-

High performing organization spend 22% less time on unplanned work and 50% less time remediating security flaws, and had employees who were 2.2 times more likely to recommend their companies as a place to work. Agile and Lean Fast feedback Cycles Agile and Lean approaches recommend that teams put product in the hands of users quickly and then continuously refine both the product and the team’s practices, rather than waiting for perfection before starting or “moving on to the next step” Risk is managed not through cautious planning but through bold experiments combined with frequent inspection, feedback, and adaptation. The essence of Agile approaches is simply this: We should inspect and adapt frequently rather than slavishly following a plan. All Agile approaches recognize the importance of working in small teams: a small team can communicate effectively through face-to-face contact. Agile approaches also encourage making plans. They discourage measuring success by adherence to those

You can buy  Leaders Eat Last: Why Some Teams Pull Together and Others Don't

You can buy The Infinite Game

You can buy Start with Why: How Great Leaders Inspire Everyone to Take Action

The goal of the book is to share what they have learned so that they can help organizations excel, grow happier teams who deliver better software faster, and help individuals and organizations thrive. What does it mean to deliver software and can it be measured Does software delivery impact organizations Does culture matter and how do we measure it What technical practices appear to be important We discovered that software development and delivery can be measured in a statistically meaningful way and that high performers do it in consistently good ways that are significantly better than many other companies. We also found that throughout and stability moves together . We saw that culture and technical practices matter and found how to measure them. 31% of the industry is not using practices and principles that are widely considered to be necessary for accelerating technology transformations, such as continuous integration and continuous delivery , Lean practices and collaborati

The book is NOT about turning you into a Coach, it is about leadership. Based on Harvard Business “Leadership That Get Results” There is essentially 6 leadership style. Coaching is one of them and it was shown to have a positive impact on performance, climate (culture) and bottom line. At the same time it was the least-used one. Many leaders say they don’t have time in a high pressure environment to teach and help people grow. Duke University study say that at least 45% of our waking behaviour is habitual. To build an effective new habit, you need five essential components: Reason Trigger Micro-habit Effective practice A plan How to build a Habits Deep practice The goal is to identify the trigger of the old habit and defining the new one. Practice in small chunks of the bigger action Repetition, repetition, repetition Being mindful and noticing when it goes well and celebrate the success Planning Fallacy Overestimating our abilities and to add insult to injury, un

Knowing yourself is step one! What to expect from a manager Help figure out what you want to learn Your 1 on 1 to be scheduled with some predictability Public praise, private criticism Show the larger picture, how the work fits in the team goals (Give a sense of purpose) Some responsibility to help find training and other tools for career growth How to act Let him know a little bit of what is important in your life Willingness to be vulnerable in front of each other Come with an agenda of things you would like to discuss If you are unhappy with someone or something you must bring it on the table Ask what to do to get promotion Bring solution, not problems You will screw up, a good manager will also let you know quickly that you did. The manager cannot read your mind and tell you what will make you happy