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Management (People (Connect with your team, Show respect, Show that you…

- - - - "Everything is an experiment"
        
        1) Hypothesis: we believe that...
        
        2) Test: to verify that, we will...
        
        3) Metric: ... and measure...
        
        4) Criteria: we are right if...
      - Systems Thinking
      - Data-driven
        
        KPIs
        
        Leading indicator
        
        Lagging indicator
        
        Beware: "every measure becomes a target", and "when a measure becomes a target, it ceases to be a good measure" (Goodhart's law)
      - Empower people
      - "The least amount of structure your organization can have without slipping into chao"
  - - - Dependability
      - Structure & Clarity
        
        Clear objectives
        
        SMART
        
        "from $X to $Y by $WHEN", where $X and $Y are numeric values of some metric, and $WHEN is a date
      - Meaning
      - Impact
      - Psychological safety
        
        Misc.
        
        Open discussions with respect, e.g.: "I am not comfortable with this idea"
        
        One can take personal risks
        
        No culture of blame
        
        Principles
        
        Voice
        
        Trust
        
        Inclusion ("Diversity is inviting all kinds of people at a party. Inclusion is making sure everyone is having a good time.")
      - How a team works matters more than who's on the team
    - - For executives, results
      - For leaders, ownership, vision & goals
      - For team members, team culture
    - - What kind of team are you on?
      - What kind of teammate are you?
      - What kind of leader are you?
      - Does your team allow people to be themselves?
    - - Frame work as a series of learning problems, not execution problems
      - Model curiosity and ask questions
      - Admit your own fallability
      - If "defeatist" team, ask "how can we make this work?"
      - As a leader, do not speak too soon, in order to avoid shutting more junior colleagues
  - - - Hire the best employees
      - Fire the others (with generous severance packages)
      - Pay highest possible salaries
      - Trust & give freedom
    - - between
        
        employees
        
        managers
      - continuously, all year long
      - employees encouraged to give feedback to their manager, rather than the other way around: the higher you are, the bigger the impact of a mistake
      - guidelines
        
        give feedback with the aim of helping
        
        your feedback should be actionable
        
        when receiving feedback, you should appreciate the effort and bravery of your colleague speaking up
        
        you should think carefully about whether or not to accept it
    - - wasting
        
        company money
        
        everyone's time
      - replace with
        
        a strong culture
        
        leaders modeling good behaviour
        
        a clear context
- - - - Time in Process = f(t)
        
        Scatter plot, draw average time, draw 90%tile
    - - Throughput = num of dots per sprint
        
        Draw boxes around scatter plot points per sprint (with and w/o quality issues)
      - Frequency
      - Cumulative flow diagram
        
        Little's Law
        
        Average # of items in a system = Average arrival rate * Average time spent in the system
        
        Average time spent in a system = Average # of items in a system / Average throughput
    - - Frequency = f(Time in Process)
        
        Weibull distribution
        
        Theoretical minimum time
        
        Infinite maximum time
      - Net = Num. of tasks finished - Num. of tasks started, per unit of time
        
        Tells you if process is improving or degrading
  - - - Start Date
      - End Date
    - - Time in Process
        
        Units of time per unit of work
        
        End Date - Start Date
      - Throughput
        
        Units of work per unit of time
        
        Satir change model may apply when changes are made to processes
      - Time per State
        
        For each stage in process : End Date - Start Date
        
        Teams typically spend 5% of time adding value, and 95% of time typically waiting
  - - - Do you know what is expected of you at work?
      - Do you have the materials and equipment to do your work right?
      - At work, do you have the opportunity to do what you do best every day?
      - In the last seven days, have you received recognition or praise for doing good work?
      - Does your supervisor, or someone at work, seem to care about you as a person?
      - Is there someone at work who encourages your development?
      - At work, do your opinions seem to count?
      - Does the mission/purpose of your company make you feel your job is important?
      - Are your associates (fellow employees) committed to doing quality work?
      - 10.Do you have a best friend at work?
      - In the last six months, has someone at work talked to you about your progress?
      - In the last year, have you had opportunities to learn and grow?