- green field + inherited + reorg
- Jak udelat novy team na prvni dobrou
Why you need a plan
surprises at the prob period, no failures
15%, 3 mo activation morning storming morning performing, triangle and help: manager and tech and prod, nehledat 100% konsenzus
trick: commit to a 3mo audit
perfection, busy oper, tech, no delegat, helping cleaning lady, no satisfaction, friends to all, nehledat 100% konsenzus
m1: Listen and Learn
Symbol: Put Day 90 on your calendar. Get direction about existing issues and goals need to concentrate on first from the direct manager
all the 3 directions: informal 1:1s and peers and stakeholders, regular 1:1s w reports and peers
Meetings: Schedule one-on-one meetings with each team member. Understand their roles, challenges, and aspirations. Feedback: Gather feedback on what's working and what's not. This can be through informal chats or structured feedback tools.
you want to focus on: The career desires and paths for your team What does each person do and what is their skill set What does each person enjoy doing and what do they not enjoy What is going well (strategically and day to day) What makes their job harder (strategically and day to day) Where do they perceive they want or need your help have beer.
Start developing your relationship by meeting with key people and discuss: Engage with peers to understand cross-functional dependencies What is going well with their current relationship with your team What sucks with their current relationship with your team Where do they perceive they want or need your help most If they could change or improve one thing — what would it be?
calendar: 1:1s and meetings
product:strat (dir,vp,cpo), prior, rm, top use cases
Block off time to study up.
visit your customers: int/ext
Engage with team members. Identify key people and engage/build trust.
business model, pricing, competitors
Work very closely with PM to identify the work market, customer needs, and types of required work
w3: Review the delivered goals and adjust to reality or ask for opinion: risk score
Lack of clarity for team priorities, Recent attrition of key players
w4: Petr: team charter
team purpose and delivery check
Start owning your teams focus.
w5 Understand how we work: systems, processes, tools, communication channels
Accelerated learning of the organization structure, processes, dependencies, etc
w6 efficiency check
roadmap focus, roadmap allocation, backlog clarity, failing tests, pipelines, team interruption sources, start closing, priorities level reset, roadmap visualization
w7 1st smaller improvement
w8 Help each person around with a tiny problem
Start owning your teams effieicny.
finish your audit
start a larger improvement
walk the talk
Can you see where you're starting to add value?
ask for books
mastery: Propose improvements timeline coming out of your internal audit.
Resource Allocation: Roadmap contribution, print completion, interrupting elements.
int audit example
ask your team for the sign off and execute your plan CI mindset: Feedback Loop: Establish a regular feedback mechanism. This ensures that you're on the right track and allows course correction.
promotions, career fwrk, hiring..
gather, plan, improve 2-3 mil size improvements per Q. Allocate time. Sell it as experiments. Close the loop and persist it.
link to slides
2 improvements + venue sponsorship for the speaker in return
- trva to 3 mesice. Poslouchat a neprichazet hned s resenima. avoid making sudden changes to demonstrate your skulls or power. Listen. nedelat hned zmeny, aplikovat to co ti fungovalo drive.
- ask for internal/external mentoring: see my link + pic