests. This is a good moment to ask deepening questions. For instance, Why is it important to resolve these? What do we agree on? At a certain point and after several rounds, you will notice that this fear has probably changed. Device in the room are different. It is possible that you feel much more comfortable being together in the room. So this is number four. When this happened, name it and acknowledge the work that the team members have done so far on the fact that they have gotten to this point. Number five. It's them to actually solve the problem. So you asked the team members to sit shoulder to shoulder in a circle. You grab a big piece of paper. You're right, The problem on it, and you put it in the middle of a circle. So the team members are literally looking at the problem from a distance number six. You ask them to provide solutions, and you want to gather information from as many team members of possible. Then you start considering the pros and the cons off all those solutions, and then number seven, you start toe, identify possible action steps, and you make a list off these action steps. A team that this note in alignment suffers and honestly, engagement goes out the door and process, um, goes out the door. But 18 that is well behind. It's productive is effective. And more importantly, it is on Empower Ting this waas creating team alignment 17. Tool #3: ask the five whys: this is the five Wise. Why? Well, because one day you'll miss a deadline. Your client ruble features that he wasn't counting your project. We'll go over. But it you're asking yourself why my client angry Why I'm a customer's not buying. Why do my projects always go over budget? And it could be very tempting to answer these questions with automatic responses like, OH, clients are impossible. They are never happy with anything or Bub. He couldn't handle about it, even if his life depended on it. But finally, useful answers will actually require deeper Dean. Here is whether five wives coming the five Wives was developed by the Toyota Corporation, and it's a tone which this part off a sent off tools called Six Sigma on it is basically a drill down process to get to the root off problem or a glitch it in a business setting. At its most basic, the five Wise could start with a question alike. Why did we miss our deadline for the certain on? Then there will be a facilitator asking five consecutive questions, starting with why you'll notice that many times you need just five questions. Some of the times maybe a couple more, and sometimes maybe three is already enough. In any case, these tools will help you arrive at an answer that has to do with either systems or resources. The five wise is actually a pretty awesome tool. It helps reveal hidden layers off a problem. It helps to reveal issues that has not been spoken about clearly, and that could be impacted. Tim's period negatively on the five Wise is also great for breaking assumptions, which is basically an invitation for new information toe Enter the system and for more critical thinking. So let me give you three different examples. Let's say that you are building an app for your client, and the architect says, Let's build it as a Web application One month later, the client wants new features on the team says that is not possible. The client is angry. He's having none off it. So a possible dialogue between a city Oh, and an architect could be this city. All would say, Why is the client angry? And the architect called respond because he wants us to read out the phone compass, and this is not possible. And the city Oakwood say, on Why is it not possible? Oh, because we're building it as a Web application and they cannot access the compass on Lee, a native app, Candies city. Or why I don't want building this feature as a native app. Oh, because we would have to make three different versions, one for under the one for us and one for Windows sitio on why I am. We do in these Oh, because we don't have the manpower. Why don't we have the manpower? And the architect could say Oh, because Bob was our native act specialist and he left a couple of months ago and there is no replacement. So the city off now has a number of options. He could hire a new bulb, so to speak, or hey equal actually organized training for the whole of the team so that they know how to build native maps. A word of caution, and that is that it is very easy to misuse. The five wise well said differently. It is very easy to use them in combination with blame and to turn the five wise into the five whose So let's say that there is a lot of hostility, perhaps thesis. No, the right all. You might have to do some work with the horseman and then return to the tomb. So let me give you an example of what I mean. Let's say that you're a building all of your APS applications, and you are reaching the limits off what is possible. So you could use the five wise. And in this way, for instance, um, why are we still using Web applications? Answer. And the team could say, Oh, because we ever experience these. In fact sounds a little bit defensive. There is nothing wrong with us. Um, so next. Why? Uh but why? Oh, because this is the way that we have always done it. We don't waste any time learning new things. This sounds also be defensive. There is nothing wrong with us. The problem is somewhere else. Why? Oh, because the video wanted it this way. Why? Because it waas his way or the highway? Why? Oh, because he thought he was the one with all the knowledge. So do you noticed? What's this happened? This was actually finger pointing all the way. This is not a proper use of the tool, so I want to clarify that it can be OK tonight. People yet from not to blame them. We can name people because people are part of a work process. We saw that in the very first example with Bob, the native up specialist who had left the team. Um, so there was an indication that a new Bob Boys needed So let me give you another example. Let's say that your servers are breaking all the time, and work is progressing very slowly on you. Want to find out why work is progressing so slowly? So why is work progressing slowly? Oh, because, um, our servers on our software are actually very old. Why? Oh, because we have not invested in new material for over five years. But why? Oh, because the i t budget is actually very tiny. But why? Oh, actually, no one has made a case for increasing about it. But why? Oh, because Dim was promoted toe I t manager just a month ago and he doesn't have the leadership skills to make a case for an increase of, but it So see, in this case, we are naming a person, but not to blame him. But so that the work process can be improved by training Jim with new leadership skills so that the work process can be improved him. So when using the five wise be wise discern, ask yourself continuously. Are we answering the right question? We have a technical problem. The problem requires a technical answer. Bit the blame. I made sure that you use a toll when it is really the five wise and not the five horse this Waas, the five wise. 18. Tool #4: build creative cultures: This is creative cultures, a software development team. It's a system that it's information for breakfast, a lunch and dinner and produces innovation. If innovation it's relevant to scare in your organization, then creating a workplace that is fluid and creative will pay off really well, Shortly said. Creativity means connecting the dots in unique ways. Yourself a problem. Where are these building a social media platform? Um, learning how to collaborate as a team or landing on Mars. If your team is creative, your team a solving problems, but so it will define creativity solving problems. Then this is actually read off a problem immunizations pun intended because many organizations doing alot their employees to tackle after problems. Now that you know about the Horseman and about power, we can say that solving problems in an organization can feel I'm safe. If you make a mistake, you could end up being blamed. But even if you come up with a brilliant solution, either your boss or someone in the organization could feel this empowers. You could be in jeopardy if you alter the power dynamics in an organization that is not aware off its power use. So in a blame based organization. Employees end up not trying anything. You or they wait for very specific instructions before doing anything so that should anything happen, they can always river the blame back toe the manager. So actually, the first step towards shaping a creative organization is creating safety. We can say that safety is the prerequisite for creativity, and it is a very powerful tool fit for riel beatus environments that drives both innovation and employees engagement. If you are a manager, there are two types of people that you need to make feel safe. One of them is your employees, and the other one is your customers Regarding your employees. Safety means that your employees need to be safe from your actions. They need to be sure that you, as a leader are not using them to manage your emotions. But you have tools for emotional self management. Under got in your customers off course, the products that you built need to be safe for use by them. Nothing in this mind set off safety is about making you feel safe, but it is about you making others feel safe. And when the spreads throw the whole organization, you actually become protected as well. So here you're thinking. So when things go wrong, that is mean in absolution or immunity. No, there are basically three different types of failures, and each one of them requests a different reaction. So let's go through them. The 1st 1 thes smart failures. These are actually the failures that you want to be making if you plum responsibly. Also, your experiments, you one of the people who could be affected by them in advance. You are committed to learning, and you are committed to recovering quickly. Then you will discover that smart failures can actually be very helpful. If you have employees who can feel who can recover, who can learn and who can be responsible, then you should praise these employees because they could make the organization something much better than what it is today. Because, in fact, brilliant innovations ask for brilliant mistakes. The seven time is accidental mistakes. They simply happen. This is part of a bigger setting. So what do you your debt, the blame and your view would happened, and you take action steps to make sure that it doesn't happen again in the last type is actually failures by negligence or maybe even malevolence. This happens. Um, they should be dealt with very seriously, but very importantly, dated the blame. This is never going toe help. Perhaps you can take this person apart, and you can create a safe space where you can have a conversation and you will notice that by doing this, things could improve a lot. Someone with times face could be a bit more complicated. Andi, Perhaps you have to get rid of this person in safe cultures or, in contrast, off in cultures of safety. Three things are happening. First, people admit to their mistakes and failures more easily. They're not trying to cover their backs, they learn, and they spread the learning throughout organization. They remedy the problem very quickly, and they make sure that it doesn't happen again. Something else. Encounters of safety people and make to their weaknesses much more quickly. As I said, the animal turn, they're not trying to cover their backs. In fact, the mere fact that they asked for help when they had no position of weakness makes them valuable assets toe organization because it means that they are continuously growing. I'm becoming a better and becoming a better version off themselves. And lastly, in cultures off safety, the focus is on fixing the problem and making sure that it doesn't happen again. So let me give you a list of ingredients to create a creative organization. First, ingredient it. I don't know if you are someone who works out, but if you do, you know that for the work out to be effective, it needs to hurt a little. It is the same thing for your team. This doesn't mean that you should burn them with a lot of work. It means that you can make the work for them a little challenging you around your team. Autonomy to take decisions. You inspire responsibility, you holding accountable to big expectations. If you are a little scared off granting too much a total me to your team, remember that you are a leader can navigate different levels off authority. There will be moments when you push on the side, and there would be all the moments when you pull on a lie and you can be the Libertes letting your team no, when you're pushing on, deciding on, in which instances you're pulling on, aligning a second ingredient. Diversity. Most organizations think off diversity in terms off gender, race, ethnicity. This is okay, but do not forget cognitive diversity, different personalities. Difference does different ways off for seven and processing information. In any case, with member that diversity is where inside allies third ingredients invite risk taking. Look at the company said you admire. Did they become great by following the rules to the letter? Look at yourself Whether you build your own company or someone else's, you took a big risk. Can you surround yourself by Emperor? Yes, who are also risk takers? And who could help you, Father your missions a number four in by disagreement. Remember, that argument is not something that we do toe. Identify the winner off a contest we are contest in in order to it to the SS off all the ideas present in the team. So if you invite this agreement, you can make sure that your people I always put in the best foot forward on a continuous basis and last the last ingredients. If you have created safety, if you have embraced failure and if you have added before ingredients that I just told you about, then create a visually attractive environment. This is number five because a drop looking office, it's not going to be the right container for all this creativity that you are promoting this WAAS creative cultures. 19. Tool #5: become a service designer: This is the manager a service designer subtitle. Planning for the Unexpected software Development is Uncertain, said Differently. Uncertainty. It's actually inherent to software development, and our answer to the world is definitely more uncertain than ever. When we look at the marketplace from the perspective of power, what we have been witnessing for quite some time is actually on earth shattering shift from power being in the hands off the seller to power. Being in the hands off the buyer from enterprise is making and selling products that they predicted clients would want to buy US. Haven't increased Leverett IN the Marketplace When we look at management, has it ever occurred to you that many organizations, management structures on their development teams look like an assembly line off the previous industrial? Here they exists off part that do not communicate within themselves or with the customers. And they insist on using tools on contracts that look at work from the perspective, off at boots, instant off outcomes. We are seeing that businesses today cannot predict anymore what I need to be doing, yet they cling to things like hierarchies of authority, command and control. Extreme planning on the also calling to this model off operational excellence that was used by organizations in the past that were used to making products. When I continuous basis based, I'm predicting that those were the products that the client wanted. But the thing is that today clients do not want those products anyone. So when it comes to creating scaling enterprises today, we're here that organizations need to become more productive. But the element that is missing in the conversation is a new management part of them, a part time that allows businesses to move from being efficiency centric to creating products, together with the customer, creating value for the customer, instant off, extracting from the client. And we need also a part time that empowers employees and that promote they used off technologies that are adaptive. So if you're a manager and you are transitioning from working as planned to working on the mound from extracting value from the client toe co creating value with a client from from forward to cast on my back, I'm gonna give you five thieves on how you can manage and if new, did you not hear the 1st 1? You need to think in terms off outcomes, not outputs him thinking terms of outputs. It's actually very old style thinking. What do I mean? With this? We typically say that the project is finished when a future has been delivered. Future finished project finished. But that s I just said we need a part of that makes the customer part of the process. So future dumb project done. It's not very useful strategy in the region down here. Let's say that you are building on up for a client. Him and the client needs the app because he wants to increase his sales. If you say that delivering the up means dumb, the client will have not achieved. He's outcome which waas more seasons. So to be successful today, you need to help the client. A chief his own said off objectives. Yeah, so you need to manage for outcomes instead of out boots. This brings me toe number two, which is unitary defined success. You are successful when your client is successful. Number three, there is the issue off uncertainty. Haven't How do you manage for that? When dealing with uncertainty, many monitors actually become even more obsessive about telling they become also obsessive about very detailed requirements on lots off recommendation with all kind of specifications . But in fact, this is counterproductive. There are at least two sectors. Um, that I know off that are very good at dealing with an second one. Is the military with a system of leadership call Mission Command on the other one? And this is really to How long your underpants musicians off contemporary music? They both, huh? An alternative to Richard Systems of leadership that determined not only will needs to be done, but also how it needs to be done. Both the military with mission command and pose in the contemporary. In your 16 with a graphic notation. They said objectors on goals by they let the decision making to the people fighting the battle whether that these a real bottle in the film for a bottle on the stage. So what does this mean for you and for your team? It means that you need to set clear objectives, but you need to let the decision making to the people in your team on I have said these in other lectures, but I'll repeat it here. This can be scary, but you as a leader can navigate different levels of authority. You can be delivered by letting your team know when you push on the side on when your poor and a lie. At the same time, you need to be conscious that today you need to continuously take your pants as you go along. Number four. You need to be making new types of contracts as a manager. As a leader, you want to protect your organization and you know these with contracts that specify in very detailed language. Who needs to be done. And I am talking about features. The only guarantee that you have is that a certain feature will be delivered. That gives you a certain feeling off safety and what happens to vendors. They're actually afraid off committing to outcomes, because what if they don't get there? So what happens is that we create contracts. The guarantee safety onda. We create certain constraints because we are, in fact, anticipating failure we should be doing is creating contracts that allow us to achieve massive success. So how do we do these? You can make contracts in would use busy five features because I've heard safety and at the same time, you can specify outcomes on when both parties on both sides have a clear conversation in which it has been made clear that outcomes are more important than futures. This is the beginning off managing for outcomes and the last one. Number five This is your chance to shine as a service definer. You are now the manager a services silent. You are transitioning from film forward toe customer back You are transitioning from extracting value from the client Toe co create in value with the client There are two things that you want to go. You want to provide your tim with as much access to your customers as possible so that they can prototype They can get feedback and they can illiterate several times and actually deliver a product that the client does want Remember to provide access to data Today Data is the new coffee. It is a utility. This waas the manager a services signer Subtitle Planning for the unexpected 20. Tool #6: practice healthy decision making: this is healthy decision making one off the premises off my work is assistant thinking Facilitator, is that it? Team member is a current off information. This fits perfectly in our hyper connected world. Eight employees has access to information from both within the organization and outside off it are supposed to the past. A leader today doesn't have all the knowledge now that you are familiar with power and power use, you know that if you embark in a new initiative without having by in, you could actually lose your little missy. So eight team member is a current off information. I don't know if you are familiar with the darkness principle, but basically it says that each team member Onley House on incomplete mental model off the project. This is the reason why team members need to plan together and make decisions together. This is the reason why scrum stream programming and mother leadership in general want everyone to be present during planning meetings during daily stand ups on during most decision making. Even you fox. The team needs a selfie that contains all of these partial mental models so that from there they can align, take the next step. Nevertheless, many leaders our friends off letting their teams take their own decisions because they fear anxiety. What if I told you that self organization is actually a way to increase control over uncertainties? Why do the stations I need to be taken by people? The team in this case? Because each team member, as I said, only house partial model mental model off the project and we are dealing with complex problems. So we need to have all these mental models in the room so that we can address all of the forces impacting these complexity. So decisions cannot be taken by person because person, even if it is the leader on Lee, has on incomplete mental model off the situation. So if a team is in charge of making a decision, you could look at yourself as a manager. As a person being in charge. I'm not in control. A team is a living system. It is open. It's a self organizing, as I said, and it interacts within itself and with the environment by the men's off information extension. So when we have all this partial mental models in the room, we will not be simply segregating them will be focusing on what these mental mothers do when they are in a relationship, so that the whole it's bigger than the sum off the parts. This is what we called emergent behavior. So you fact a team. He's both self organizing. It makes its own decisions. And it this emeritus in a relationship, the home. It's bigger than the sum off the parts. So if you are as a manager, think that you need to instruct your team on what to do all the time you are looking at the team s a lifeless system, in fact, but team but themes, uh, living systems, living systems are all about communication. If the scarcity beats, remember that as a leader you can navigate different levels off authority. You can be deliver it and clear letting your team no, in which instances you will push on the side and in which instances you would pull and a line. So let's look at this scenario that we have before you want to build the new Facebook. You need a user interface, and you have always worked with them a speed of meant NBC and now you would like to work with angular, too. And I gave you a team alignment tool to help you with that process. I'm going to give you a different talk so that you can make a well informed decision. It is called the Force Field Analysis on. Basically, it is a selfie off the balance between the forces impacting a problem impacting a nation. Anethe It is also and it is also a way to assess the source and also this stinks. It was developed by a sociologist, Kurt Lewin, and basically hey said that human behavior is affected by forces, beliefs, values, expectations that will either drive us to second behavior or away from it. Change is only possible when the forces in favor of change are stronger than the forces against it and a good attempting through a power to the forces driving change. But experience teaches us that is actually more efficient to remove the resistance against a change in this case, angular, too. This don't you can use with 6 to 8 people on you need big pieces of paper or even transpire Ince's so that everyone can see what is happening all the time. Allen has five steps the 1st 1 you need toe identification. In this case, it is using angular, too. Number two. You want to invite rich discussion? So I'll say this again. I've been It's not something with you to identify a winner. Here we are you because we want toe, actually get to the essence off all of the ideas present in the room at seven point. This is number three. You will start recognizing common things. So you have put angular to in the middle of your page. And then you make categories off these different themes that he start to recognize on your list them next to the issue. Yeah, to the left your list. The forces driving the change, the forces in favour off, angler to and on the right. The forces against angular, too. The next step is assigning scores toe all of these items in both lists according to magnetism. One very weak five very strong on blast. You observed the score on This is the moment when you can decide, for instance, not to go ahead with a change or two ahead with it. Let's say that the score on the right side is very high on the difference. In any case, with this corn, the left side is very big. It is clear that there is too much against change, so you may decide not to do it. And the opposite case. If the score on the left side is very high on the distance to the score on the right side, very big. You know that you can go ahead with angular too. As I said, it can be very tempting to a power through the forces driving the change. But my experience has told me that it can be much more efficient to reduce their assistance against. I got to in this case him. So at this point, you either decide no to go ahead with angular to or to reduce the forces against it. This WAAS healthy decision making. 21. Course recap: we've reached the end off the course. So let's recap what we have covered so far. So since Ola's what have we looked at in this course, we have looked traditional organizations, traditional teams, traditional rules. We have looked at unhealthy communication and ineffective use of power. We have given you anti notes so that you know how to do things differently. We have given you a number of scenarios in which this place out this toxic communication and misuse of power. And we have called that managerial Winterbottom's and we have covered also healthy and creative organizations, and we have given you a number of very relevant tools so that your team don't work productively and effectively. So now you're all set to take your leadership and communication skills to the next level. You've seen the anti patterns, so when these anti patterns arise in your organization, I mean, let's hope that doesn't happen, but if it happens, you will recognize them. If you have a difficult person in your organization, then you will not be sinking cold. We have a difficult person in our organization. You're gonna think, Hey, this reminds me off the corncob. Could it be that anti person. If there is a fight in your organization spilling over, you know it's a fuse. These could be to call cops. Maybe we after the same alignment work. If you have a project in your organization, which is stuck indeed Planning. Will you analysis face, you know. Hey, this sounds like analysis. Paralysis. Maybe we have a culture of bling in organization on. We need to reset our culture toe, embrace experimentation. So, by covering all these anti patrons, we have primed you to be aware off these toxic constellations within unorganised ation, and you will be ready to deal with them. So, by now, um, we've taken your leadership and communication skills to the next level. So you are now on excellent leader communicator. What does it mean? So what does that mean instead of neither is someone who's communication is healthy and effective. The state A leader is someone who is using his power, his or her power for the advancement off the organization and not for personal gain. Instead, a leader is someone who can navigate different roles with fluidity, not the role on his or her tag bad. In this case, the role of facilitator or the roll off service designer and a successful leader in the digital era, is also someone who creates safety for a simple years and who also includes the customers in the making off the product. Yeah, so he co creates value together with a client, as opposed to extracting value from the customer. Fantastic. So now you should be ready to move up the career ladder. If you're a lead developer, the skills we've shown you in this course will have prime to you to take the next step to solution. Architect. If you're a solution, architects, then we have helped you on the way to take up next step on become vice president of Engineering. If you are the vice president of Engineering, then you're gonna deal with Tarnoff leadership and communication issues on your day to day on a day to day basis in your line of work. But we have given you a bunch of interesting tools that might take you all the way up to CTO on into the C section. So good luck with your career. Well, that's the ends off the course. So all the rest now is for us to wish you on your way on. We hope to see you again in another course.