What IT?

Ulazim na još jedan sastanak. Nema opisa. Nema tema. Nema materijala. Ni po čemu ne mogu zaključiti zašto sam ja potreban na tom sastanku. Da ponesem mobitel? Kindle? Još jedan sastanak koji je mogao biti email? Been there, done that. Internet je prepun memeova na tu temu. Nepresušan izvor viralnih slika i videa na Instagramu. Ako je i mačka u videu... Top materijal za ubiti sat vremena na sastanku. Mnogo ljudi ne voli sastanke. Baš iz tih razloga. Ne vide korist u sastancima. Ne vide kako mogu doprinijeti sastanku. Sam pojam "sastanak" kada se spomene - ljudima se okreće želudac. Razlog tome su loše organizirani i vođeni sastanci. Bez agende, bez materijala, s desetima ljudi koji ne sudjeluju, bez brige o početku ili kraju, bez zaključaka. Na takvim sastancima ljudi traže "vrata". Ta "vrata" ne moraju biti fizička vrata. Više je način kako "izaći kroz vrata" sa sastanka. Vrlo je lako prepoznati kada ljudi traže vrata. Gledaju u laptop ili mobitel. Zure u prazno jer u svojim mislim rješavaju neke druge zadatke. A u udaljenom načinu rada to je još lakše. Kamera ugašena, mikrofon je na mute. Gledaju u drugi ekran na kojem čitaju mailove, pišu dokumentaciju ili gledaju "cat memes" na Instagramu.

Za što je ovaj sastanak?

Ako ne znamo vrstu sastanka koji sazivamo, neće se moći definirati očekivanja od tog sastanka. I svima ćemo nepotrebno potrošiti vrijeme. Ako znamo koju vrstu sastanka sazivamo već imamo pola informacija koga zovemo na sastanak. U suštini postoji tri vrste sastanaka: - prijenos informacija (town-hall tj. all-hands) - otkrivanje novog znanja ili rješavanje problema (brainstorming) - donošenje odluka (decision making) Ne preporučam vezati više vrsta u jedan sastanak. Iznimke su redovni timski sastanci gdje može biti svo troje a najčešće je prijenos informacija (ali za razliku od town-hall ovdje se dvosmjerno prenose informacije) i donošenje odluka.

Opet su me zvali na sastanak a već imam drugi u isto vrijeme

Gotovo svi alati za organizaciju sastanaka mogu vam dati uvid u tuđe kalendare - barem za ljude u istoj organizaciji. Provjerite jesu li sudionici dostupni u željeno vrijeme. Ako nisu, prije nego ih pozovete, provjerite da li mogu osloboditi svoje kalendare (ako je toliko hitno i bitno da se baš u to vrijeme održi sastanak). Ako su van vaše organizacije, mailom uskladite termin prije slanja pozivnice. Pojavite se na sastanku na vrijeme. Kašnjenje ili skraćuje vrijeme ovog sastanka ili uzrokuje da će sudionici kasniti na druge obaveze. Držite se dogovorenog vremena. Ne zadržavajte ljude duže od dogovorenog jer je vrlo velika vjerojatnost da ti ljudi imaju druge obaveze ili druge sastanke na kojima moraju biti. Oduzimate ljudima vrijeme od ostalog rada. I, kod pojedinih ljudi, to izaziva nepotreban stres.

Mogu li dobiti 5 minuta pauze?

Organizirajte sastanke barem 5 minuta kraće. Umjesto 30 minuta neka bude 25. Umjesto 60 neka bude 50. Sastanke koji traju dulje od sat vremena - u komadu - neću komentirati. Samo ću reći da je s razlogom školski sat 45 minuta (znanstveno je dokazano da koncentracija nakon 45 minuta eksponencijalno opada). Tih 5 do 10 minuta između sastanaka omogućava ljudima da stignu do druge sobe za sastanke. Da se pripreme za idući sastanak. Da popiju čašu vode. Da odu na WC. Vjerujte mi, bit će vam zahvalni. Pogotovo ako moraju na WC. Side note: U jednom filmu sam čuo da je pojam vremena relativan pojam - ovisno s koje strane vrata WC-a se nalaziš.

Ujutro ili popodne?

Sastanak prije 8 ili iza 17? Ajme. Nikako. Više manje, klizno radno vrijeme je postalo standardno, barem u IT sektoru. I vjerujem da svima to fenomenalno odgovara. Netko je jutarnji tip, netko voli spavati dulje jer gleda serije do 2 ujutro. Ja sam jutarnji tip. I moji doma su ludi na mene da prije 6 ujutro radim kavu i prije 7 sam već za laptopom. Ali to ne znači da moram gnjaviti sve oko sebe da prije 9 budu na sastanku. Kao generalno, rule-of-thumb, pravilo predložio bih vam da organizirate sastanke između 9 i 15 sati. Naravno ako svi radite u istoj vremenskoj zoni :) Vrijeme u danu kada organizirate pojedinu vrstu sastanaka je jednako tako važno. Većina ljudi ujutro je produktivnija u rješavanju problema a u popodnevnim satima je kreativna. Jednostavno tako smo biološki određeni. OK, postoje i ljudi kojima je taj bioritam obrnut. Ali većina je u ranije navedenom bio ritmu. Što to znači za sastanke? Ujutro organizirajte sastanke koji imaju cilj donošenja odluke (decision making). A popodne sastanke koji zahtijevaju kreativnost (brainstorming). Sastanke za prijenos informacija, kao recimo town-hall, nije bitno kada se organiziraju. Sudionici slušaju. Ne sudjeluju aktivno u sastanku. Nikako ne organizirajte sastanke za donošenje odluka netom prije ručka. To je vrijem kada se donose najlošije odluke. Scientific fact - Lunchtime Leniency: Judges' Rulings Are Harsher When They Are Hungrier.

14 nas je na sastanku a samo troje sudjeluje

Ljudi apsolutno mrze biti na sastanku na kojem nisu potrebni. OK, možda je riječ "mrze" malo preteška, ali svi smo bili u takvim situacijama. I pomislili - zašto sjedim ovdje umjesto da radim nešto pametnije. Jako pazite koga zovete na sastanke. Jako. Ne znam kako to više naglasiti. Majstori imaju izreku: dva puta mjeri, jednom reži. Dva puta promislite koga zovete na sastanak prije nego kliknete na "Send". Savjet: pripremite agendu i pored svake točke agende stavite ime osobe za koju smatrate da može doprinijeti toj temi. Koristite opciju opcionalnih i obaveznih sudionika. Sve osobe koje ste stavili pored tema sastanka, stavite u obavezne (mandatory). Sve osobe koje nisu navedene pored tema, a smatrate da bi im moglo biti korisno čuti, stavite kao opcionalne (optional).

Sudac

Najteža uloga na sastanku - sudac tj. moderator. Ako sastanak nema sudca, vrlo brzo i vrlo lako, sastanak ode u krivom smjeru. Uloga sudca je presudna. Sudac je tu iz više razloga. Najvažniji je da spriječi da sastanak ode van teme. I da dopusti da sastanak ode van teme. Hm, kako sad to da brani da sastanak odstupi od teme a ujedno i da dozvoli? Sudac mora prepoznati ako predložene teme ne daju rezultate a ujedno primijeti da se razgovor otisnuo u konstruktivnom smjeru ali nitko to nije predložio kao temu sastanka. Ovo nije česta pojava, barem se ja nisam često susreo. Ali kada se dogodi, sudac je taj koji procjenjuje je li korisno nastaviti u tom smjeru.

6 je najmanji savršen broj

Zašto je savršen možete pročitati ovdje (ako baš jako želite znati). Ovo je mojih 6 pravila za, nadam se, savršen sastanak: - Pravilo #1 - Ne sazivaj sastanke ako nisu apsolutno potrebni - Pravilo #2 - Ne zovi na sastanke nepotrebne sudionike - Pravilo #3 - Ne zovi na sastanak ako nemaš agendu - Pravilo $4 - Ne kasni na sastanak - Pravilo #5 - Drži se dogovorenog vremena - Pravilo #6 - Napiši i pošalji zapisnik

I što sad

Po nazivu knjige, Bird by Bird, nikada ne bih odabrao ovu knjigu kao knjigu kojoj je tematika - pisanje. Knjiga je pisana iz perspektive iskustva i stvaranja spisateljice. Od ranog djetinjstva do profesionalne karijere, prolazi kroz sve aspekte pisanja. Od teških trenutaka do uspjeha. Za svaku situaciju u kojoj se našla, Anne daje konkretne savjete kako se nositi s problemom te "izvući" se iz navedenog. Opisuje i svoje svijetle trenutke do kojih je došla baš zbog pisanja. Fenomenalna knjiga za sve koji žele pisati, bilo fikciju ili publicistiku. Knjiga je fokusirana na fikciju ali velik dio savjeta je univerzalno primjenjiv.

Part One - Writing

"Don't worry about doing it well yet, though. Just start getting it down" "You try to sit down at approximately the same time everyday. This is how you train your unconscious to kick in for you creatively" "Books help us understand who we are and how we are to behave. They show us what community and friendship mean; they show us how to live and die" "It reminds me that all I have to do is to write down as much as I can see through a one-inch picture frame" "You just have to see two or three feet ahead of you. This is right up there with the best advice about writing, or life, I have ever heard" "Now, practically even better news than that of short assignments is the idea od shitty first drafts. All good writers write them" "Almost all good writing begins with terrible first efforts. You need to start somewhere." "Besides, perfectionism will ruin your writing, blocking in vetivene's and playfulness and life force" "Writing a first draft is very much like watching a Polaroid develop. You can't - and, in fact, you're not supposed to - know exactly what the picture is going to look like until it has finished developing" "Plot grows out of character" "Drama is the way of holding the reader's attention. The base formula for drama is setup, buildup, payoff - just like a joke" "She said that sometimes she uses a formula when writing a short story, which goes ABDCE, for Action, Background, Development, Climax, and Ending" "How do you know you're done? You just do"

Part Two - The Writing Frame of Mind

"Writing is about learning to pay attention and to communicate what is going on" "To be a good writer, you not only need to to write a great deal but you have to care" "Writing is about hypnotizing yourself into believing in yourself, getting some work done, then unhypnotizing yourself and going over the material coldly" "If you are not careful, station KFFD will paly in your head twenty-four hours a day, nonstop, in stereo" "You love to get things quiet in your head so you can hear your characters and let them guide your story"

Part Three - Help Along the Way

"Still, I believe in lists and I believe in taking notes, and I believe in index cards for doing both" "If it feels natural, if it helps you to remember, take notes. It's not cheating" "There are enormous number of people out there with invaluable information to share with you, and all you have to do is pick up the phone" "At some point, you want some feedback. You want other people to read it. You want to know what they think" "I don't think you have time to waste not writing because you are afraid you won't be good enough at it" "Writers block is going to happen to you. You will read what little you've written and see with absolute clarity that it is total dog shit"

Part Four - Publication - and Other Reasons to Write

"It helped me to see that is is natural to take on someone else's style, that it's a prop that you use for a while until you have to give it back" "Annie Dillard has said that day by day you have to give the work before you all the best stuff you have, not saving up for latter projects"

Part Five - The Last Class

"Becoming a writer is about becoming conscious" "You simply keep putting down one damn word after the other, as you hear them, as they com to you"

Dodatne poveznice

Goodreads: Bird by Bird Amazon: Bird by Bird Blackwell's: Bird by Bird

Video materijali

Preuzimanje sažetka

Kako najbolje učimo? Koji je to stjecaj okolnosti kada ćemo najbolje savladati problematiku koju smo odabrali naučiti? Nikada nisam volio učiti teoriju. Još manje učiti napamet. Još manje kada na bih vidio rezultat učenja. Možda sam zato IT-evac. Rezultat učenja je vrlo brzo vidljiv. Feedback je gotovo trenutan. Zašto je tome tako - objašnjava Kolbova teorija učenja. Kolbova teorija učenja objavljena je 1984. godine i definira četiri stadija koji počinje s konkretnim iskustvom a završava aktivnim eksperimentiranjem. Sastoji se od četiri stadija: - Konkretno iskustvo - trenutak kada se dogodi novo iskustvo ili se prethodno iskustvo interpretira na nov način - Retrospektivno promatranje - promišljanje tj. analiza novo stečenog znanja u cilju razumijevanja tog iskustva - Apstraktna konceptualizacija - prilagodba shvaćanja ili konstruiranja potpuno nove ideje na temelju iskustva i učenja - Aktivno eksperimentiranje - primjena novih ideja na stvarnom primjeru kako bi se testirale pretpostavke, dobio feedback, te izvršile potrebne prilagodbe

Učimo u omjeru 70:20:10. 70 posto naučenog usvoji se kroz rad (learning by doing), 20 posto raznim metodama poput konferencija i seminara a 10 posto putem klasičnih edukacija. Čitanje ili slušanje seminara neće, samo po sebi, dovesti do potpunog usvajanja znanja. Potrebno je praktično iskustvo i konkretna primjena. Testiranje što zaista radi a što ne. U tih 70 posto je Kolbova teorija učenja izrazito bitna kako bi se maksimizirao efekt svladavanja problema u danom vremenskom okviru.

Video materijali

Za one koji žele znati više

Radical Candor, na hrvatskom Radikalna Iskrenost, nije ono što sam očekivao. Očekivao sam, po naslovu i opisu knjige, da će autorica obraditi temu davanja konstruktivnih povratnih informacija na radikalno iskren način. Savjete kako navedeno svakodnevno provoditi. Međutim, knjiga se svodi na savjete kako voditi tim. Ali, to ovu knjigu ne čini lošom. Štoviše, sasvim solidno je obrađena tematika vođenja tima. Pisana je pitko, a savjeti su konkretni. Samo naslov ne odgovara tematici knjige. Nema veze. Primjenjiva je i drago mi je da sam ju pročitao te da s vama mogu podijeliti ovaj sažetak i svoj osvrt.

Introduction

"It's brutally hard to tell people when they are screwing up"

Part I - A New Management Philosophy

"Every time I feel I have something more 'important' to do than listen to people, I remember Leslie's words: 'It is your job!'" "People dread feedback - both the praise, which can feel patronizing, and especially the criticism" "Guidance, team, and results: these are the responsibility of any boss" "Your ability to build trusting, human connection with the people who report directly to you will determine the quality of everything that follows" "There are few things more damaging to human relationships than a sense of superiority" "You have to accept that sometimes people on your team will be mad at you" "Don't personalize" "It's not mean, it's clear" "When you criticise someone without taking even two seconds to show you care, your guidance feel obnoxiously aggressive to the recipient" "Manipulative insincere guidance happens when you don't care enough about a person to challenge directly" "Start by asking for criticism, not by giving it" "Worry about praise, less about criticism - but above all be sincere" "The boss needs to explain why; that is; be invested in helping the person improve" "Be humble, helpful, offer guidance in person and immediately, praise in public, criticise in private, and don't personalize" "Rock stars are just as importan to a team's performance as superstars. Stability is just as important as growth" "Your role is to focus on them to make sure they are getting everything they need to continue doing great work" "Part of building a cohesive team is to create a culture that recognises and rewards to rock stars" "The best way to keep superstars happy is to challenge them and make sure they are constantly learning" "Don't let your focus on results get in the way of caring about the people you work with" "Than create a culture in which everyone listens to each other, so that all the burden of listening doesn't fall on you" "Once you've created a culture of listening, the next step is to push yourself and your direct reports to understand and convey thoughts and ideas more clearly" "Be clear to others. Make thoughts and ideas drop-dead easy for others to comprehend" "You need to push them to communicate with such precision and clarity that it's impossible not to grasp their argument" "But you've got to make sure that they happen, and that there is a culture of debate on your team" "This is why kick-ass bosses often do not decide themselves, but rather create a clear decision-making process that empowers people closest to the facts to make as many decisions as possible" "But if you fail to take into account your listener's emotions, too, you won't be persuasive" "Be humble and invoke 'we not an I' whenever possible" "Here are the three things I've learned about getting this balance right: Don't waste your team's time; Keep the 'dirt under your fingernails'; and block time to execute" "If you get too far away from the work your team is doing, you won't understand their ideas well enough to help them clarify"

Part II - Tools and Techniques

"If you can't give a damn about others if you don't take care of yourself" "Put the things you need to do for yourself on your calendar, just as you would an important meeting" "For the most part, it's better to use the time after work to keep yourself centered than to socialize with work colleagues" "A radically candid relationship start with the basic respect and common decency that every human being owes each other, regardless of worldview" "Acknowledge emotions" "Adding your guild to other people's difficult emotions doesn't make them feel better" "Telling other people how to feel will backfire" "If you really can't handle emotional outbursts, forgive yourself" "In order to build a culture of Radically Candid guidance you need to get, give, and encourage both praise and criticism" "Here are some tips/techniques I've seen work to get the conversation flowing: - You are the exception to the 'criticise in private' rule of thumb - Have a go-to question - Embrace the discomfort - Listen with the intent to understand, not to respond - Reward criticism to get more of it - Gauge the guidance you get" "The first conversation is designed to learn what motivates each person who reports directly to you" "The second conversation moves from understanding what motivates people to understanding the persons dreams" "Last, Rust thought managers to get people to begin asking themselves the following question: ' What do I need to learn in order to move in the direction of my dreams? How should I prioritize things I need to learn? Whom can I learn from?'" "Yes, by all means, praise in public. But think carefully about what you are praising. Praise the things you want more of: high-quality work, mind-boggling innovation, amazing efficiency, selfless teamwork, and so on" "The most important of these meetings is the 1:1 with each of your direct reports" "The purpose of a 1:1 meeting is to listen and clarify - to understand what direction each person working for you want to head in, and what is blocking them" "An effective staff meeting has three goals: it reviews how things have goon the previous week, allows people to share important updates, and forces the team to clarify the most important decisions and debates for the coming week" "Measuring activities and visualizing workflows will push you and your team to make sure you really understand how what you all do drive success - or doesn't" "Schedule an hour a week of walking-around time" "A team's culture has an enormous impact of it's results, and a leader's personality has a huge impact on a team's culture" "When you pay attention to seemingly small details, it can have a big impact of persuading people that your culture is worth understanding and adapting to" "When you're the boss and shit happens, it's your responsibility to learn from it and make a change"

Dodatne poveznice

Goodreads: Radical Candor Amazon: Radical Candor Blackwell's: Radical Candor

Video materijali

  Preuzimanje sažetka

Što je The 52 WRR? To je moja varijanta Weekly Rhythm Registera, autora izvrsne knjige The Compound Effect Darrena Harrdya. O Weekly Rhythm Registeru pisao sam već dva puta: kada sam krenuo i nakon prvih godinu dana. The 52 WRR je godinu dana rafiniranja WRR-a da postane, barem meni, sustav koji je krucijalan za usvajanje navika.

Knjiga koja je gotovo 90 godina u tisku. 90 godina kasnije i dalje je relevantna kao i dana kada je objavljena. I, nesumnjivo, bit će relevantna u idućih 90 godina. Knjiga koju se isplati pročitati. Pročitati više puta. Izdvojiti principe i svako toliko se podsjetiti tih principa. Podsjetiti se principa kada se nađete u teškoj - ili novoj - situaciji. Iz prethodnog paragrafa vjerujem da je vidljivo koliko sam oduševljen. Oduševljen sam s principima koji su, u stvari, zdrava logika. Ali nikada to ne primijetimo dok nisu ovako eksplicitno napisane. Uživajte u sažetku. Ispišite ga. Pogledajte video sažetke. Kupite i pročitajte knjigu. Isplati se. I ponovite sve barem još jednom. I promatrajte kako se odnosi u vašem životu mijenjaju na bolje.

Fundamental Techniques in Handling People

"By criticizing, we do not make lasting changes and often incur resentment" "When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion" "Instead of condemning people, let's try to understand them. Let's try to figure out why they do what they do" "Principle 1. Don't criticize, condemn or complain" "Flattery is counterfeit, and like counterfeit money, it will eventually get you into trouble if you pass it to someone else" "Principle 2. Give honest and sincere appreciation" "So the only way on earth to influence other people is to talk about what they want and show them how to get it" "If there is any secret to success, said Henry Ford, it lies in the ability to get the other person's point of view and see things from that person's angle as well as from your own" "The world is full of people who are grabbing and self-seeking. So the rare individual who unselfishly tries to serve others has an enormous advantage" "Principle 3. Arouse in the other person an eager want"

Part Two - Six Ways to Make People Like You

"You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you" "I have discovered from personal experience that one can win the attention and time and cooperation of even the most sought-after people by becoming genuinely interested in them" "In we want to make friends, let's put ourselves out to do things for other people - things that require time, energy, unselfishness and thoughtfulness" "Principle 1. Become genuinely interested in other people" "The effect of a smile is powerful - even when it's unseen" "You must have a good time meeting people of you expect them to have a good time meeting you" "Your smile is a messenger of your good will" "Principle 2. Smile" "Principle 3. Remember that a person's name is to that person the sweetest and most important sound in any language" "Exclusive attention to the person who is speaking to you is very important. Nothing else is flattering as that" "So if you aspire to be a good conversationalist, be an active listener. To be interesting, be interested. Ask questions that other person will enjoy answering" "Principle 4. Be a good listener. Encourage other to talk about themselves" "For Roosevelt knew, as all leaders know, that the royal road to a person's heart is to talk about the things he or she treasures most" "Principle 5. Talk is terms of the other person's interests" "The law is this: Always make the other person feel important" "Principle 6. Make the other person feel important - and do it sincerely"

Part Three - How to Win People to Your Way of Thinking

"As a result of this, I have come to the conclusion that there is only one way under the high heaven to get the best of an argument - and that is to avoid it" "You can't win an argument" "A man convinced against his will is of the same opinion still" "Principle 1. The only way to get the best of an argument is to avoid it" "If you are going to prove something, don't let anybody know it. Do it so subtly, that no one will feel that you are doing it" "You will never get into trouble by admitting that you may be wrong" "I am convinced now that nothing good is accomplished and a lot damage can be done if you tell a person straight out that he or she is wrong" "Principle 2. Show respect for the other person's opinions. Never say 'You're wrong'" "Say about yourself all the derogatory things you know the other person is thinking or wants to say or intends to say - and say them before that person has a chance to say them" "Principle 3. If you are wrong, admit it quickly and empathically" "The sun can make you take off your coat more quickly than the wind, and kindness, the friendly approach and appreciation can make people change their minds more readily than all the bluster and storming in the world" "Principle 4. Begin in the friendly way" "In talking with people, don't begin by discussing the things on which you differ" "He asked questions with which his opponents would have to agree" "Principle 5. Get the other person saying 'yes, yes' immediately" "Let the other people talk themselves out" "Principle 6. Let the other person do a great deal of talking" "No one likes to feel he or she is being sold something or told to do a thing. We much prefer to feel that we are buying of our own accord or acting on our own ideas" "Principle 7. Let the other person feel that the idea is his or hers" "Remember that other people may be totally wrong. But they don't think so" "Principle 8. Try honestly to see things from the other person's point of view" "Principle 9. Be sympathetic with the other person's ideas and desires" "To put it differently and perhaps more clearly, people are honest and want to discharge their obligations" "Principle 10. Appeal to the nobler motives" "This is the dog of dramatization. Merely stating a truth isn't enough. The truth has to be made vivid, interesting and dramatic" "Principle 11. Dramatise your ideas" "The desire to excel! The challenge! Throwing down the gauntlet! An infallible way of appealing to people of spirit" "The one major factor that motivated people was the work itself" "This is what every successful person loves: the game" "Principle 12- Throw down a challenge"

Part Four - Be a Leader: How to Change People Without Giving Offence or Arousing Resentment

"It is always easier to listen to unpleasant things after we have heard some praise of our good points" "Principle 1. Begin with praise and honest appreciation" "This could be easily overcome by changing the word 'but' to 'and'" "Calling attention to one's mistakes works wonders with sensitive people who may resent bitterly any direct criticism" "Principle 2. Call attention to people's mistakes indirectly" "It isn't nearly so difficult to listen to a recital of your faults if the person criticising by humbly admitting that he, too, is far from impeccable" "Admitting one's mistakes - even when one hasn't corrected them - can help convince somebody to change his behavior" "Principle 3. Talk about your own mistakes before criticising the other person" "A technique like that makes it easy for person to correct errors. It encourages cooperation instead of rebellion" "People are more likely to accept an order if they have had a part in the decision that caused the order to be issued" "Principle 4. Ask questions instead of giving direct orders" "Letting one save face! How important, how vitally important that is!" "Principle 5. Let the other person save face" "Let us praise even the slightest improvement. That inspires the other person to keep on improving" "Remember, we all crave appreciation and recognition, and will do almost anything to get it" "Abilities wither under criticism; they blossom under encouragement" "Principle 6. Praise the slightest improvement and praise every improvement. Be hearty in your approbation and lavish in your praise" "Principle 7. Give the other person a fine reputation to live up to" "Be liberal with your encouragement, make the thing seem easy to do, let the other person know that you have faith in his ability to do it, that he has an undeveloped flair for it - and he will practice until dawn comes in the window in order to excel" "Principle 8. Use encouragement. Make the fault seem easy to correct" "This technique of giving titles and authority worked for the Napoleon and it will work for you" "Principle 9. Make the other person happy about doing the thing you suggest"

Dodatne poveznice

Goodreads: How to Win Friends and Influence People Amazon: How to Win Friends and Influence People Blackwell's: How to Win Friends and Influence People

Video materijali

Preuzimanje sažetka

Smart Growth je kontinuirano učenje. Kontinuirano ponavljanje S Curve of Learning. Knjiga kroz 3 faze S Curve of Learning daje savjete, doduše dosta općenite, što raditi u svakoj od faza: - Launch Point - Sweet Spot - Mastery

Launch point je prva faza učenja i rasta. Faza u kojoj skupljamo informacije. Učimo, površno, o smjeru u koji se upuštamo. Početak, tj. prikupljanje informacija, važan je korak da percipiramo je li to uopće smjer kojim želimo nastaviti. Svaki početak je težak te je stoga ova faza prepuna straha, nesigurnosti i sumnje. Druga faza je tren kada smo svladali dovoljno da se osjećamo sigurni i kompetentni. Vladamo materijom. Ali još uvijek ima prostora za napredak. Tzv. Goldilocks zone. Nije prelagano da nam je dosadno a dovoljno je teško da je i dalje zanimljivo. Treća faza - mastery - je vrhunac. Postignuće. Faza kada uživamo u uspjehu. Ali vrlo lako dovede do dosade. Zato je bitno u ovoj fazi krenuti tražiti nove izazove. Novi S Curve. Knjiga se zove "Smart Growth - How to Grow Your People to Grow Your Company". Vrlo malo, se odnosi na naslov knjige. Taj dio me razočarao. Jako. Djeluje kao da je prerađena knjiga s dodanih par stranica. Ukratko, ništa novo niti revolucionarno. Ništa što bi me motiviralo da ponovo pročitam ovu knjigu. Ima puno kvalitetnijih knjiga na ovu temu.

Introduction

"To want to grow is human" "Leadership has nothing to do with titles and organizational charts... It's about developing people"

Part One - Launch Point

"The explorer phase is when you consider your destination, even if it seems like the destination chose you, as it sometimes does" "To decide if a stretch of terrain warrants further explorations, here's a seven point template of questions I suggest Explorers ask: - Is it achievable? Do I believe I can attain it? - Is it easy to test? Is there an easy way to test whether I want to be on this particular S Curve? If I decide to stay on this S Curve, will my initial pace be sustainable? - Is it familiar yet novel? Is the S Curve of learning I'm exploring familiar enough to be navigable, yet novel enough to promote growth? - Does it fit my identity? Is this S Curve of learning compatible with my identity? Is it compatible with how I see myself and how others see me? - Is the reward worth the cost? Is what I will gain sufficient to offset the tangible and emotional costs of scaling this new S Curve? - Does it align with my values? Is this S Curve of learning aligned with my core values? - Is this my why? Do I understand my why in life and do I understand why I would undertake this new S Curve of learning? Do these two why intertwine?" "Getting smart about growth in this phase involves collection both quantitative data found if facts and the qualitative data born of experience" "Caution is not fear. Caution is data collection, gathering evidence that we are on the right curve" "Be the person who decides where and how you will invest your most valuable resources: your time and attention" "But even those S Curves that we ultimately discard can contribute to our growth. No learning is ever wasted" "This part of the launch phase involves recovering your brain's ability to collect a way a child does: openly, with optimism"

Part Two - Sweet Spot

"We notice pain much more readily than we notice improvement" "Accelerator is the third phase along your S curve of learning" "When you're in the sweet spot, you experience equilibrium: You're competent and things are getting easier, but no so easy that you're bored and complacent" "This stage in your smart growth consists of motivation to grow and the confidence that you can" "Saying no without nagging regret is essential for all of us if we are going to focus and transform" "Allow people on your team to struggle; constraints are tools of creation"

Part Three - Mastery

"At the high end of the S Curve, we are in mastery. Ease displaces effort" "Slow; fast; slow - that is how we grow" "Emotions create habits" "Remember to applaud the little victories" "Perfectionism is the enemy of smart growth for most of us" "Once you've paused to consider what you've learned and how you've grown, it's time to celebrate" "Celebration is the best way to create a positive feeling that wires in new habits" "Learning is the oxygen of human growth. When learning diminishes, so do we" "Smart growth means getting off the mountaintop before the universe gives you the nudge, if you can control that timing" "The sixth stage in your S Curve of learning is Mountaineer: one who embraces the adventure of the climb. As a mountaineer you are dedicated to learning and personal growth" "Plan your next mountain to climb before you stagnate, fall, or get pushed off the summit of your current S curve" "In you're focusing in creating rather than competing, you will always win" "When we can choose the elements in our ecosystem, particularly the human ones, we should"

Dodatne poveznice

Goodreads: Smart Growth Amazon: Smart Growth Blackwell's: Smart Growth YouTube kanal: Whitney Johnson

Video materijali

Preuzimanje sažetka

Microlearning je kontinuirano učenje u malim segmentima. Mali napredak, ali konstantan. Iz dana u dan. Microlearning može vrlo lako postati navika koja kroz period može doprinijeti profesionalnom, i osobnom, rastu. Svaki put do uspjeha počinje istraživanjem područja interesa. Microlearning principi su su idealni za početnu fazu svakog "S Curve" učenja. Ne utroši se puno vremena na temu, već se kroz par kraćih sesija može utvrditi da li je to tema koja nas zanima. Nema ništa lošeg u odustajanju. Štoviše. Oslobađa vrijeme da pronađemo, onaj pravi, interes. Da li je microlearning samo hype ili? Količina informacija i tempo koji se od nas traži sve manje vremena ostavlja za učenje. Brzina kojim se sve mijenja i količina informacija kojima smo zatrpani smanjuje toleranciju koju smo voljni uložiti u učenje u dužim vremenskim intervalima.

Kako sam organizirao svoj microlearning?

Kroz dan, imam dvije sesije micro učenja. Ujutro uz kavu i navečer. Sve ukupno ne "potrošim" više od 30 minuta vremena od cijelog dana. 15-ak minuta ujutro i jednako toliko navečer. Da bi usvojio naviku učenja ove aktivnosti su povezane s drugim navikama. Navikama koje su duboko ukorijenjene u meni. Jutarnja navika je - kava. Uz tu naviku povezao sam, tj. nadodao, naviku gledanja video sažetka knjige, čitanja sažetka knjige i čitanja feeda. Druga, večernja, navika je oko 20 sati. Tad sjednem u fotelju. To mi je okidač da otvorim knjigu koja je na policama odmah do fotelje.

Video sažetak knjige

Svaki dan pogledam 10 minutni sažetak knjige. Nije svaka knjiga vrijedna čitanja u potpunosti. Dosta knjiga nepotrebno širi tematiku da "napuca" stranice, a u konačnici je jedna do tri ključne poruke. A te poruke se lako savladaju gledajući sažetak knjige. Video sažetak je kombinacija animacije, teksta i zvuka. To ga čini interesantnim i efikasnijim za svladavanje.

PDF sažetak knjige

Nakon što pogledam video - pročitam i PDF sažetka te iste knjige. Time dodatno utvrdim naučeno. A često mi se dogodi i da propustim neki dio videa zbog manjka koncentracije. Svima se dogodi da ne mogu biti 100% koncentrirani na zadatak ispred. Ni ja nisam iznimka. Čitanje PDF-a mi omogućava da uhvatim propušteno. U svaki PDF upišem svoj komentar ili osvrt. To nekada može biti i u stilu: "Prodavanje magle" ako to smatram u tom trenutku. Ali upišem i to.

Agregator vijesti

Odustao sam od čitanja portala. Kao i od Facebook i LinkedIn grupa. Ne znam da li ste primijetili da su te grupe prepune Indijaca koji prodaju tečajeve. Užas. Umjesto toga, koristim agregator feedova. A feedeovi su brižno odabrani. Da ih nije previše i da su teme u području interesa i učenja. Svako jutro potrošim 5 minuta da prođem kroz feed. Nekada ne bude niti jednog interesantnog članka. Ali, svako toliko naleti pravi "gold nugget".

Čitanje knjiga

Najjeftiniji oblik učenja. Ali da bi pripao u microlearning kategoriju, ograničio sam količinu koju pročitam svaki dan. Na 4% knjige. To se svede na 10 do 15 minuta čitanja. A u sumi ispadne jedna knjiga mjesečno. Znatno više od - nule.

Pisanje

Pišem svaki dan. Cilj mi je napisati barem jednu rečenicu. Barem jednu rečenicu. Gotovo uvijek je to više od jedne rečenice jer kad krenem teško stanem. Krene inspiracija. Ali pišem svaki dan. Svaki dan razvijam stil i širim vokabular. Učim i napredujem. Stvaram naviku pisanja. 80% svega što napišem u najmanju ruku prepravim na drugom i trećem čitanju. A velik dio toga i obrišem. Ali nije važno, važno je izbaciti TUFD - The Ugly First Draft.

Keep the ball rolling

Navike nije lako steći. Teško ih je i održati. Ništa drugačije nije s navikom mikro učenja. Nemam veliku mudrost za podijeliti. Pisao sam o mojem iskustvu stjecanja navika kao i o sustavu koji mi je pomogao steći i održati navike. Ovo su, prema mojem iskustvu, tri najvažnije.

Povezivanje navika

Nadodavanje navike na postojeću naviku koja je već duboko ukorijenjena, poput ispijanja jutarnje kave, je najbolji način usvajanja nove navike. Ovo je najbolji savjet koji sam pokupio iz knjiga. I savjet koji mi je najviše pomogao. Najviše navika sam stekao i zadržao primjenjujući ovaj savjet.

Quit while you're winning

Stanite dok vam ide. Stanite bez obzira što bi mogli nastaviti još satima raditi to što radite. Navike propadnu najčešće iz dva razloga: ako se ne preskoči dva ili više dana, i ako se pretjera u jednom danu. Taj dan možda će biti zabavno. Možda će biti uzbudljivo. Možda će biti tako i drugi i treći dan. Ali četvrti dan će doći do zamora i inicijalni ushit će nestati a navika se neće stvoriti. Ako se to događa, složite si timer. Alarm koji će vas podsjetiti da stanete. Nema veze ako niste obuhvatili sve što ste zamislili, uvijek postoji sutra.

Minimizirajte distrakcije

Koliko puta ste do sada čuli "Ne možemo to promijeniti, zbog ovog ili onog"? Ili "To smo uvijek tako radili, zašto mijenjati". Ili "Ne možemo tako jer nam brani netko ili nešto". Vjerujem puno puta. Previše. If I had a dime every time someone told me that - I'd be rich. Ali... Može se. Ako netko, tko dobije na upravljanje nuklearnu podmornicu, naoružanu nuklearnim projektilima, vrijednu dvije milijarde dolara, s 200 članova posade kojima je doslovno svaki dan i svaka greška opasna po život, u organizaciji toliko striktnoj, hijerarhijskoj i tradicionalnoj poput Američke Mornarica - može - onda svatko može. Onda nema izgovara za niti jednu organizaciju. Autor ove knjige, David Marquet, dobio je na upravljanje najlošiju podmornicu u floti. I metodama iz ove knjige stvorio je najbolju posadu u floti. Posadu koja je godinama kasnije dobivala najviša odličja za svoje uspjehe. Posadu koja je stvorila najveći postotak časnika u povijesti Američke Mornarice. "Slomio" je tradicionalnu, ne-lomljivu, organizaciju. Nema izgovora. Nema nemogućeg. Naši poslovi, u velikoj većini, ne utječu na potencijalan gubitak života. Rizici promjena koje mi želimo postići neće tragično završiti za 200 članova posade. Niti ćemo izazvati nuklearni rat. I koje je onda vaš izgovor da ne promijenite nešto? Ovo je uvjerljivo najbolja knjiga koju sam pročitao u 2023 godini. I sigurno je u prvih 5 knjiga, ove tematike, koje sam do sada pročitao.

Introduction

"The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders, and, in fact, it's best when we all are leaders"

Part I - Starting Over

"To promote long term success, I had to ignore the short-term reward systems" "If you walk about your organization talking to people, I'd suggest you be as curious as possible" "You are destined to fail. No matter how good you get to avoiding mistakes, you will always have errors on something as complex as a submarine" "Focusing on avoiding mistakes takes our focus away from becoming truly exceptional"

Part II - Control

"I call this organizational clarity, or just clarity. You tackle it by being honest about what you intend to achieve and communicating that all the time, at every level" "How to Embed a Cultural Change in Your Organization Starting Condition: you've had a discussion with your leadership group and identified some sort of cultural change the group mostly agrees to" "When you are trying to change employees' behavior, you basically have to approaches to choose from: change you own thinking and hope this leads to new behavior, or change your behavior and hope this leads to new thinking" "Acting your way to new thinking is a mechanism for control" "Subordinates generally desire to present the boss with a perfect product the first time. Unfortunately, this gets in the way of efficiency because significant effort can be wasted" "A little rudder far from the rocks is a lot better than a lot rudder close to the rocks" "Short, early conversations is a mechanism for control" "If we were excellent and prepared, the drills and inspections would take care of themselves" " 'I intend to..' was an incredibly powerful mechanism for control" "In effect, by articulating their intentions, the officers and crew were acting their way into the higher level of command" "Mechanism: Resist the Urge to Provide Solutions" "Resist the Urge to Provide Solutions is a mechanism for Control. When you follow the leader-leader model, you must take time to let others react to the situation as well" "Mechanism: Eliminate Top-Down Monitoring System" "Don't preach and hope for the ownership; implement mechanism that actually give ownership" "When it comes to processes, adherence to the process frequently becomes the objective, as opposed to achieving the objective that the process was put in place to achieve" "Thinking out loud is a mechanism for control because when I heard what my watch officers were thinking, it made it much easier for me to keep my mouth shut and let them execute their plans"

Part III - Competence

"Control without competence is chaos" "Continually repeat the message is a mechanism for competence. Repeat the same message day after day, meeting after meeting, event after event" "Mechanism: Specify Goals, not Methods" "Specify Goals, not Methods is a mechanism for competence" "Provide your people with objectives and let them figure out the method"

Part IV - Clarity

"Clarity means people at all levels of organization clearly and completely understand what the organization is about" "Building trust and taking care of your people is a mechanism for clarity" "Taking care of your people does not mean protecting them from the consequences of their own responsibility. That's the path for irresponsibility" "Use your legacy for inspiration is a mechanism for clarity" "Initiative means we take the action without direction form above to improve knowledge as submariners, prepare the command for its mission, and come up with solutions to problems" "Innovation means looking at new ways of doing the same thing" "Intimate technical knowledge means that each of us responsible for learning our area of responsibility" "Courage means we choose to do the right thing, even if it may be uncomfortable" "Commitment means we are present when we come to work" "Continuous improvement is how we get better. We continually seek ways to learn from processes and improve them and ourselves" "Integrity means we tell the truth to each other and to ourselves" "We encourage those below us to take action and support them if they make mistakes" "We exercise participative openness: freedom to speak one's mind" "Mechanism: Use Immediate Recognition to Reinforce Desired Behaviors" "The rule for the mentoring meeting was that we could talk only about long-term issues, and primarily people issues" "As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals" "Encourage a questioning attitude over blind obedience is a mechanism for clarity" "The core of the leader-leader model is giving employees control over what they work on and how they work"

Dodatne poveznice

Goodreads: Turn the Ship Around Amazon: Turn the Ship Around Blackwell's: Turn the Ship Around YouTube kanal: Leadership Nudges

Video materijali

Preuzimanje sažetka

Not there yet. Barem ne iz ovoga što sam do sada vidio. Ček i na marketinškim materijalima još niti jedan FinOps alat nije AI enabled. Machine Learning da. AI ne. Postoje neke naznake razvoja AI modela u FinOps alatima ali nije to još na razini drugih AI alata.

Kratak uvod u AI

Umjetna inteligencija – AI (eng. Artificial Intelligence) – pojam je koji je u posljednjih godinu dana dobio vrlo velik publicitet u medijima. Prvenstveno zbog uspjeha ChatGPT alata tvrtke OpenAI. I druge tehnološke tvrtke slijedile su istim koracima i omogućile korištenje svojih AI alata javnosti. Poput Google Bard rješenja. Na osnovu OpenAI modela naslonile su se druge tvrtke sa svojim uslugama, poput Copilot rješenja tvrtke Microsoft. Vjerujem da nema među nama nekoga tko nije probao ChatGPT. Ako ništa drugo iz znatiželje i zabave. Na temu umjetne inteligencije napisane su brojne knjige i snimljeno je mnoštvo filmova. Gotovo uvijek konotacija je negativna. Kao što je slučaj s Terminatorom ili HAL 9000. Međutim, umjetna inteligencija je daleko od prikazane a još dalje od zlonamjerne. U osnovi postoje tri generalne vrste umjetne inteligencije - ANI, AGI i ASI: - ANI tj. Artificial Narrow Intelligence je računalni model koji je specijaliziran za jedno vrlo usko područje rada. Poput igranja šaha, čitanja rendgenskih snimki ili upravljanja autonomnim vozilom. ANI ne može izvršavati zadatke van svog područja rada. - AGI tj. Artificial General Intelligence je umjetna inteligencija koja ima mogućnost izvršiti svaki zadani zadatak. Jednako ili bolje od ljudi. Dodatno, AGI bi trebao kroz rješavanje zadataka učiti, donositi odluke, planirati, apstraktno razmišljati te kreirati nove ideje. - ASI tj. Artificial Super Intelligence je potpuno samostalna umjetna inteligencija koja ima sposobnost ne samo riješiti dani zadatak, nego razvijati samu sebe. Ukratko, sposobna je stvoriti novu inteligenciju te poboljšati svoju. Napredak u umjetnoj inteligenciji trenutno je na razini ANI. Dakle, trenutni modeli sposobni su – manje ili više – rješavati jednu vrstu usko definiranog zadatka. I samo tog zadatka. Primjena jednog AI rješenja na dva područja, u ovom trenutku, neće pružiti zadovoljavajuće rezultate. Naprotiv. Trenutna AI rješenja baziraju se na LLM (eng. Large Language Model) principima. LLM principi zahtijevaju vrlo velike količine podataka na temelju koji AI sustav uči. AI bez velikog seta podataka neće biti u stanju donesti zaključke i dati tražene odgovore. Što je set podataka veći to je rad AI sustava kvalitetniji.

Generative AI

GenAI tj. Generative AI je AI temeljen na LLM modelima s mogućnošću kreiranja (generating) sadržaja. Sadržaja u obliku teksta, slike, zvuka, videa ali i programskog koda. GenAI alati omogućavaju jednostavnu upotrebu korištenjem prirodnog jezika interakcije s istima. Upravo je to razlog zašto je AI tema postala toliko zanimljiva u posljednje vrijeme, iako AI kao područje već godinama postoji i istražuje se. Razlika je što u zadnjim iteracijama, interakcija s AI alatima je jednostavna a rezultat je kreiranje sadržaja koji se lako konzumira. Nije potreban doktorat iz područja AI-a. A perfect storm.

Ima'l tu FinOps?

Iako je hype oko AI teme lagano u opadanju, modeli primjene AI tehnologije se svakim danom sve više stvaraju. FinOps tematika nije izuzeta iz ovog trenda. Sve više alata koji se bave problematikom FinOps-a hvale se AI enabled rješenjem. Ali, malo pomnijim proučavanjem to nije baš tako. To ne znači da AI nema prostora u FinOps metodologiji i alatima. Ima. Gdje bi AI alati mogli pridonijeti FinOps metodologiji? Ovo je moj pogled, kroz FinOps faze, gdje bi se alati mogli u budućnosti razvijati i kako će omogućiti efikasnije upravljanje resursima u Cloud okruženjima.

Inform

Faza identifikacije i vidljivosti u cloud okruženje, od resursa do financijskih parametara. AI alati u ovoj fazi mogu podržati tj unaprijediti: - detekciju neispravno označenih (taggiranih) resursa. Analitikom drugih meta podataka resursa moguće je predlaganje adekvatnih oznaka te potencijalno i automatska korekcija istih - alati za upozoravanje ako su odstupanja viša od uobičajenih (anomaly detection) nisu novost u cloud okruženjima, međutim AI modeli mogli bi samostalno reagirati smanjujući resurse, zaustavljati instance, itd - predviđanja budućih trendova potrošnje resursa (forecasting) mogu najviše napredovati primjenom AI modela kako mogu analizirati daleko veće količine podataka nego je moguće statičnim analitikama

Optimize

Faza korekcije zakupa resursa u odnosu na budžet i stvarnu iskorištenost resursa. Općenito, moguće su tri korekcije: - rezervacija resursa - AI model mogao bi predložiti optimalnu rezervaciju resursa u ovisnosti o iskorištenosti te planu životnog vijeka usluge - smanjenje zakupljenih resursa - pronaći optimalnu instancu između tisuća opcija i kombinacija hardverskih resursa, a u skladu s iskorištenosti resursa te povijesnim podacima istih, nije lagan odabir. AI modeli mogu takve izračune provoditi u gotovo stvarnom vremenu - gašenje instanci kada se ne koriste - analizom iskorištenosti radne memorije, CPU resursa, aktivnosti diskovnog podsustava i na temelju karakteristika mrežnog prometa AI model mogao bi predlagati te gasiti i paliti instance U ovoj fazi GenAI mogao bi pisati, primjerice, Terraform skripte za potrebne korekcije.

Operate

Ne znam. Nisam siguran. I dobro i loše. Mixed feeling. Love-hate. Mislim da ću morati još jednom pročitati ovu knjigu. Toliko je hvaljena i toliko literature se poziva na ovu knjigu da mora nešto biti u njoj. Samo ja to nisam, barem u prvom čitanju, to pronašao. Sve napisano ima smisla ali nije me "kupila". Barem ne još. A možda najviše što me zasmetalo kroz knjigu je ego autora. Ne mogu odrediti točno ali kroz sve primjere u knjizi "izvire" ego autora. Mislim, tko stavlja trademark™ znak na naslove poglavlja i navike... Tako da nije slučajno što sam tako označio nazive navika kroz sažetak. Možda me tako ne dočeka Cease and desist u inboxu 😂 Autor knjige definirao je temeljnih 7 navika koje su podloga za sve druge navike i sve promjene koje želimo postići: - Be Proactive™. Sami birate kako ćete reagirati na ono što vam život nudi. - Begin With the End in Mind™. Birajte svoje kratkoročne, dnevne aktivnosti prema dugoročnom planu. - Put First Things First™. Dnevno planiranje je preusko i kratkovidno. Tjedno planiranje daje bolju širu perspektivu vaših ciljeva i omogućuje fleksibilnost u rješavanju stvari koje će se neizbježno pojaviti. Ljudi su važniji od stvari, stoga planirajte svoje vrijeme u skladu s tim. - Think Win-Win™. Većina života zahtijeva suradnju, a ne natjecanje. Radite zajedno sa suradnicima, prijateljima i obitelji na obostranu korist. - Seek to Understand then to be Understood™. Slušajte s namjerom da razumijete, a ne da odgovorite. Dijagnosticirajte prije propitkivanja. - Synergize™. Cijenite raznolikost u odnosima. - Sharpen the Saw™. Kontinuirano napredujte i educirajte se.

Part One - Paradigms and Principles

"Our paradigms, correct or incorrect, are the sources of our attitudes and behaviors, and ultimately our relationships with others" "If you don't let a teacher know what level you are - by asking a question, or revealing your ignorance - you will not learn and grow" "For our purposes, we will define a habit as intersection of knowledge, skill, and desire"

Part Two - Private Victory

"Habit 1: Be proactive™" "It means that as human beings, we are responsible for our lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and responsibility to make things happen" "If you wait to be acted upon, you will be acted upon" "Proactive people focus their efforts in the Circle of Influence. They work on the things they can do something about" "It is important to immediately admit and correct our mistakes so that they have no power over the next moment and we are empowered again" "The power to make and keep commitments to ourselves is the essence of developing the basic habits of effectiveness" "Habit 2: Begin with the End in Mind™" "If the ladder is not leaning against the wright wall, every step we take just gets us to the wrong place faster" "Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall" "The most effective way I know to Begin With the End in Mind is to develop a personal mission statement or philosophy or creed" "They see it, they feel it, they experience it before they actually do it. They Begin with the End in Mind" "An organizational mission statement - one that reflects the deep shared vision and values of everyone within that organization - creates a great unity and tremendous commitment" "Habit 3: Put First Things First™" "Effective management is putting the first things first. While leadership decides what first things are, it is management that puts them first, day-by-day, moment-by-moment. Management is discipline, carrying it out" "If we don't practice Habit 2, if we don't have a clear idea of what is important, of the results we desire in our lives, we are easily diverted into responding to the urgent" " A Quadrant II organizer will need to meet six important criteria: - Coherence: Coherence suggests that there is harmony, unity, and integrity between you vision and mission, your roles and goals - Balance: Your tools should help you to keep balance in your life - Focus: You need a tool that encourages you, motivates you - A people dimension: You also need a tool that deals with people - Flexibility: Your planning tool should be you servant - Portability: You tool should also be portable" "If we delegate to time, we think efficiency. If we delegate to other people, we think effectiveness"

Part Three - Public Victory

"Self-mastery and self-discipline are the foundation of good relationships with others" "Habit 4: Think Win-Win™" "Win-Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions" "Habit 5: Seek First to Understand, Then te be Understood™" "We have such a tendency to rush in, to fix things up with good advice. But we often fail to take the time to diagnose, to really deeply understand the problem first" "But let me reiterate that the skills will not be effective unless they come form a sincere desire to understand" "Habit 6: Synergize™" "I've come to believe that the key to interpersonal synergy is intrapersonal synergy, that is synergy within ourselves"

Part Four - Renewal

"Habit 7: Sharpen the Saw™" "Sharpening the saw is the first three dimensions - the physical, the spiritual, and the mental - is a practice I call the Private Victory. And I command to you the simple practices of spending one hour a day every day doing it - one hour a day for the rest of your life"

Dodatne poveznice

Goodreads: The 7 Habits of Highly Effective People Amazon: The 7 Habits of Highly Effective People Blackwell's: The 7 Habits of Highly Effective People

Video materijali

Preuzimanje sažetka

2023 godina mi je zaista bila najbolja godina do sada. U svim aspektima. Naročito koliko sam napredovao čitanjem. Koliko sam naučio zahvaljujući pročitanim knjigama. A u 2023. godini sam pročitao i poslušao 48 knjiga. Toliko knjiga nisam pročitao u protekle tri godine sumarno.

2024-ta godina počinje u ponedjeljak. 01.01.2024 je ponedjeljak. Ovaj put nema izgovora. Uvijek je "od ponedjeljka ću". Ili "Evo, od iduće godine ću". Ovaj put se oboje poklapa. Neka vam ova godina krene s The 52 WRR novogodišnjom odlukom. Što je The 52 WRR? To je moja varijanta Weekly Rhythm Registera, autora izvrsne knjige The Compound Effect Darrena Harrdya. O Weekly Rhythm Registeru pisao sam već dva puta: kada sam krenuo i nakon prvih godinu dana. The 52 WRR je godinu dana rafiniranja WRR-a da postane, barem meni, sustav koji je krucijalan za usvajanje navika.

"It's not you, it's the system" kaže James Clear, autor knjige Atomic Habits. I u pravu je u potpunosti. Svatko može usvojiti jednu ili više dobrih navika. Da bi se navike usvojile - potreban je dobar sustav. To je The 52 WRR. Sustav pomoći stvaranju navika. Do WRR-a nisam naišao na sustav koji bi mi pomogao. Probao sam više puta. Bezuspješno. WRR je sustav koji mi omogućava da sam sebi dajem obećanje što ću napraviti. I, najvažnije, da svaki dan vidim napredak. Konzistencija. Mali pomaci. Svaki dan. Danas vam poklanjam The 52 WRR. To je moj blagdanski poklon vama. The 52 WRR je podijeljen na četiri segmenta: - Najvažniji je Weekly Rhythm Register tablica u kojoj vodite svoje željene navike, pratite napredak i uspjehe. - Drugi dio je "To-Do". Taj dio nije bitan za navike. Problem koji meni rješava ovaj dio je da sam zaboravljao izvršiti bitne aktivnosti. Pozitivna posljedica ovog je i da mi je pomoglo da usvojim novu, konstruktivnu, naviku - da zapišem što moram napraviti. - Treći dio je za razne bilješke. Meni to prvenstveno služi za zapisivanje ideja za članke koje bi htio napisati. - Na dnu su citati autora i poznatih osoba, a vezani za navike. Nadam se da će vas motivirati - iz tjedna u tjedan. The 52 WRR možete preuzeti ovdje u digitalnom obliku. Vjerujem da je nekima moguće naporno svaki tjedan pisati WRR tablicu. Ovako samo ispišete cijeli WRR za cijelu godinu. Treba vam najviše 26 stranica papira. Ne brinite za boju. Sive nijanse su tako da nećete trebati boju. A neće se ni potrošiti puno tonera ili tinte. Format je A5 tako da na jedan A4 će vam stati dva tjedna tj. četiri ako se otisne obostrano. Ako imate savjet kako da se ispiše tako da se može formirati u notes, stavite u komentar. Nemam kod kuće pisač pa ne mogu to isprobati da napišem upute :-D Ako vam je draže voditi WRR u digitalnom obliku, javite se da vam pošaljem u Word formatu. Ako trebate savjet kako voditi WRR, i za to me slobodno kontaktirajte. Drage volje ću vam pomoći koliko god mogu. I za kraj želim vam sve najbolje povodom blagdana ;-)

Pojam "uredska politika" uvijek se povezuje s negativnim, i kompetitivnim, odnosima unutar organizacije. Međutim to ne mora biti tako. Uredska politika niti je dobra, niti loša. Uredska politika jednostavno je. Bitno je kako se odnosimo prema sebi i kolegama u tom procesu da bi rezultat bio negativan ili pozitivan. Smatram se introvertom. Shodno zato što moram raditi na tome - je i razlog zašto je ova knjiga završila na listi čitanja. I dok sam svjestan toga i redovno radim na tome da umanjim taj utjecaj, uvijek ima mjesta napretku. Dakle, uredska politika, za mene je isključivo omogućavanje bolje suradnje s kolegama. Prvenstveno u komunikaciji. Sama knjiga je osrednja. Nisam oduševljen. Na puno mjesta se ponavlja dok na drugim - bitnijim temama - nije po meni dovoljno posvećeno pažnje. Ipak, sažetak je tu. Ako vas zainteresira, linkove gdje možete kupiti knjigu su na dnu.

Part I - Mastering the Fundamentals

"The process itself is neither good nor bad, but simply a fact of life - and the morality of the outcome is determined entirely by the motives and goals of the players" "So here's lesson number one: to win at office politics, you must first clearly define your goals" "Sharpening your political ability can increase the odds of accomplishing whatever objectives are important to you, but first you must clearly differentiate between goals and wishes" "Wishes put the focus on what we want them to do. Goals highlight what we can do ourselves" "The beginning of Political Intelligence is the acceptance of certain realities that we will call Organizational Facts of Life (OFOL)" "To excel at office politics, you must understand and accept some fundamental facts: - OFOL #1: Organizations are not democracies - OFOL #2: Some people have more power than others - OFOL #3: Virtually all decisions are subjective - OFOL #4: Your boss has control over much of your life - OFOL #5: Fairness is an impossible goal" "But for political success, you need to stop worrying about how your boss treats you and start figuring out how to relate to your boss" "One sure way to sabotage your career is to become overly concerned with whether everything is fair" "Political Intelligence requires a thorough understanding of the dynamics of leverage, which simply means your ability to get other to do what you want" "Because dramatic leverage shifts can occur unexpectedly, political Winners follow this principle: Never intentionally offend anyone at work" "High-leverage people focus their energy on producing results and building relationships. They concentrate on positive goals and things they can control" "The Power of Results: Delivering results that make you organization more competitive, effective, or efficient is guaranteed to increase leverage, particularly if you manage to amaze or delight key decision makers in the process" "The Power of Knowledge: Developing impressive expertise in your work - no matter what job you hold - will cause people to view you as a source of information and valuable resource" "The Power of Attitude: You can boost your leverage simply by being the type of person with whom other people like to work - consistently friendly, helpful, and cooperative" "The Power of Empathy: Most people appreciate a sympathetic ear" "The Power of Networks: Political Intelligence involves building positive relationships - so it logically follows that Winners increase their leverage by maintaining helpful connections wit as many people as possible" "The Power of Inclusion: Involving others in your decisions, activities, and projects can increase support and produce better outcomes" "The Power of Detachment: Although feeling passionate about your job, too much passion can be dysfunctional" "Politically speaking, your good fortune depends upon both what you do and who you know - or more accurately, who knows you" "True Political Winners always have a strong network of Friends, Partners, and Connections" "Interacting with clones of yourself may feel safe and comfortable, but such exclusiveness severely restricts your opportunities" "Because focused adversaries view you as an impediment, their actions can easily lure you into an ongoing power strugle. You need to resist their temptation" "With focused adversaries, the preferred outcome is to convert them into allies. For this to happen, your opponents must believe that (a) your goals do no conflict with theirs, and (b) cooperating with you might contribute to their own success"

Part II - Avoiding Political Pitfalls

"The most common political games fall into three categories: Power Games, Ego Games, and Escape Games" "Power Game players are either trying to acquire more leverage or flaunt the power they already have" "Control Game players resist direction or advice from others" "All Ego Games are designed to make the player feel smarter, better, or more special than other people" "If you want to commit political suicide, simply start engaging in any behavior that consumes a disproportionate share of management's time and attention" "There are four common causes of career destruction: (1) poorly controlled emotions; (2) a victim mentality; (3) self-centered goals; and (4) foolish reaction to change" "The two emotions that most frequently lead people down the road to ruin are anger and anxiety" "To play the political game, you have to understand power: who has it, how to get it, how to use it. Yet talking openly about power is completely prohibited" "Careful observation and a little detective work can help you determine the values of your own Power Elite members: - Don't just listen to what they ay. Watch what they do - Notice what they like to talk about and how they work - See who gets recognized, praised, or promoted - Ask your boss or connected colleagues - Observe what they change"

Part III - How to Become a Winner

"To achieve any goal, you must have sufficient power" "Enhancing your political power will automatically increase the number and variety of goals that you are able to achieve" "The four P's of politics can help you put together a Political Game Plan to improve the situation: - Power Assessment - Performance - Perception - Partnership" "To become a Political Winner, you must produce results that make the business more successful" "For starters, you need to understand what is particularly important to management, beginning with your boss" "Invisible contributions have no political value" "All Winners recognize that the positive perception of an accomplishment is almost as importan as the accomplishment itself" "Every positive working relationship increases your political power" "Stretching your tolerance zone to accommodate work style opposites will pay dividends beyond better working relationships" "True Political Winners consistently make conscious, intelligent decisions about their behavior" "To become more influential, you must remember this: You always have choices about your behavior" "When you really try to understand other people's points of view, they will frequently reciprocate by listening to yours" "They understand that the more you know about another person, the more influential and helpful you can be" "Downward influence is essential for leaders and managers" "Toward that end, here are some suggestions for managing bosses in a politically intelligent manner: - Accept the fact that your boss has been given the power to direct your activities - Don't expect perfection - Study your boss's management style and figure out what makes her happy - Try to make your boss look good - Never, never, never complain to others about your boss - Give your boss a sincere compliment from time to time - Finally, don't forget the old saying: It's not your boss who protects your job, it's your boss's boss" "If you are a lowly peon who is fortunate enough - or fortunate enough, depending on your point of view - to interact with these exalted beings , the following guidelines may help you keep your sanity: - Don't ever tell executives that they can't do anything - Talk fast - Don't expect specific instructions - Make it happen - Take care of the details - Don't take any abuse personally - Lose your ego - Keep your self-confidence - Hang on to your sense of humor" "When considering colleagues, you should pay special attention to your internal customers - that is, those people who are directly affected by the results you produce" "A leader is someone that people choose to follow" "Hear are some general suggestions for downward influencing: - Realize that you're a manager, not a monarch - Worry about being respected, not being liked - Learn to successful manage the performance of other people - Appreciate the power of inclusion - Help your employees be all that they can be" "Strategy #1. If you are in danger of becoming The Problem, then you need to take remedial action immediately" "Strategy #2. If you are not clear about your goals, then you need to decide what you want" "Strategy #3. If you are not using your energy wisely, then you need to adjust your thinking or your activities" "Strategy #4. If you face opposition in reaching your goals, then you need to manage your adversaries" "Strategy #5. If you don't have the leverage to get what you want, then you need to increase your political power" "Strategy #6. If you have none of the above political issues, then you need to move ahead"

Dodatne poveznice

Goodreads: Secrets to Winning at Office Politics Amazon: Secrets to Winning at Office Politics Blackwell's: Secrets to Winning at Office Politics

Preuzimanje sažetka

Više od 90% tvrtki koje koriste cloud platformu ne upravlja zakupljenim resursima adekvatno. Prema Gartnerovom istraživanju, u prosjeku 30% resursa u cloud okruženjima se ne koristi u punom potencijalu. Znači zakupljeni resursi se plaćaju - ali se ne koriste. Kod tvrtki s manjim cloud footprintom to je 10% dok kod tvrtki s velikim footprintom taj waste raste i do 50%. Što je veći footprint to je teže nadzirati resurse i potrošnju. Pogotovo manualno tj. bez upotrebe alata koji će u tome pomoći. Ako se koriste dva ili više cloud providera ili SaaS rješenja dodatno se otežava adekvatno nadziranje i upravljanje.

Da bi efikasno upravljali resursima u cloud okruženju, potreban je adekvatan alat. Tržište FinOps alata je u eksponencijalnom ratu. Stotine alata je dostupno i nije lako pronaći niti odabrati pravi alat. Ako je i moguće odabrati samo jedan. U startu vrlo vjerojatno bit će dovoljni nativni alati cloud davatelja usluge. Ali, tj. pogotovo, ako se koristi više cloud davatelja usluga to neće dati adekvatne rezultate. FinOps alat je sredstvo automatizacije FinOps procesa. Konačni cilj je pronaći alat koji će automatizirati procese u svim fazama životnog ciklusa: - inform - identifikacija i omogućavanje vidljivosti kako i na što se troše cloud resursi - optimize - pružanje informacija kako je moguće optimalno koristiti resurse, bilo kroz financijski ili infrastrukturno resursni aspekt - operate - upravljanje cloud resursima u skladu s poslovnim zahtjevima i ciljevima organizacije Dugoročno planiranje ključno je da za, primjerice godinu dana, ne krene potraga za novim alatom jer trenutni ne prati zrelost primjene FinOps metodologije i kulture. FinOps faze zrelosti su definirane kao: - crawl - koristi se vrlo malo osnovnih alata za metrike a KPI-evi su elementarni; FinOps principi su poznati kroz organizaciju ali uska skupina ljudi primjenjuje i svakodnevno radi prema FinOps metodologiji; većina aktivnosti se odrađuje ručno - walk - FinOps se koristi u većini organizacijskih jedinica a KPI-evi su konkretniji i s višim ciljevima; automatizacija se počinje primjenjivati - run - FinOps se primjenjuje u svim uključenim organizacijskim jedinicama s vrlo visoko postavljenim KPI-evima; automatizacija se primjenjuje gotovo svugdje Kroz sve faze zrelosti tri su zajedničke teme: osobe uključene u metodologiju, KPI i automatizacije. Shodno, alat bi trebao omogućiti svim personama adekvatne informacije, postavljanje i praćenje KPI-eva te automatizaciju procesa. Automatizacije su, zasigurno, najteži dio koji alat treba provoditi. I nisam još naišao na alat koji će potpuno automatizirano provoditi potrebne promjene. Trenutno, svodi se na preporuke koje je moguće ali nije nužno prihvatiti. Kako FinOps metodologija definira različite persone uključene u FinOps metodologiju, logično bi bilo da su sve te osobe uključene i u odabir alata. Svaka persona u FinOps metodologiji ima svoje zahtjeve od tog alata. Primjerice, nekome će biti važno da vidi u gotovo stvarnom vremenu postotak iskorištenost zakupljenih resursa i trošak istih. Drugome će ta informacija biti irelevantna i zanimat će ga isključivo projekcija korištenja budžeta. FinOps principi temelj su FinOps kulture te kao takvi predstavljaju polazišnu točku za razradu FinOps procesa. Naravno, alat koji podržava FinOps metodologiju trebao bi biti omogućiti: - kolaboraciju timova koji sudjeluju u FinOps procesima - imati mogućnost kvantificiranja cloud potrošnje u odnosu na poslovnu vrijednost, tj. "unit economics" mogućnosti praćenja metrika i KPI-eva - pružiti svim personama adekvatne informacije kako bi zaista svi mogli biti odgovorni za svoj dio procesa - sve relevantne informacije moraju biti omogućene u pravo vrijeme i pravim personama - svjestan je skalabilnosti cloud okruženja Postoje dvije vrste alata: proaktivni i reaktivni. Većina alata su reaktivne prirode. Reaktivni alati uzimaju trenutno stanje iskorištenosti resursa i cijene te prema tim parametrima daju prijedloge ili optimizacije resursa te posljedično smanjenja troška. Proaktivni alati analiziraju promjenu koju se želi provesti i prema toj promjeni računaju kalkulaciju razlike troška. Ultimativan cilj je proaktivan alat. Ali takvi alati su danas rijetki i usko specijalizirani, primjerice rade samo unutar Kubernetes sustava. Neke od funkcionalnosti koje bi trebali takvi alati podržati su: - upozoriti ako će se prekoračiti definiran budžet, po bilo kojem objektu (account, tag, itd) u definiranom vremenskom okviru (7 dana, mjesec dana, kvartal, godina) - upozoriti da resursi koji se kreiraju nisu adekvatno označeni (tag) - upozoriti na nedovoljnu iskorištenost resursa ili neusklađenost resursa u odnosu na definirane KPI-eve - predložit optimalnu instancu traženog resursa a u ovisnosti o povijesnim podacima Nije svaki aplikativni workload u cloud okruženju jednak te time nije moguće na cijeli workload primijeniti ista pravila. Primjerice, ako se promatra tri različite instance u određenom periodu moguće je zamijetiti potpuno drugačije ponašanje. U skladu s zahtjevima i skalabilnom prirodom cloud okruženja potrebno je poduzeti drugačije aktivnosti.

Black Box Thinking knjiga je koju sam pročitao prije godinu dana i koja me motivirala da ponovo počnem intenzivno čitati. Autor je Matthew Syed. Autor i ove knjige. Obzirom koliko me Black Box Thinking oduševila, velika očekivanja su bila za ovu knjigu. I nije razočarala. I Range i Rebel Ideas za temelj kreativnosti i produktivnosti na prvo mjesto stavljaju - raznolikost. Diversity. Pojam Diversity poprilično je aktualna tema u medijima. Međutim, raznolikost radi raznolikosti ne pridonosi organizaciji. Stvaranje raznolikosti samo radi spola, boje kože ili vjerskih uvjerenja ne stvara ništa produktivnije i kreativnije okruženje. I to je činjenica. Raznolikost, primjerice u edukaciji ili prethodnom iskustvu je raznolikost koja čini razliku. Raznolikost koja kreira iznimne - i nadasve neočekivane - rezultate. Raznolikost koja je iza Rebel Ideas. Knjiga je prepuna primjera iz svih aspekata života, povijesnih događaja, organizacija koje nisu postigle očekivane ciljeve zbog nedostatka raznolikosti. Fantastično štivo.

Collective Blindness

"This is a book about diversity, about the power of bringing people together who think differently from one another" "Groups that contain diverse views have a huge, often decisive, advantage" "We have to see things before we can make sense of them" "Teams that are diverse in personal experiences tend to have a richer, more nuanced understanding of their fellow beings" "When you're surrounded by similar people, you are not just likely to share each other's blind spots, but to reinforce them"

Rebels Versus Clones

"A group of wise individuals would almost certainly become an unwise board" "When smart people from a singular background are placed into a decision-making group, they are liable to become collectively blind" "Groups have an inbuild tendency to become clone-like" "We need to address cognitive diversity before tackling our toughest challenges" "Group wisdom emerges whenever information is dispensed among different minds"

Constructive Dissent

"For diversity to work it's magic, different perspectives and judgements must be expressed. It is no good having useful information that never gets aired" "The knowledge guarded by the group when the senior manager is taken out of the project is more than compensated by the additional knowledge expressed by the team in his absence" "No amount of commitment can drive effective decision-making in a situation of complexity when diverse perspectives are suppressed; when critical information isn't flowing through the social network" "Crowds are not always nice. They can become dangerously clone-like" "Groups typically need a leader, otherwise there is a risk of conflict and indecision" "Remember that dominant individuals are mimicked out of fear. Prestigious individuals, on the other hand, are followed out of freely bestowed respect. They are role models"

Innovation

"Recombination is about cross-polination, reaching across the problem space, bringing together ideas that have never been connected before" "Recombination is the leitmotiv of digital innovation" "Stepping outside the walls, however, permits a new vantage point. We don't have new information, we have a new perspective" "Ideas can easily spill over when people are connected with one other" "The severance in the network structure put literal constraints on innovation" "If you want to have cool technology, it is better to be social then smart" "The more people retreated into their silos, the more they perceived new ideas not as opportunities but as threats"

Beyond Average

"To put it another way, averaging diverse predictions is a way of exploiting diversity. Standardising the way people work, or learn, or whatever else, risks squashing diversity" "When instructions are too rigid, everyone suffers" "To put it another way, best practice cannot be established by comparing standard solutions; it also requires the comparison of different kinds of flexibility" "Lean spaces may work on an assembly line with regimented tasks, but not for cognitive or creative tasks" "The uplift of productivity can be divided into two components. The first is the autonomy element. People were choosing rather being directed to. But the second element was shaped not by the act of choosing, but by the power of personalization. They could design spaces that they liked. They could mould the space to their own characteristics"

The Big Picture

"Diversity, in a real sense, is the hidden engine of humanity" "Innovation is about interplay between individuals and the networks they inhabit" "Diversity is not merely the ingredient that drives the collective intelligence of human groups, it is also the hidden ingredient that has driven the unique evolutionary pathway of our species" "Dismantling unconscious bias, then, is not just a powerful first step in creating a fairer system; it is also a first step in creating a more collectively intelligent society" "Another way that cutting edge companies are harnessing diversity is through the use of shadow boards" "Successful collaboration requires a particular attitude. One has to be willing to offer one's insight to others; to share one's perspective; to impart one's wisdom" "It also shows that the most successful givers are strategic, seeking meaningful diversity, and cutting off collaborations if they are being exploited"

Dodatne poveznice

Goodreads: Rebel Ideas Amazon: Rebel Ideas Balckwell's: Rebel Ideas

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Preuzimanje sažetka

Goldilocks Rule naziv proizašao je iz bajke o Zlatokosi (Goldilocks) i tri medvjeda. Priča govori o djevojčici Zlatokosi koja se nađe u domu tri medvjeda. Gladna, prvo proba kašu tate medvjeda koja je prevruća. Zatim proba kašu mame medvjeda koja je prehladna. Na kraju proba kašu djeteta medvjeda koja je "taman". Umorna, prvo legne u krevet tate medvjeda koji je pretvrd. Zatim proba krevet mame medvjeda koji je premekan. U konačnici legne u krevet djeteta medvjeda koji je "taman". Baš kako treba biti. Idealan . Princip Zlatokose - Goldilocks rule - predstavlja idealnu opciju. "Taman" opciju. Predstavlja izbjegavanje ekstrema. Princip Zlatokose primjenjuje se u brojnim znanstvenim i stručnim disciplinama. Od kognitivnih znanosti , medicini, teoriji komunikacija, statistici, itd.

The Goldilocks rule kaže da su ljudi najviše motivirani kada je zadatak, koji moraju napraviti, malo iznad njihovih mogućnosti. Ako je ispod trenutnih mogućnosti, zadatak je pre lagan. Dosadan. Ako je iznad, zadatak je pretežak. U oba slučaju motivacija je niska i u padu. Ako je malo iznad trenutnih mogućnosti onda je u Goldilocks Zone.   Kako primijeniti Goldilocks Rule u svakodnevnom životu i radu? Svaki cilj koji zadajete sebi ili svojim djelatnicima mora biti malo "teži" od trenutnih mogućnosti. Mora zahtijevati malo više truda za savladavanje novih znanja ili rješavanje novog problema. Malo izvan comfort zone. Znanstveni naziv za Goldilocks rule je Yerkes-Dodson Law. Nazvan po znanstvenicima koji su 1908 godine došli do otkrića empirijske veze između pritiska i rezultata .

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