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


<ul><li><p>Chris Dolezalek - 2013 </p><p>Lean Stang Hiring and Managing Innova&gt;ve, Passionate Employees in a Con&gt;nuously Evolving Market </p><p>Chris Dolezalek - 2013 </p></li><li><p>Chris Dolezalek - 2013 </p><p>The most important factor in so0ware work is not the tools and techniques used by the programmers, but rather the quality of the programmers themselves.1 </p><p>Your Most Cri&gt;cal Resource </p><p>1. Facts 1 &amp; 2 from Facts and Fallacies of So0ware Engineers Robert L. Glass </p><p>The best programmers are up to 28 Emes beFer than the worst Programmers.1 </p></li><li><p>Chris Dolezalek - 2013 </p><p>Hire for Tomorrow not Today The top 10 in-demand jobs in 2010 </p><p>did not exist in 2004 Did You Know? Shift Happens (August 2011) http://www.youtube.com/watch?v=EJpSqeQbh4o </p><p>Skills vs Curiosity &amp; Passion "CQ + PQ &gt; IQ </p><p>Curiosity &amp; Passion Quo4ents are more important than Intelligence Quo4ent Thomas Friedman, The World is Flat </p><p>ARtude MaSers It is not their ap4tude </p><p> but their aCtude that will determine their al4tude. Jesse Jackson, Washington Post 21 May 1978 </p><p>Lean Staffing Hiring Your Most Valuable Resources </p><p>Would you hire a structural, chemical or electrical engineer for a so=ware job? We did. </p></li><li><p>Chris Dolezalek - 2013 </p><p>Hiring a Lean Mindset - i Six Sigma Mike Thelen 2/8/2012 hIp://www.isixsigma.com/community/blogs/hiring-a-lean-mindset </p><p>Lean is a simple concept, yet it can be dicult for management to fully grasp. It requires a signicant change in paIerns of thought. </p><p>To accomplish this goal, an organizaSon o=en has to change the way it hires individuals."1 </p><p>1. hIp://www.isixsigma.com/community/blogs/hiring-a-lean-mindset </p></li><li><p>Chris Dolezalek - 2013 </p><p>Hiring Open Minds </p><p>Hire people that can let go of the past, embrace change. </p></li><li><p>Chris Dolezalek - 2013 </p><p>Hire Rock Stars </p><p> Not just one, but everyone It becomes self-perpetua&gt;ng. People come to IMVU because they want to work with rock stars </p><p> "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine as children do. It's not just in some of us; it is in everyone. And as we let our own lights shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automaEcally liberates others." - Quoted in the movies Coach Carter and Akeelah and the Bee, and o=en aIributed to Nelson Mandela who used it in his 1994 Inaugural Speech. It's actually from Marianne Williamson's book A Return to Love - ReecSons on the Principles in A Course in Miracles (Chapter 7, SecSon 3, Page 165). </p></li><li><p>Chris Dolezalek - 2013 </p><p>Hire &amp; Foster The Right Mindset </p><p>Wise Yoda (detail)Yoda Fountain at the entrance of the Lucaslm oces at the LeWerman Digital Arts Center Some rights reserved by miss_millions </p><p>Michael Jordan "Failure" Nike Commercial hIp://www.youtube.com/watch?v=45mMioJ5szc </p><p>Growth Mindset: Embraces challenges Persists in the face of </p><p>setbacks Sees eort as the path to </p><p>mastery Learns from CriScism Finds lessons and </p><p>inspiraSon in the success of others </p><p>It can be insSlled Carol Dweck, Mindset: The New Psychology of Success </p><p>Stanford, Department of Psychology hIps://www.youtube.com/watch?v=kXhbtCcmsyQ </p></li><li><p>Chris Dolezalek - 2013 </p><p>Passion v Skills? Adversity Quo&gt;ent 1 People who successfully apply AQ perform opSmally in the face of adversity. The AQ Prole and the 3G Panorama predict how well an applicant will perform on the job1 </p><p>Passion MaSers Hiring the Right Mindset </p><p>Global | Good | Grit </p><p>James Reed and Paul G. Stoltz Put Your Mindset to Work </p><p>Global: The openness and big-picture perspec&gt;ve to compete on a global scale in any job. </p><p>Good: A posi&gt;ve force with unwavering moral compass. </p><p>Grit: The tenacity and resilience to thrive on adversity. </p><p>hIp://www.peaklearning.com/about_3G-mindset.php </p></li><li><p>Chris Dolezalek - 2013 </p><p>To Climb Trees, Hire Monkeys To Swim Up Streams, Hire Fish </p><p>"Everyone is a genius but if you judge a sh by its ability to climb a tree it will spend its whole life believing it is stupid." Albert Einstein </p><p>If you want to innovate, hire folks with innova&gt;ve mindsets </p></li><li><p>Chris Dolezalek - 2013 </p><p>The Apple Approach </p><p>Henry Ford: If I had asked people what they wanted, they would have said faster horses. </p><p>Hire, keep people that know whats right. </p><p>A lot of Smes, people don't know what they want unSl you show it to them. </p><p>That's why a lot of people at Apple get paid a lot of money, because they're supposed to be on top of these things.1 </p><p>1. hIp://www.businessweek.com/bwdaily/dnash/may1998/nf80512d.htm </p></li><li><p>Chris Dolezalek - 2013 </p><p>Dont stop at Hiring </p><p>Invest in spinning up At IMVU, we dedicate a mentor to every new engineer that will sit next to them and spend 6 weeks spinning them up according to a boot camp guide - including a day-one push of a change to producSon. Spinning Marathon voor WAR CHILD - Some rights reserved By isafmedia (cropped) </p></li><li><p>Chris Dolezalek - 2013 </p><p>Reward Risk-Takers A Healthy Mindset: </p><p>Failure is OK </p><p>Michael Jordan "Failure" Nike Commercial hFp://www.youtube.com/watch?v=45mMioJ5szc Michael Jordan statue - Some rights reserved by Esparta </p><p>Michael Jordan: I've missed more than 9000 shots in my career. I've lost almost 300 games. 26 &gt;mes, I've been trusted to take the game winning shot and missed. I've failed over and over and over again in my life. And that is why I succeed. </p></li><li><p>Chris Dolezalek - 2013 </p><p>hFp://beingwrongbook.com hFp://www.ted.com/talks/lang/eng/kathryn_schulz_on_being_wrong.html </p><p>Saint AugusSne (1200 years before Descartes) </p><p>Fallor ergo sum I err therefore I am </p><p>Mindset: Its OK to be Wrong TrusSng too much in feeling you are on the right side of anything can be dangerous. </p></li><li><p>Chris Dolezalek - 2013 </p><p>How to Mo&gt;vate Dan Pink: The surprising truth about what moSvates us </p><p>Its not about the $ </p><p>hIp://www.youtube.com/watch?v=u6XAPnuFjJc </p></li><li><p>Chris Dolezalek - 2013 </p><p>Achievable Challenges </p><p> Engineers can be inspired to reach for achievable challenges they believe in. </p><p> Solving tough problems can be rewarding, but even rescue dogs needs to nd an occasional survivor. www.reddit.com/r/todayilearned/comments/1cf63i/Sl_when_dogs_were_searching_the_rubble_a=er_911 </p></li><li><p>Chris Dolezalek - 2013 </p><p>A sustainable work pace gets you to the top. </p><p>Chris D. 2001 Climb for CARE: hIp://www.ickr.com/photos/8505628@N04/sets/72157611331749165/ </p></li><li><p>Chris Dolezalek - 2013 </p><p>Believing Makes the Impossible Possible </p><p>How could a team thats never competed before almost defeat last years naSonal champions? </p><p>Blank-slate new players not burdened by convenSonal thoughts on what could and couldnt work allowed unexpected oense and defense tacScs to completely throw the experienced players o their game. Photo by Chris Dolezalek from 1989 UlSmate World Championships. Leuven Belgium. </p></li><li><p>Chris Dolezalek - 2013 </p><p>Its About the People Some of these new ideas have been around for a while </p><p>hIp://www.amazon.com/Peopleware-ProducSve-Projects-Teams-Second/dp/0932633439/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1319495839&amp;sr=1-1#_ hIp://www.amazon.com/Stephen-J.-Andriole/e/B001JP48LW/ref=nI_athr_dp_pel_1 </p><p>By and large, cost-eecSve informaSon technology (IT) management is more about people, personal relaSonships, and corporate culture than it is about the technology itself. Simply put, IT doesnt work if you are surrounded by bad people and stupid processes in a deranged corporate culture. ITs All About People, Stephen J. Andriole (October 21, 2011) </p><p>The major problems of our work are not so much technological as sociological in nature. PeopleWare, Tom DeMarco &amp; Timothy Lister originally published in 1987 </p></li><li><p>Chris Dolezalek - 2013 </p><p>Educa&gt;onal Background How will what an employee knows today benet you tomorrow? </p><p> If youre one in a million in China, there are 1,300 people like you India has more honors students than the US has students College students are preparing for jobs that dont exist yet </p><p>Did You Know: hIp://scoImcleod.org/IowaDidYouKnowSlides.pdf </p></li><li><p>Chris Dolezalek - 2013 </p><p>Happiness Inspires Produc&gt;vity </p><p>Shawn Achor: The happy secret to beSer work We believe that we should work to be happy, but could that be backwards? </p><p>Psychologist Shawn Achor argues that actually happiness inspires produc&gt;vity. </p><p>Abraham Lincoln: Most people are about as happy as they make up their minds to be. </p><p>Eleanor Roosevelt: No one can make you feel inferior without your consent. </p><p>Think about what characterisSc is shared among the most producSve employees you have ever worked with </p><p>Could it be that it is that they are happy? hIp://video.ted.com/talk/podcast/2011X/None/ShawnAchor_2011X.mp4 </p></li><li><p>Chris Dolezalek - 2013 </p><p>Why Leaders Succeed, Bosses Fail </p><p>Forbes: Entrepreneurs My Boss is a Jerk! Three Reasons Why Leaders Succeed and Bosses Fail Alan Hall - 4/05/2013 http://www.forbes.com/sites/alanhall/2013/04/05/my-boss-is-</p><p>a-jerk-three-reasons-why-leaders-succeed-and-bosses-fail </p><p>Business Examiner What is Leadership? Stephanie Schramm - 11/2012 http://www.businessexaminer.com/November-2012/What-is-Leadership-It-is-more-than-just-being-the-boss </p><p>Dierences Between a Boss &amp; a Leader </p><p>Drives employees Coaches them </p><p>Depends on authority On goodwill </p><p>Inspires fear Generates enthusiasm </p><p>Says, I Says, We </p><p>Places blame for breakdown </p><p> Fixes the breakdown </p><p>Knows how it is done Shows how it is done </p><p>Uses people Develops people </p><p>Takes credit Gives credit </p><p>Commands Asks </p><p>Says, Go Says lets go </p><p>Courtesy NotestoQuote.com </p></li><li><p>Chris Dolezalek - 2013 </p><p>Lao Tzu on Leadership </p><p>Tao Te Ching by Lao Tzu as translated by Stephen Mitchell Chapter 17 </p><p>When the master governs, the people are hardly aware that he exists. Next best, is a leader who is loved. Next, one who is feared. The worst is one who is despised. </p><p>If you don't trust the people, you make them untrustworthy. The master doesn't talk; he acts. </p><p>When his work is done, the people say: "Amazing! We did it, all by ourselves." </p><p>Chris Dolezalek - 2013 </p><p>The background image (or other media file) is in the public domain because its copyright has expired. This applies to Australia, the European Union and those countries with a copyright term of life of the author plus 70 years. Laozi Riding and Ox, hanging scroll, light color on paper, 101.5 x 55.3 cm. Located at the NaSonal Palace Museum. Laozi is carrying a copy of the Dao De Jing. : - - 101.5 55.3 . </p></li><li><p>Chris Dolezalek - 2013 </p><p>Eec&gt;ve Leadership </p><p>A leader brings people where they want to go. A great leader brings people where they ought to go but may not be want to go." </p><p>- Rosalyn Carter </p><p>An eecEve leader helps people discover their own desire to go where they ought to go." </p><p>- Chris Dolezalek </p></li><li><p>Chris Dolezalek - 2013 </p><p>Promo&gt;ng from within Employees feel valued and see a possible future within. Paradigm Ship in Skills Needed Engineers loving solving problems. Managers need to </p><p>solve problems. However, there are fundamental dierences between </p><p>technical problems verses business and people problems. In order for the transi&gt;on to be successful, mentoring </p><p>from an experienced manager is needed. </p><p>LeRng Go It can be hard to let go of your favorite thing/ac&gt;vity. Trick lesson: </p><p>As we assign you management tasks, youll need to let go of some things to have enough bandwidth Think about it over the weekend and get back to me on Monday about what you most want to hold onto Have you decided? Ok, thats what Im asking you to let go. </p><p>This can teach us whether we are ready for the transi&gt;on and whether we can help someone else be successful with our baby </p><p>From Engineer to Manager Promoting from within </p></li><li><p>Chris Dolezalek - 2013 </p><p>5 Whys Help Employees Turn Losses into Wins </p><p>1. Why did the server grind to a halt? DB query took forever. </p><p>2. Why did the query take so long? Un-indexed query on large table. </p><p>3. Why didnt the engineer realize the query would be slow? Local tests ran ne against a small test db. </p><p>4. Why didnt the engineer know to run a explain against produc4on? It was his rst database change as a new hire. </p><p>5. Why did his mentor not tell him? The mentor had le= for the day. </p><p>6. Why did the new hire not know to only check-in with mentor? This was the rst mentee for that mentor and he hadnt told him. </p><p> Follow-Up 1) Update Spin-Up Doc for Mentor and Mentee to start with a clear </p><p>statement that mentee should not check into producSon without mentor or without having reached that stage. </p><p>Follow-Up 2) Add notes to DB Query secSon of spin-up doc on use of try Post-Mortems = Teachable Moments ; Fix what needs xing </p><p>QuesSon mark sign photo by Colin_K on Flickr </p></li><li><p>Chris Dolezalek - 2013 </p><p> Learning Persons Anthropologist Experimenter Cross-Pollinator </p><p> Organizing Personas Hurdler Collaborator Director </p><p> Building Personas Experience Architect Set Designer Storyteller Caregiver </p><p>Innova&gt;ve People MaSer Ten Faces of InnovaSon </p><p>The Ten Faces of Innova&gt;on by Thomas Kelley &amp; Jonathan LiSman itunes.apple.com/us/book/the-ten-faces-of-innova&gt;on/id421032598?mt=11 </p><p>www.tenfacesonnovaSon.com/tenfaces </p></li><li><p>Chris Dolezalek - 2013 </p><p>What makes for the most producSve employee? </p><p>Happiness / Passion Support your team </p><p>Perspec&gt;ve: Managers work for the engineers to enable them to be produc&gt;ve </p><p> Sell vs Tell = No show, No go Be Transparent &amp; Invite Challenges Let them pick their team &amp; project </p><p>LiIle startups/laboratories Let them Hack </p><p>Hack weeks once a quarter </p><p> Let them experiment Let them choose their tools Let them determine when done is </p><p>Story Point Sizing </p><p> Keep teams small, agile and fun (BVSN 5 man teams vs whole companies) </p><p>managing Your Most Valuable Resource </p></li><li><p>Chris Dolezalek - 2013 </p><p>Suppor&gt;ng Your Most Valuable Resources </p></li><li><p>Chris Dolezalek - 2013 </p><p>Sell vs Tell get buy-in and win engagement </p><p>Sell verses Tell </p><p>If you tell employees what to do, youll rarely get more than what you ask for. </p><p>If you help them understand why what they are about to do can make a dierence and let them parScipate in determining and arriving at the ulSmate objecSves, you may well discover that greater engagement can result in outcomes that exceed your iniSal expectaSons </p><p>a.k.a. No Show, No Go </p></li><li><p>Chris Dolezalek - 2013 </p><p>Be Transparent </p><p>Be Transparent &amp; Invite Challenges Share business objec&gt;ves </p><p>Share business and board mee&gt;ng notes as well as nancials and how were doing against goals. </p><p>Reward those who ques&gt;ons them Recognize and praise those that challenge. </p><p>5 Whys in one-on-ones Ask individuals to get to root cause of why and how what they are working on relates to company objec&gt;ves. </p></li><li><p>Chris Dolezalek - 2013 </p><p>What makes for the most producSve employee? </p><p>Happiness / Passion Support your team Sell vs Tell = No show, No go Be Transparent &amp; Invite Challenges Let them pick their team &amp; project </p><p>LiIle startups/laboratories Let them Hack </p><p>Hack weeks once a quarter </p><p> Let them experiment Let them choose their tools Let them determine when done is </p><p>Story Point Sizing </p><p> Keep teams small, agile and...</p></li></ul>