Podcasts about theory x

Leadership is not only about watching the P&L, balance sheet, cash flow, revenue and profit. Those numbers matter enormously, especially when conditions are difficult, but leaders can become so absorbed in survival that they neglect the people who must deliver the recovery. Effective leadership requires the agility to keep several priorities in motion at once: business performance, cooperation, culture, career development and personal self-control. Why must leaders influence cooperation rather than simply issue orders? Leaders achieve results through people, so cooperation is more sustainable than command-and-control pressure. When the business is under strain, determination, grit and force of will can become dangerous strengths. The leader starts pushing harder, communicating from on high and assuming that one perspective—the leader's own—is enough. That may produce short-term compliance, but it weakens ownership, trust and discretionary effort. A leader only has value in relation to the organisation and the people who constitute it. The real task is therefore to influence others to cooperate toward a desired result, not merely to demand obedience. Servant leadership is easiest to discuss when conditions are comfortable; it is tested when revenues are falling, cash is tight and everyone is tired. In those moments, leaders need to explain the goal, involve people in the path forward and make cooperation feel purposeful rather than compulsory. Do now: Replace one directive this week with a conversation that clarifies the outcome, invites input and builds shared ownership. How does a leader's personality shape organisational culture? A leader's attitudes, emotional control and assumptions about people are constantly transmitted into the culture. Leaders bring their whole personality to work: hopes, fears, values, impatience, humour and bias. When business is going well, it is easy to appear positive, tolerant and encouraging. The harder test comes when the organisation is facing chaos, missed targets or serious risk. Negativity at the top quickly permeates the team. Douglas McGregor's Theory X view of motivation described leaders who focus on shortcomings and become detectives searching for faults and failures. That mindset affects how people are treated and what kind of culture develops. Leaders do not need to pretend that everything is fine, but they do need the discipline to remain calm, fair and constructive. Sometimes leadership requires an actor's composure: appearing steady enough to help others think clearly, even when the leader is deeply concerned underneath. Do now: Before reacting under pressure, ask what emotional signal your behaviour will send to the organisation. Why should organisational goals and individual career goals be aligned? Performance improves when the organisation's ambitions and each employee's career goals can grow together. Leaders naturally have their own goals, incentives and ambitions, so pretending that self-interest does not exist is unrealistic. The higher standard is to pursue business outcomes while also taking a genuine interest in the growth of subordinates. That requires time. Leaders need to understand what motivates each person, what skills they want to build, what responsibilities they seek and what success means to them. Only then can the leader look for ways to connect individual aspirations with organisational priorities. In many cases, the two can be blended: a new project can build capability, a stretch assignment can support succession, or a cross-functional initiative can advance both enterprise performance and personal development. The details are rarely effortless, but creating that alignment is one of the clearest marks of leadership excellence. Do now: Ask each direct report what progress they want to make over the next twelve months, then connect it to a real business priority. What is a leader's responsibility for developing people? A central leadership responsibility is to help people become capable of producing important results. Developing people is not a soft extra that sits beside the real work; it is part of the real work. Organisations succeed through capable people who can make decisions, solve problems and recover from setbacks. That means leaders must coach, delegate, provide feedback and create opportunities to practise. Development also requires patience because growth is rarely tidy. The Japanese expression hanmen kyoshi means learning from a negative example, and that example may be another person or ourselves. Leaders who openly learn from their own mistakes make it safer for others to learn as well. By contrast, a leader who excuses personal errors but punishes subordinate errors creates a toxic double standard. Accountability still matters, but it should be applied consistently and used to strengthen judgement rather than merely assign blame. Do now: Turn one recent mistake into a structured learning conversation: what happened, what was learned and what will change next time? How should leaders treat failure when the stakes are high? Leaders must distinguish between careless failure and intelligent failure, while applying the same standards to themselves and their teams. Innovation, transformation and difficult decisions all carry risk. If every setback is treated as proof of incompetence, people will hide problems, avoid experimentation and wait for permission. Yet saying "we never fail, we only learn" is meaningless unless leaders apply that philosophy when the financial consequences become serious. The real test comes when large numbers, client relationships or reputational risks are involved. Leaders should examine whether the decision process was sound, whether assumptions were reasonable, whether warning signs were ignored and whether the lesson is being captured. They should also ask whether they would judge themselves by the same standard. Integrity, credibility and trust depend on this consistency. Generosity toward failure does not mean abandoning accountability; it means ensuring that accountability produces better future performance. Do now: Review one failed initiative for decision quality, not only outcome quality, and document the lesson for future teams. How can leaders read their own 'air' during difficult times? Leaders need enough self-awareness to recognise what is happening inside themselves before it distorts what happens around them. The Japanese phrase kuki wo yomu means reading the air: noticing what is really happening in a room beyond the visible surface. Leaders often try to read everyone else—the mood, resistance, hesitation or hidden concern—but fail to read their own internal atmosphere. Under pressure, fear may appear as aggression, uncertainty as over-control and fatigue as impatience. A short pause can prevent those emotions from becoming organisational signals. Self-reflection is especially important when leaders are juggling numbers, people, clients and operational risk at the same time. The four essential undertakings—building cooperation, managing personal impact, aligning goals and developing people—provide a practical check on whether leadership perspective has narrowed too far. Reading your own air is not self-indulgence; it is a way to protect the quality of judgement and the health of the team. Do now: In your next difficult meeting, pause and name your internal state before you speak or decide. What should leaders remember? Sustainable performance comes from combining financial focus with disciplined attention to people. Leadership becomes most visible when conditions are rough and tough. Financial discipline remains essential, but numbers alone cannot produce cooperation, resilience or growth. Leaders need to manage their own impact, connect organisational goals with individual aspirations, develop people through both success and failure, and regularly examine what pressure is doing to their judgement. The strongest leaders do not choose between performance and people. They understand that sustainable performance is delivered through people. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese. Greg publishes daily business insights on LinkedIn, Facebook and X, hosts six weekly podcasts, and produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews on YouTube.

A conversation with Stephan Scholten and Cesario Ramos on transparent salaries, self-organized teams, peer-driven assessment, and what it really takes to design an HR function around people rather than processes.Most organizations claim to put people first. Their HR systems tell a different story. In this episode of the Scrum.org Community Podcast, host Dave West speaks with Stephan Scholten, Director of People and Organization at Visma Roxit and Cesario Ramos, creator of Creating Agile Organizations, about what happens when you actually redesign HR from the ground up with agile principles at its core.Stephan and Cesario discuss the radical steps Visma Roxit has taken: eliminating team leaders in favor of self-organization, opening up salary structures for collective input, and running peer-driven assessment processes that give employees genuine ownership over how their roles and compensation are defined. They explore the Theory X versus Theory Y tension that surfaces in nearly every organization attempting this kind of change, the slow and deliberate trust-building required before transparency can work, and how the arrival of AI fits into a system already designed around human interdependence and collective performance.Whether you are an HR professional, an agile coach, or a leader looking for a real-world example of empowerment done seriously, this conversation offers both inspiration and practical starting points.You can learn more about this story in the whitepaper titled Designing HR for Agile Organizations.

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DAY 3 of **40 Days to PMP Exam Success 2026** focuses on one of the most important responsibilities of a project professional: **leading the project team**.Everything rises and falls on leadership. In today's session, we examine what effective leadership looks like across predictive, Agile, and hybrid project environments—and how these concepts may appear on the 2026 PMP exam.Today's breakdown covers the seven key enablers of leading the project team:✅ Establish expectations at the team level✅ Empower the team✅ Solve problems collaboratively✅ Represent the voice of the team✅ Support varied experiences, skills, and perspectives✅ Determine the appropriate leadership style✅ Establish clear roles and responsibilitiesYou will also learn:• How team charters, social contracts, and ground rules establish the operating culture• How to use RACI to clarify ownership and decision-making authority• The difference between an issue, problem, impediment, obstacle, and blocker• How to apply the DIGIVE problem-solving framework• Why leadership is based on influence—not merely position or authority• How leadership differs across predictive, Agile, and hybrid environments• The role of the project manager as the organizational bridge in hybrid projectsWe also break down several major leadership and motivation models, including:

Why do so many Lean implementations struggle or fail to stick? Thomas Cox and Andre DeMerchant join me to work through that question using a verbal A3. Thomas Cox is a management bench builder, co-founder of the Transformative Leadership Lab, and a certified Harada Method coach trainer. Andre DeMerchant is president of DeMerchant Healthcare Solutions and a former Toyota team member who started as a forklift driver at Toyota Motor Manufacturing Canada and rose to manufacturing manager. He's also a returning guest from episode 307. The core idea: Lean asks people to surface problems, admit mistakes, and stop the line without fear. That requires psychological safety, and psychological safety has to exist before Lean gets rolled out. It can't be created by the rollout itself. Drawing on Chris Argyris, Thomas frames the problem as Model 1 behavior (controlling, self-protective, blame-oriented, closed off) versus Model 2 (calm, curious, empathic, non-defensive). Under pressure, most leaders default to Model 1, which is the opposite of what Lean needs. Along the way we get into Andre's contrast between meat-packing management meetings (where having no problems was the goal) and Toyota meetings (where showing up without a problem marked you as the person who didn't understand the work). We also talk about Alan Mulally banning sarcasm at Ford, Mark Fields reporting red and getting applause instead of fired, the carrot-and-stick fallacy, McGregor's Theory X and Theory Y, and the uncomfortable question of whether consultants succeed because of method or because they cherry-pick clients. Thomas and Andre have published their A3 as a living document and built an assessment for gauging how close a C-suite is to the preconditions Lean needs. Links in the show notes. Episode page with links and more  Companies and people referenced: Toyota, Ford, General Motors, Kimberly-Clark, Salem Health, W. Edwards Deming, Chris Argyris, Douglas McGregor, Peter Senge, John Shook, Norman Bodek, Jim Prinzing.

Welcome to a new season of Our Agile Tales. We have brought back Bjarte Bogsnes, Chairman of Beyond Budgeting Round Table, and is a popular international business speaker and Beyond Budgeting coach. He is an award-winning author and long-time champion of more adaptive human organizations. In this series of episodes, Bjarte reflects on 25 years of management innovation and the evolution of Beyond Budgeting far beyond its financial origins.Our episode starts with a refresher on what Beyond Budgeting is, and why it is so often misunderstood as "just a finance thing." From there, we explore how deeply traditional management assumptions shape behavior, trust, and decision-making inside organizations. Bjarte uses metaphors, real-world examples, and decades of experience to explain why many well-intended Agile and Lean transformations stall or fail if they don't address and rethink the management processes. We dive into Theory X and Theory Y, the hidden damage caused by fixed targets and calendar-driven planning, and how separating targets, forecasts, and resource allocation can fundamentally change behavior. Throughout the episode, Bjarte makes the case that true business agility requires coherence and alignment between leadership principles and management systems. Without this alignment, successful long-term transformations will not be achieved.Key topics and approximate timestamps00:00 – Introduction to Our Agile Tales01:52 – Why Beyond Budgeting is not about finance—and why the name still matters04:30 – Challenging traditional management assumptions: trust and predictability07:10 – Leadership principles vs. management processes: where companies break coherence10:00 – Why Agile and Lean need Beyond Budgeting to scale at the enterprise level13:21 – Theory X and Theory Y: how beliefs about people shape management models16:40 – The problem with combining targets, forecasts, and resource allocation18:30 – Gaming, sandbagging, and unintended consequences of budgeting systems20:24 – What's wrong with traditional targets—and how relative targets change behavior23:10 – Moving from calendar-driven planning to business- and event-driven rhythms26:00 – Continuous decision-making as a Beyond Budgeting version of continuous delivery28:29 – Closing reflections and broader implications for adaptive organizationsAbout Bjarte BogsnesBjarte Bogsnes is the Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, where he distills nearly three decades of real-world experience challenging traditional budgeting, targets, and control-based management.Bjarte's work demonstrates how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability. The result is creating companies that are not only more responsive but also more human.You can follow Bjarte Bogsnes at https://www.linkedin.com/in/bjarte-bogsnes-41557910/Our music is from https://www.purple-planet.com.Visit us at https://www.ouragiletales.com/about

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews. 

Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55How do you motivate, coach, or lead someone younger—without sounding critical, nagging, or controlling?We've all heard the stereotypes:“Young people don't care.”“They're entitled.”“They can't take feedback.”But what if those assumptions are what's really getting in the way of growth, engagement, and connection?In this episode, I talk with Dr. David Yeager, professor of psychology at the University of Texas at Austin and author of the bestselling book, 10 to 25: The Science of Motivating Young People.David's groundbreaking research—conducted with Carol Dweck, Angela Duckworth, and others—reveals how the right balance of high challenge and high support can unlock potential in the next generation and foster a learning culture where people feel valued, respected, and inspired to grow.Together, we explore the “mentor mindset”—a practical approach to coaching and intentional leadership to help young people move from compliance to engagement and step into their full potential — and how you can provide feedback that creates connection and motivation, not conflict.Whether you're a parent, coach, teacher, or organizational leader, you'll walk away with actionable insights to cultivate a continuous learning mindset and inspire empowered growth. YOU'LL LEARN:How to lead with the mentor mindset to create a “learning zone” that combines high expectations with high support, empathy, respect and belief in people's capability ​​What the “mentor's dilemma” is—and why both the enforcer mindset (high challenge, low support) and the protector mindset (high support, low challenge) fall shortHow great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rulesThe power of transparency and labeling your intent when giving feedback to build trust and clarityThe link between McGregor's Theory X and Theory Y management mindsets and the mentor's dilemma, and how these leadership mindsets show up in organizations such as Microsoft, GE, McDonald's, and WalmartABOUT MY GUEST:David Yeager, PhD, is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is the author of, 10 to 25: The Science of Motivating Young People, and best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/54 Check out my website for resources and ways to work with me KBJAnderson.comConnect with David Yeager: linkedin.com/in/david-yeager Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out David Yeager's book 10 to 25: The Science of Motivating Young People: A Groundbreaking Approach to Leading the Next Generation—And Making Your Own Life Easier: amazon.com/10-25-Motivating-Groundbreaking-Generation Reach out to learn more about the Athena App: https://txbspi.prc.utexas.edu/Join The Power of the Mindset Masterclass: https://www.masterclass.com/classes/power-of-mindsetSubscribe to my newsletter: kbjanderson.com/newsletter TIMESTAMPS FOR THIS EPISODE:02:23 The misconceptions about young one that led to David's research04:23 What the mentor's dilemma is and how to overcome it05:53 The disconnect with giving and receiving feedback 07:43 Other alternatives to what mentorship can really be for young ones09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood10:50 The difference between the enforcer and protector mindset11:32 The mentor's dilemma in withholding feedback or being too supportive12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes14:02 Characteristics of the protector mindset includes low standards, but high support16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead 19:16 The conflicts between protector and enforcer mindsets21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support28:44 Difference between intellectual rigor and logistical rigor30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive43:47 The Athena App created with Carol Dweck to help managers deal with conflict45:41 The misalignment between the real experience in working in serving customers and what managers really need46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions47:55 The importance of transparency in leadership to collaboratively troubleshoot issues49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support50:41 Asking questions and providing encouragement to be a better leader51:28 The power of labeling and making your intentions clear when giving feedback52:37 Question to reflect on to shift into a mindset mentor Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55

What's the #1 frustration most lean and continuous improvement practitioners face?It's something that I bet you've felt too, no matter how passionate you are about the work, no matter what you call it: lean, agile, continuous improvement, operational excellence, or DevOps...Too often, we struggle to clearly explain what we actually do as CI change leaders and why it matters. And when you can't articulate the deeper value of lean or OpEx, it's hard to get the buy-in needed to lead the organizational transformation you envision.In this episode, I take you inside a qualitative survey of 100+ change leaders—from internal continuous improvement practitioners and leaders, to external consultants and coaches, executives and operations leaders—on what draws us to this field of organizational improvement, what fuels our passion, and what holds us back from the impact we know is possible.Before listening to this episode, take a moment to reflect on:What lights you up about your work?What's the top challenge you keep running into?If you love lean and continuous improvement and are ready to overcome the frustrations holding you and your organization back from real transformation, then this episode is for you.YOU'LL LEARN:Three things we love the most about this work as continuous improvement and lean change leadersThe #1 frustration holding you back (hint: it's not about the tools or frameworks)Why a shift from McGregor's Theory X (command and control) to Theory Y (empowered problem-solving) management mindset is critical to your impact—and why lean efforts fail without itThe paradox of trying to influence deeply ingrained management and leadership beliefs and behaviorsThree practical ways you can start changing both the story and the system IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/52Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Hear how Gustavo influenced significant business results after participating in my Japan Leadership ExperienceTIMESTAMPS FOR THIS EPISODE:03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner03:53 Top three things that light us up and fuels our passion03:58 [FIRST] Problem solving that directly impact people's ability to work meaningfully04:51 Survey examples of what leaders love about solving problems06:16 [SECOND] People development and empowerment07:07 Survey examples of what leaders love about empowering people to solve problems08:50 [THIRD] Tangible and meaningful impact09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems10:46 Change leader's frustration: leadership buy-in 12:57 The deeper truth in what's stopping us from leading real organizational transformation13:18 Challenges in changing mindsets and shifting behaviors in an organization13:42 The meaning of Douglas McGregor's Theory X and Theory Y and the relationship to lean16:00 The paradox in changing mindset management and leadership for change leaders17:12 Three practical tips to shift shift the story and the system17:18 [FIRST] Acknowledge the size of the challenge18:07 [SECOND] Speak the language of business19:07 One of the best examples of how a leader effectively led change through influence 20:54 [THIRD] Pair technical process improvement skills with influence and human-focused skills22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact23:54 Take the next step in expanding your influence skills

In this thought-provoking episode of the Mob Mentality Show, we are joined by Ariel Pérez to explore the fascinating intersection of Complex Adaptive Organizations, Organizational Topologies, and the FAST Agile Framework. Together, we dive into the challenges and opportunities of modern software development and organizational dynamics, offering actionable insights for leaders, teams, and anyone navigating complexity in their work. Highlights from the Episode... Complex Adaptive Organizations and FAST Agile: Manufacturing vs. Software Development: Why building the same product repeatedly differs from creating custom software . Complexity Theory in Software Development: How unpredictable side effects shape outcomes and the pursuit of predictability in organizations. Fixed Scope and Fixed Date: Are they real business needs, or just external motivators? What are their long-term impacts on quality and delivery? Theory X vs. Theory Y (management theories): How a leaders' management principles and practices influence autonomy, trust, and collaboration. Dynamic Teams in FAST Agile: The pros and cons of adapting teams dynamically to match work needs versus forcing work into rigid team structures. Story of Transitioning to FAST: A tale of initial resistance to the FAST Agile approach and the eventual embrace of its benefits. Building a Culture of Experimentation and Learning: Experimentation as a Foundation for Innovation: How to test hypotheses in product development and team practices without compromising quality. From Fear to Trust: Encouraging experimentation in new teams or under new leadership while creating safety for bold ideas. Practical Experiments: Implementing small feature flags, A/B testing (comparing two versions in production), and time-limited trial runs to foster innovation. Respect and Radical Candor: Building trust through open communication, mutual respect, and the occasional dose of healthy banter

In this episode of the Leading in Dentistry podcast, Dr. Wes Eggett shares an exclusive clip from his 90-Day Leadership Development Program, offering insights that will transform how you approach leadership. Dr. Eggett introduces the concept of "leading musically," where leadership transcends technical correctness to create a more authentic and impactful connection with your team. Drawing on real-world examples, he illustrates how bringing personal passion and heart to leadership makes all the difference in team engagement and morale.Additionally, Dr. Eggett discusses Simon Sinek's "Start with Why," challenging leaders to identify the deeper purpose behind their work. He also unpacks Douglas McGregor's Theory X and Theory Y, highlighting how a leader's assumptions about their team can shape outcomes and behaviors. Tune in to discover how to elevate your leadership by balancing practicality with purpose, creating an environment where both you and your team can thrive.Music from #Uppbeat (free for Creators!): https://uppbeat.io/t/matrika/funk-style - License code: KUYOIZCBFCF1FOMP https://uppbeat.io/t/roo-walker/bolt - License code: RS1AU6Y5DGD5A3H8.

This Episode we're heading back into the vaults to bring you the unabridged version of our fantastic and extremely popular interview with Bec McKeown, a chartered psychologist with extensive experience in carrying out applied research for organisations including the UK Ministry of Defence and the founder and director of Mind Science, an independent organisation that works with cybersecurity professionals.Ever wanted to know the psychology behind cybersecurity? Bec takes us an a fascinating journey into the mind as we get acquainted with a smorgasbord of psychological concepts to help you understand your cybersecurity posture - especially during a dreaded cybersecurity incident!Key Takeaways:The curse of knowledge: Understanding what it's like to not understand cybersecurity from a technical perspective can be an advantage in helping you communicate better. By putting yourself in the shoes of the listener, you can convey complex ideas in a way that is easy to understand and relatableMicrolearning: Nobody wants to sit in training for three hours! Microlearning helps by breaking up information into bite-sized chunks that are easy to digest. It's also important to account for different learning styles and provide information in various formats.Amygdala hijacking: Cybercriminals leverage amygdala hijacking, which occurs when the amygdala activates the fight-or-flight response when there is no serious threat to a person's safety. It's essential to recognize the contextual cue that led you to act that way and develop strategies to deal with it before it happens.Awareness does not equal change in behaviour: One size doesn't fit all, and quantitative is usually valued over qualitative, which needs to change.Focus on Impact Skills, Not Just Technical Knowledge: Decision-making, communication, and collaboration are the foundational skills needed to navigate complex cyber threats.Show NotesImmersive LabsBec's Article in Immersive Labs on Workforce ResiliencyChristian Hunt's episode - Compromising PositionsArticle on Theory X and Theory Y - Mind ToolsInfluence by Robert CialdiniActionable Gamification - Yu-Kai ChouKirkpatrick Model - Mind ToolsCopywrite movies. Privacy is a Crime VideoThe software Lianne used on her tabletop exercise to get anonymous responses: Mentimeter and SlidoAbout Bec McKeownBec McKeown CPsychol is the Founder and Director of Mind Science, an independent organisation that works with cyber security professionals. She helps businesses to advance the human aspect of system resilience, so a collaborative culture of innovative thinking and an agile threat response becomes the norm.As a Chartered Psychologist with extensive experience of carrying out applied research for organisations including the UK Ministry of Defence, Bec has gained a unique perspective on the ways humans react in times of crisis. She works at both operational and strategic levels, with a focus on situational awareness, decision-making and problem-solving in complex environments.LINKS FOR Bec McKeownBec's LinkedInMind Science LTD

Powerful insights often arise when leaders question the traditional norms of leadership. In this episode, we delve into the concept of leaderless teams and explore the shift from traditional to non-traditional leadership approaches. Join host Winnie da Silva as she engages in a transformative conversation with Dr. Debra France, an expert in organizational practices and leader behaviors that foster innovation. How can leaders balance power over and power with their teams? Winnie and Debra uncover the key insights in this intriguing discussion.Leaderless Teams: Exploring the concept of leaderless teams and how it fits into modern leadership and understanding how to empower team members to make decisions on their own.Traditional Leadership: Definition and characteristics of traditional leadership in organizations.Non-Traditional Leadership Approaches: Discussing alternatives to traditional leadership, including leaderless teams, in today's complex corporate environment.Experience and Background: Dr. Debra France's background and experience in leadership development and organizational practices and how it aided her in helping leaders.Innovation and Strategic Thinking: Importance of fostering innovation, strategic thinking, and exploring futures in leadership to futher the goals of teams and organizations.Power Over vs. Power With: Contrasting the concepts of power over management (illusion of control) and power with management (create the environment for greatness) in leadership approaches.Theory X and Theory Y: Understanding the motivational theories of Theory X, which includes cajoling, and Theory Y, which is more intrinsically motivated, in the workplace.Trust and Collaboration: Building trust and fostering collaboration in teams to enhance productivity and job satisfaction.ResourcesDr. Debra France on LinkedIn

You've probably heard of the adage that too much of a good thing can actually be bad. It turns out, even something as beneficial as psychological safety in the workplace might have its drawbacks. In this episode, Dr. Peter Cappelli, Management Professor and Director of the Center for Human Resources at the Wharton School of Business, reveals surprising research findings about the potential downsides of positive psychology, like how it can hurt performance, especially in non-creative jobs. We also discuss how to balance fostering creativity with maintaining accountability, tools to measure psychological safety, and historical insights like Douglas McGregor's Theory X and Theory Y. You'll learn how to improve your team's performance while keeping them engaged and accountable.   ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/

Ryan Anderson is Vice President of Global Research and Insights at MillerKnoll leading research and providing workplace strategy and application design advisory services. He also hosts MillerKnoll's “About Place” podcast. With much experience at the intersection of workplace research, innovation, and technology, Ryan discusses evolving working needs un/tethered by technology. He explains how urban landscaping concepts support human-centric office-based design. Ryan recommends incremental office improvements to match evolving work needs and change management to support any facility update.     TAKEAWAYS   [02:19] A random decision to study marketing, however Ryan finds he loves the audience focus.   [03:55] In furniture product development, Ryan finds the commercialization process tough, but learns a lot.   [04:24] Ryan is drawn to the conceptual phases, empathizing to understand unmet needs.   [06:07] How West Michigan has a concentration of workplace design companies.   [06:54] Ryan grew up thinking furniture was boring but learns how much more there is to it.    [08:35] In Chicago, Ryan meets his wife and studies purpose-driven business and ethics-based leadership.   [10:27] Ryan transitions to a corporate/design role as technology integration changes work settings.   [11:19] Commercial interior design and Ryan respond to employees' new technology setups.   [13:14] A history lover, Ryan describes key design people and an office landscape movement.    [13:37] The fascinating use of urban planning principles for office landscaping.   [14:30] Desk-based workers' needs drive workspace planning and fuel industry growth.   [15:00] The original goal of the cubicle—to provide workplace variety!   [16:08] Workspaces need to evolve to keep in tempo with work.   [17:07] Tech trends dictated earlier workplace constraints and are now releasing us from them.   [18:36] Understanding evergreen needs while envisioning and maturing ideas through experimentation.   [20:00] Ryan moves company to align with designing for the tech user not the technology.    [21:42] Mid-2010's, The Living Office anticipates and amplifies the consumerization of technology.   [22:52] Partnering with big tech companies to revisit office landscaping for the modern era.   [23:40] Exploring ‘prop tech' – the technological evolution of the building – smart buildings.   [24:30] Sensors and other tech enhancements start to personalize office experiences.   [25:00] The SaaS business model interest Ryan who joins a fast-growing prop tech venture.   [26:18] Ryan shifts focus to changing digitized work experiences rather than tech integration.   [26:59] The workplace ‘product' must support diverse teams' evolving digitalized work needs.   [31:08] Douglas McGregor's framework of Theory X and Theory Y management.      [32:45] With distributed work, designing spaces to supervise work is unrealistic.   [33:58] Community building and urban planning are enabling an ecosystem of people.   [34:51] Optimizing for office-based work activities, such as for longer form collaboration.   [35:53] What do offices best provide – structured collaboration and focused concentration?   [37:03] Understand teams operating in a facility to address their changing activities and needs.    [38:25] Not many organizations are supporting their employees' home working settings yet.   [39:51] The prospect of major projects and expensive capital are stalling renovation plans.   [42:03] Service As A Space concepts also involve investing in space that evolves over time.   [43:55] AI has the potential to create safer, healthier, smarter buildings.   [44:56] The possibilities of AI tools to augment the design process.   [48:28] Work is best determined by a social contract that's beneficial not location-based or too restrictive.   [49:52] Ryan shares how his team updates their team working agreement protocols.   [50:49] Rewind assumptions to consider old and new ideas to support teams' needs.   [51:10] Neighborhood-based planning allows connectedness, attachment, and scalability.    [54:18] New office landscaping uses neighborhoods similarly to 15-minute cities.   [55:00] Why strong and weak ties matter.   [50:49] IMMEDIATE ACTION TIP: Real estate strategies follow talent—so develop incremental office improvements that purposefully encourage connection and interaction. Create in-office neighborhoods to support teams' sense of community and belonging with flexibility for regular updates responding to evolving work needs.     RESOURCES   Ryan Anderson on LinkedIn MillerKnoll's website MillerKnoll on Instagram HermanMiller on Instagram Knoll on Instagram HMInsightGroup on X MillerKnoll on X Douglas McGregor's framework of Theory X and Theory Y     QUOTES (edited)   “We're all looking at what is the post desktop, post cubicle era of working looks like.”   “You design for the technology user, not the technology. You have to understand the patterns of behavior, even though the tool sets evolve.”   “Recognizing that our work experiences are increasingly becoming digitized and virtual, the work is becoming digital, but that we're physical beings and physical spaces. We need to figure out how to allow people to exist in these physical spaces and use those tech tools in a really healthy, fun, productive way.”   “Facility managers and corporate real estate leaders are product owners that own the product—the workplace. The focus is on helping them better understand their teams, the diverse nature of those teams, the evolving nature of the work, and trying to conceptualize a space that gets better over time.”   “Regardless of your inherent perspectives on management, the thought of using a space to supervise work in an era of digitized distributed work is extremely unrealistic.”   “What can this space do to help our employees to collaborate in new ways, offer them experiences they can't have at home. That is a healthy and better approach. It's just complicated. It's more complicated than saying, well line 'em up in rows so that I can watch them effectively.”   “It's urban planning. We're taking these principles, we're bringing them inside the building. We're enabling an ecosystem of people.”   “Any facilities project is a change management project, and any real estate strategy has to follow talent.”

In this insightful episode of "Manager to Manager," host Kamaria sits down with Phil Nahajewski, a seasoned CFO and partner at the Florida CFO Group, to explore the delicate balance between achieving business results and maintaining strong relationships with team members. Phil shares his journey from a results-driven manager to a well-rounded leader who values both performance and people. Join us as we delve into: The importance of Theory X and Theory Y in management. Phil's personal stories and experiences that shaped his leadership style. Strategies for maintaining balance during both prosperous and challenging times. How to leverage strengths-based management to enhance team performance. The role of humor and positivity in the workplace. Phil's practical advice and engaging anecdotes provide valuable insights for managers at all levels, especially those navigating the complexities of today's business environment. Don't miss this episode if you want to learn how to lead with both your head and your heart. Tune in to discover how to be a 10/10 leader in both results and relationships! Show Notes: Connect with Phil on Linkedin Watch Phil's DisruptHR Presentation: Let's Get Fractional

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1321: Brian Tracy introduces a novel perspective on motivation and ambition in his article "Something For Nothing: Ambition," expanding on the traditional Theory X and Theory Y with his own Theory Z. Tracy explores the complexities of human motivation, proposing that individuals are motivated by a variety of factors beyond mere financial incentives, ultimately seeking freedom and fulfillment in their lives. Read along with the original article(s) here: https://www.briantracy.com/blog/general/something-for-nothing-ambition/ Quotes to ponder: "Theory X was defined as the idea that employees were basically lazy, and had to be continually motivated to do their jobs by using the 'carrot and stick' method of rewards and punishment." "Theory Y, which said that people are basically positive, desire to do a good job and will strive toward excellence in their work if the proper incentives exist." Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1321: Brian Tracy introduces a novel perspective on motivation and ambition in his article "Something For Nothing: Ambition," expanding on the traditional Theory X and Theory Y with his own Theory Z. Tracy explores the complexities of human motivation, proposing that individuals are motivated by a variety of factors beyond mere financial incentives, ultimately seeking freedom and fulfillment in their lives. Read along with the original article(s) here: https://www.briantracy.com/blog/general/something-for-nothing-ambition/ Quotes to ponder: "Theory X was defined as the idea that employees were basically lazy, and had to be continually motivated to do their jobs by using the 'carrot and stick' method of rewards and punishment." "Theory Y, which said that people are basically positive, desire to do a good job and will strive toward excellence in their work if the proper incentives exist." Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1321: Brian Tracy introduces a novel perspective on motivation and ambition in his article "Something For Nothing: Ambition," expanding on the traditional Theory X and Theory Y with his own Theory Z. Tracy explores the complexities of human motivation, proposing that individuals are motivated by a variety of factors beyond mere financial incentives, ultimately seeking freedom and fulfillment in their lives. Read along with the original article(s) here: https://www.briantracy.com/blog/general/something-for-nothing-ambition/ Quotes to ponder: "Theory X was defined as the idea that employees were basically lazy, and had to be continually motivated to do their jobs by using the 'carrot and stick' method of rewards and punishment." "Theory Y, which said that people are basically positive, desire to do a good job and will strive toward excellence in their work if the proper incentives exist." Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1321: Brian Tracy introduces a novel perspective on motivation and ambition in his article "Something For Nothing: Ambition," expanding on the traditional Theory X and Theory Y with his own Theory Z. Tracy explores the complexities of human motivation, proposing that individuals are motivated by a variety of factors beyond mere financial incentives, ultimately seeking freedom and fulfillment in their lives. Read along with the original article(s) here: https://www.briantracy.com/blog/general/something-for-nothing-ambition/ Quotes to ponder: "Theory X was defined as the idea that employees were basically lazy, and had to be continually motivated to do their jobs by using the 'carrot and stick' method of rewards and punishment." "Theory Y, which said that people are basically positive, desire to do a good job and will strive toward excellence in their work if the proper incentives exist." Learn more about your ad choices. Visit megaphone.fm/adchoices

Is your timid tech team constantly seeking direction and second-guessing themselves? Improvement is possible - if you create frequent accountability. Discover how your team can get a "message to Garcia", by tuning in this episode of Troubleshooting Agile. Links: - Patrick McKenzie tweet: https://twitter.com/patio11/status/1781424185094402558 - Sammy (Patrick's EA) on agency: https://hath.blog/posts/cultivating-destroying-agency/ - Message to Garcia: https://courses.csail.mit.edu/6.803/pdf/hubbard1899.pdf - Theory X and Theory Y: https://www.linkedin.com/pulse/why-we-cannot-learn-damn-thing-from-semco-toyota-niels-pflaeging/ - Briefing and Back Briefing:https://soundcloud.com/troubleshootingagile/briefing-and-back-briefing - Radiating Intent:https://agileconversations.com/blog/driving-lessons/ -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

Welcome to Compromising Positions! The tech podcast that asks non-cybersecurity professionals what we in the industry can do to make their lives easier and help make our organisations more prepared to face ever-changing human-centric cyber threats! This week we are joined by Bec McKeown, a chartered psychologist with extensive experience in carrying out applied research for organisations including the UK Ministry of Defence and the founder and director of Mind Science, an independent organisation that works with cybersecurity professionalsIn this episode, Hands Off My Amygdala! The Psychology Behind Cybersecurity, we are going to hear about Bec's varied and interesting career in advising people in highly stressful situations to be reflective and not reactive, and how they cannot only learn from their actions but become masters of them. This episode is a smorgasbord of psychological concepts that will make you think twice about how you normally run your security awareness programme and but also your tabletop exercise too. And crucially, learn why people act the way they do during an actual cybersecurity incident. Key Takeaways:The curse of knowledge: Understanding what it's like to not understand cybersecurity from a technical perspective can be an advantage in helping you communicate better. By putting yourself in the shoes of the listener, you can convey complex ideas in a way that is easy to understand and relatableZero trust: While zero trust may make sense from a technical standpoint, it can lead to frustration and workarounds when it hinders employees. Theory Y suggests that people given more agency and autonomy are likely to work well, if not harder, than when constantly surveilled.Just culture: Accepting that mistakes will be made and analysing the steps that lead to that mistake happening with a view of learning how to avoid it without blame can improve the learning culture. Most people don't come to work to be malicious, if a mistake happens it is due to other factors like stress or bad processes.Microlearning: Nobody wants to sit in training for three hours! Microlearning helps by breaking up information into bite-sized chunks that are easy to digest. It's also important to account for different learning styles and provide information in various formats.Amygdala hijacking: Cybercriminals leverage amygdala hijacking, which occurs when the amygdala activates the fight-or-flight response when there is no serious threat to a person's safety. It's essential to recognize the contextual cue that led you to act that way and develop strategies to deal with it before it happens.Links to everything we discussed in this episode can be found in the show notes and if you liked the show, please do leave us a review. Follow us on all good podcasting platforms and via our YouTube channel, and don't forget to share on LinkedIn and in your teams.It really helps us spread the word and get high-quality guests, on future episodes. We hope you enjoyed this episode - See you next time, keep secure, and don't forget to ask yourself, ‘Am I the compromising position here?' Keywords: cybersecurity, curse of knowledge, covid, zero trust, psychology, reciprocity, autonomy, security awareness, military, learning styles, gamification, leader boards, crisis, tabletop exercises, amygdala hijackingSHOW NOTESImmersive LabsBec's Article in Immersive Labs on Workforce ResiliencyChristian Hunt's episode - Compromising PositionsArticle on Theory X and Theory Y - Mind ToolsInfluence by Robert CialdiniActionable Gamification - Yu-Kai ChouABOUT BEC MCKEOWNBec McKeown CPsychol is the Founder and Director of Mind Science, an independent organisation that works with cyber security professionals. She helps businesses to advance the human aspect of system resilience, so a collaborative culture of innovative thinking and an agile threat response becomes the norm.As a Chartered Psychologist with extensive experience of carrying out applied research for organisations including the UK Ministry of Defence, Bec has gained a unique perspective on the ways humans react in times of crisis. She works at both operational and strategic levels, with a focus on situational awareness, decision-making and problem-solving in complex environments.LINKS FOR BEC MCKEOWNBec's LinkedInMind Science LTD

Welcome to Episode 4 of ‘The Word is Leadership' where, once again, Emmanuel Gobillot picks a random word to improvise a leadership lesson. With a new jingle in place, the random word this week is tug. A word which finally presents an opportunity to define what leadership is. Using tug of war and tug boats to illustrate McGregor's Theory X and Y of management and motivation, Emmanuel challenges our assumption, by highlighting the power of employees. With his central argument that leadership is about creating the conditions for others to positively engage with a goal, he encourages leaders to shift from a focus on forceful tugging to the creation of a gravitational tug that motivates employees to exert their power willingly and positively. Once again, ‘The Word is Leadership' continues its exploration of leadership dynamics, this time using the word tug as a springboard to examine the essence of human motivation.

Success is usually thought to be built on a combination of personal attributes such as intelligence, technical knowledge, street smarts, hard won experience (built on failures from pushing too hard), guts and tenacity.  Our varsity halls offer a vast array of academic knowledge, information, insights, concepts, theories, tomes, technology and debate.  Company education is usually focused on producing detailed product knowledge and navigation clarity around the organizational labyrinth. Tick the boxes on all of these and you are off to the races for career progression.  Trouble usually starts though when they recognize you and start to expect leverage from your personal abilities.  Leverage means not just what you can individually contribute, but your capacity to get contribution from others they have placed in your charge.  As the old saw goes "all of our troubles in life walk on two legs and talk back".  Welcome to management! Even if you are a powerhouse, a total workaholic,  pounding out 100 hours every week, your 5 staff working 40 hours  a week are doing twice as much as you are.  By the way, if you are putting in 100 hours a week, we need to talk! The tricky part though is you got recognized for your personal qualities, which quite frankly, you are depressed to discover are not universal within your team.  You might even become a Theory X manager, who sees the glass as very much half full.  You have become a legend at finding faults and shortcomings in your team.  You perceive them as useless. They can't be trusted, they are lazy, they make mistakes all the time, they don't take responsibility, they don't have the required commitment, etc .  Theory Y managers, on the other hand, see the glass as half full.  They see their people as decent, capable, honest, doing their best, wanting to succeed, etc.  McGregor, who termed Theory X and Y, concluded that how you see them is what you will create for yourself. Uh oh! This means we really have to be careful about our own attitude, more than worried about our staff's attitude.  We have to be walking around looking for the ten things people are doing well rather than the one thing they are not doing well.  Leveraging strengths is more effective than trying to minimise weaknesses. "Gotcha" however is a popular pursuit for bosses. They really enjoy finding fault and spend their time whining into their beers about what a pitiful deck they have been dealt back at the office.  Could they themselves be part of the problem?  Impossible they believe, why they are in this position of leadership, accountability and responsibility because they are superior!  If this is you, by the way, get ready for 200 hour work weeks.   You will have no leverage and will have to do all the work.  "Delegation" will be but a distant dream. Here is a simple hint for looking for the good:  when wandering around, tell your team what they are doing now that is "good" in your opinion and then ask them what they think they could do "better".  Here is another idea: "make the other person happy about doing the thing you suggest".  Sounds simple, but how does that actually work?  Normally everyone thinks they are busy enough already thank you very much or they are deep in their comfort zone around the way things are done around here.  Usually the boss's suggestion represents more work or doing things differently – neither considered particularly attractive prospects.  So how do we get people to engage?  Instead of giving orders we could ask questions.  This "self discovery" process leads to greater ownership and commitment to the execution of the task.  We could break the task down to smaller pieces ("eat an elephant one bite at a time") and "praise the slightest improvement and praise very improvement".  It is too late to wait until task completion to tell people they did a good job.  We need to be intervening part the way through to recognize and appreciate their efforts. We could follow Theory Y and "give the other person a fine reputation to live up to".  That means we assume they are good, serious, capable and treat them and communicate with them in that way.  They feel it and won't let our expectations down. We could also "talk about our own mistakes before criticizing the other person".  If we reflect that we are asking people to step out of their comfort zone, to do new things or things in a new way, how smart is it to whack them whenever they make a mistake?  There is always going to be differences in performance between doing something well practiced and something new – that is the messy innovation process.  We are all the embodiment of all of our own mistakes.  We gained experience by being able to discern what works and what doesn't, mainly by finding out the hard way.  We have to appreciate that our own team can't be expected to be perfect at the beginning.  Shock, horror - they will be just like we were at their level or stage!  So we should share the mistakes we made to show it is part of the learning process.  We then plumb the depths of what was good and explore what we need to do better. Being smart is not enough.  We have to be "people smart" and that is a learned skill available to all, regardless of rank or stage.  Congratulations on becoming smarter!

Theory X Theory Y Positivity .Leo ✨️ ♥️ Diwali Purchase ✨️

Click the post for details on this episode! Welcome back to Open House. Randy Seidman here, with another two hours of the grooviest beats. Had a great time last week playing a boat party in Dubai, I'll post the set asap! Coming up this month I'm playing in Prague and Belgrade. Excited to experience these places for my first time! Fresh jams in the first hour followed by an exclusive session with one of my favorite prolific artists heailing from the great country of Turkey, Gulec. You can grab all past episodes and track lists from openhousepodcast.com, Soundcloud, or wherever you like to download your favorite podcasts. For now, turn it up. Randy Seidman's Website - Click HERE Randy Seidman's Soundcloud - Click HERE Randy Seidman's Beatport - Click HERE Randy Seidman's Spotify - Click HERE Randy Seidman's Facebook - Click HERE Randy Seidman's Twitter - Click HERE Randy Seidman's Track List: 01) Bautista Toniolo - Grumari (Original Mix) 02) Daniel Testas - Burning Inside (D.M.P Remix) 03) D-nox & Beckers - Kimberland (Original Mix) 04) Pavel Khvaleev, Blackfeel Wite, Avis Vox - Lost At Sea (Yuji Ono Remix) 05) Sous Sol - Dizzy Rhythm (Original Mix) 06) G Monk - Far From Home (Original Mix) 07) Rauschhaus - What We Expected (Original Mix) 08) fran&co - Today (Dmitry Molosh Remix) 09) Alexander Koning & Ed Dejon - Dad Clade Walking (Jiggler Remix) 10) Nico Parisi - Silenzio (Stan Kolev Remix) 11) Asher Swissa, Alar - I Don't Want (Alexey Union Remix) 12) Royksopp, Beki Mari - This Time, This Place (Township Rebellion Remix / Randy Seidman 'Chasing The Sun' Mashup) --------------------------------------------------------------------------------------------------------- I hope you enjoyed the first hour, some of my top recent tunes. Up next is one of my favorite artists, a unique Turkish talent whose tunes have landed on top labels such as Perspectives and Theory X, and has gained the support of heavyweights such as Paul Van Dyk, Markus Schulz, and Bobina. Today, he's here just for you. For the next hour, Gulec in the mix. Gulec's Spotify - Click HERE Gulec's Beatport - Click HERE Gulec's Soundcloud - Click HERE Gulec's Instagram - Click HERE Gulec's Facebook - Click HERE Gulec's Track List: 01) Clawz SG, Grammik - Cats and Pizza (Original Mix) 02) Azzecca - Mantra (Super Flu Extended Remix) 03) Avant (DE) - Eunoia (Enai Remix) 04) Rauschhaus - Unity (Original Mix) 05) Gulec - ID (Original Mix) 06) Nairo - Cloud Runner (Original Mix) 07) Paride Saraceni - Crystal Way (Original Mix) 08) Bigfett - Continuum (Original Mix) 09) Nick Devon - Revival (Original Mix) 10) 19.26 - Final Say (Original Mix) 11) Bog - Breathe feat. Afnan Prince (Notre Dame Remix)

In this episode, MJ the tutor touches upon the topic of motivation at work once again, but this time, discussing the concept of Theory X and Theory Y, and how management uses this theory to affect employees' productivity and satisfaction at work. Accounting Makes Cents is biweekly podcast dedicated to CIMA accounting students and those still thinking about it. Episodes will range from providing study tips and resources to brief discussions of CIMA syllabus topics. If you like the show, please hit subscribe to add it to your listening queue and to ensure you do not miss an episode. MJ the tutor would love to hear from you if you have ideas for future episodes. You can reach out by leaving a voice message. Thanks for tuning in and see you on an Accounting Makes Cents episode soon! The show transcripts are available on www.mjthetutor.com Let's connect: Facebook: facebook.com/mjthetutor Instagram: @mjthetutor Twitter: @mjthetutor Credits: “Ding Ding Small Bell” (https://freesound.org/s/173932/) by JohnsonBrandEditing (https://www.youtube.com/channel/UC1RImxnsbfngagfXd_GWCDQ) licensed under CC0 Licence. --- Send in a voice message: https://podcasters.spotify.com/pod/show/mjthetutor/message

Kirill Golubev: The Pitfalls of a Project Management Mindset in the Product Owner role Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Building a strong relationship between Scrum Master and PO, a critical contribution to the success of the team Kirill talks about how important it is for Scrum Masters to build a close understanding and trusting relationship with the product owner (PO), and how that relationship is critical for the success of the team. He emphasizes that if there is no chemistry between the Scrum Master and PO, it's better not to join that team. When there is good chemistry, the team will benefit much more from both Scrum Master's and PO's presence. Kirill also stresses that the PO needs to have guts and be clear about prioritizing the backlog. He warns against the anti-pattern of conflict between the Scrum Master and PO.  The Bad Product Owner: The Pitfalls of a Project Management Mindset in the PO role In this segment, Kirill shares why he thinks that the PO role is a cornerstone role in Scrum and without a PO, a Scrum team cannot even get started properly. We explore how POs that come from the project management field, often have a project management mindset, which hinders their ability to grasp the PO role. Kirill shares an example of 3 POs for one team who were new to the role and to Agile. The POs did not trust the team to self-manage, and wanted to control everything by telling the team what they had to work on, and when. We discuss how we can help the PO understand that it helps the team to trust and help them self-manage. We also refer to the concepts of Theory X and Theory Y and how, knowing about that can help the PO's understand their role as a leader.   Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate.   About Kirill Golubev Kirill considers himself an Agile and common-sense apologist. He wants to see simple processes in place, when people self-organize and manage themselves without constant push from management. You can link with Kirill Golubev on LinkedIn.

I received a leave application request on a Saturday from one of my staff. It reminded me that we had missed our weekly meeting.  In fact, now that I think about it, we have missed quite a few of them, because of various scheduling conflicts.  My busyness has been a factor.  This made me recall that fantastic Bill Oncken and Don Wass article in the Harvard Business Review (HBR) back in 1974 titled, “Management Time: Who's Got The Monkey”.  In fact, HBR notes that this article is one of two of their best selling reprints ever.  If you haven't read it, then take a look, it is gold. In this article, a classic, they are talking about staff accountability and boss delegation.  The boss always has more interest in keeping abreast of what staff are doing than the staff have any interest in their accountability. Missing sessions with the boss is a plus from their point of view, because they are not having to provide any answers about their results or lack thereof.  With a bit of deft scheduling change, they can go for long periods with no actual supervision.  I know that I am packing my schedule, that I am taking 100% accountability for the company's results and this is the problem.  I haven't factored in enough slack to deal with people who prefer to keep no profile or a low profile with the boss. It is very hard for the boss to turn the switch down from “full bore ahead” to “I am going to do less”.  What often makes us the boss in the first place is our drive, determination, pain threshold, commitment and ambition.  All sterling stuff, but sometimes we have to remember that the monkey is kept firmly on our back in these types of situations. When we delegate and staff don't match our expectations with the speed or quality of the work they are doing as part of the delegation, there is an overwhelming boss urge about to kick in.  That urge is called “buying back the delegation”.   We start having extremely dangerous thoughts such as, “it will be faster if I do it myself”.  Before you know it, your schedule is packed and you have no slack for checking up on slackers.  We are moving too quickly sometimes and that momentum just keeps carrying us forward.  As I mentioned, these life-long habits are what have spring boarded us to the boss position and they are hard to shake. McGregor in his Theory X boss and Theory Y boss declaratory study said that, in simple terms, the X boss sees the bad side of people and the Y bosses see the good side of people and treat them accordingly.  I have to keep reminding myself of this when I gets thoughts like, “I wonder if this staff member is being clever about manipulating the boss's busyness to escape from any accountability”.  I have to replace that thought with a more Y boss contribution like, “Everyone wants to do a good job and this person is just busy too. Our schedules are just not matching well enough and I need to cut myself some slack here to be more available”. I am always amazed when people own up to the fact they don't plan their day, based around the priorities they have set themselves for their work.  Actually, I was teaching a leadership class recently and roughly half of the class said they didn't set daily priorities for their job.  I don't understand that and of course I am religious about planning my day.  Naturally priorities can change but that is okay because I can get back to what I should be doing after the diversion.  Certainly those days when I am not able to do that classic Time Management Quadrant Two – not urgent and important – planning function are never as productive or as satisfying as when I can do it.  Being able to tick that a task has started and then being able to add that additional tick to note it has been completed is an absolute  dopamine rush. This may be part of the problem though. I am too tightly bound in that scheduling to leave any slack for myself.  My super efficiency may not actually be enabling me to be as effective as I need to be. As the boss I need to keep that monkey of delegated tasks off my back and I need to be leavening the day with little blank spaces to make sure I can spend the time with the team where it is needed.  When I am in my super commander mode, I start barking out orders like a pirate captain and I am missing important leadership aspects like asking questions instead of telling people what to do.  Command mode also means that any coaching is out the window and a rain of orders are flowing forth from me to everyone. Bill Oncken's article is always a good reminder of what I should be doing as opposed to what I am actually doing.  When I got that leave request it triggered the thought that “oh yeah, we have been missing meetings and these are my opportunity to coach this staff member and to make sure all relevant monkeys are sitting firmly on their back and not on mine”.  How about you?  How are you going building some slack into your day to be less efficient and maybe more effective.  For me it is a constant struggle, and while I am far from perfect, at least I know I am operating with some awareness of the issue.  That awareness is the first step to finding the balance and solution I need.  How would you calibrate your own awareness of this issue?          

In this episode, you'll learn about some theories of human motivation particularly in the workplace. You'll also learn some important principles regarding management. Management is a big section covered on the RD exam and many dietitians end up becoming managers. So having a good understanding of what motivates people will not only help you on the exam but will help you when you become a dietitian.  This is what you'll learn in this episode:  A review of communication and types of communication within an organization An overview and breakdown of different theories of human motivation that can help you when managing people A discussion of motivation based on outcomes versus needs What the Peter Principle is and what organizations can do to prevent it Here's a glance at this episode: [07:24] The one thing Warren Buffet says is the key to making more money and increasing your success [08:40] A motivational interviewing tool I use when communicating with people in the workplace especially when receiving a task [14:30] A review of McGregor's Theory X and Theory Y on how managers address human motivation [18:30] An overview of the Expectancy Theory of Motivation [19:44] A discussion of two theories of human motivation based on human needs starting with Maslow's Hierarchy of Needs [22:43] A review of another theory of human motivation based on needs called Herzberg's Two Factor Theory [29:05] What the Peter Principle is and what it means

Motivation is one of the hardest things to understand in others and one of the easiest thing to destroy, yet it is also one of the things leaders tend to get wrong.  One of the key things to do is explore motivational theory and use what we can find to help us in our practice. In the first of a new 3-part mini-series we will explore four key studies into motivational theory; Maslow's Hierarchy of Needs (1943), Harlow's Intrinsic Motivation (1949), Herzberg's Two-Factor Theory (1959) and McGregor's Theory X and Theory Y (1960).

People, all people, are deeply flawed. We are all so far from perfection, that it's not even close. Yet corporations exist with the understanding that we can assemble a vast array of imperfect people to achieve a great outcome. That task is something we call leadership. The body of theoretical and practical knowledge here is vast. There are a few foundational concepts that I'll use to frame the topic. Theory X. People are extrinsically motivated. Through the use of rewards... Read More Read More The post The Business of Leading Imperfect People appeared first on Zach on Leadership.

La reprise du lundi matin vous déprime ? Selon une étude de Gallup, 86% des salariés sont désengagés voire totalement désintéressés de leur travail. Un chiffre « désolant », souvent révélateur d'un mauvais fonctionnement de l'organisation en termes de management et de hiérarchie. Mais comment encadrer des équipes à distance ?  Pour notre invité, le management n'est pas mort et la hiérarchie non plus ! Ces notions vont évoluer avec des modèles de gouvernance partagée (sociocratie ou open-mercato) et des entreprises nouvelle génération. L'objectif : mettre ses compétences au service du collectif pour créer de la valeur en toute transparence.  L'invité : Luc Bretones est le fondateur et CEO de The NextGen Enterprise, du groupe Mandarina, qui se donne pour mission de réinventer les organisations de manière durable, à travers de nouvelles techniques de management. Sa hantise ? Le “business as usual.” Après avoir travaillé pour de grands groupes comme Orange et mené plusieurs actions bénévoles, il s'est donc lancé dans la recherche et l'enseignement.  Les références citées dans l'épisode : Lectures  # L'entreprise nouvelle génération, Luc Bretones, Philippe Pinault et Olivier Trannoy # The Fearless Organization, Amy C. Edmondson # Supercollectif : La nouvelle puissance de nos intelligences, Emile Servan Schreiber # Reinventing Organizations : Vers des communautés de travail inspirées, Frédéric Laloux Film  # L'intervention, Fred Grivois Épisode  #14 - Vacances illimitées : nouvelle motivation pour les salariés ? avec Raphaël Vullierme  Autre  # Theory X et Y de Douglas McGregor  Abonnez-vous ici, à la newsletter Lundi au Soleil, qui sortira tous les dimanches à partir de 2023.  Pour découvrir tout ça, c'est par ici si vous préférez Apple Podcasts, par là si vous préférez Deezer, ici si vous préférez Google Podcasts, ou encore là si vous préférez Spotify. Et n'oubliez pas de laisser 5 étoiles et un commentaire sympa sur Apple Podcasts si l'épisode vous a plu. Lundi au soleil est un podcast du label Orso Media produit par CosaVostra.

How to Manage People and Be a Better Leader - Market Leader Learn how to manage people and be a better leader by applying one of two management theories: X or Y. http://www.VictorAntonio.com #managepeople #betterleader #business

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The P&L, the Balance Sheet, Cash Flow Projections, revenues, profit, the list goes on regarding where we leaders place our attention.  There is nothing like a pandemic to have you focused on the numbers in the business.  It is easy to get caught up in the dynamics of survival and forget some of the subtleties needed to lead an organisation.  These usually revolve around our people and how we treat them and how we think about them.  Like a juggler keeping 5 balls in mid-air rotation or the artist who can keep many, many plates spinning at the same time, we have to be agile and be capable of concentrating on more than one thing at a time.    Here are four things we need to be aware of while we struggle through the day to day.   It is essential to influence others to cooperate toward achieving desired results: the leader only has value in relation to an organisation and the people who constitute it.  Basically, we know this, but often in straited times, our force of will, determination, grit and guts drive us to push ourselves hard and push everyone else hard as well.  Cooperation becomes replaced with demands, orders, announcements from on high reflecting one single perspective – our own.  The servant leader rhetoric is flung straight out the window and the value of the people to the leader becomes the dominant consideration, rather than the other way around.   The leader's total personality, including the attitudes toward life and particularly toward people, will determine success or failure as a leader. Being perfect would make this whole leader gig much easier.  In fact, we are a tangled web of fears, hopes, desires and value judgements.  Basically, as we progress through organisations as a leader, we start to smooth off some of the rough edges.  We learn to curb our sardonic wit, sharpish tongue, that devastating riposte and love of bitter, razor sharp irony.    When things are humming along it is easy to be pleasant, upbeat, positive, hail fellow well met.  We have that spring in our step, smiles appear easily and tolerance and patience reign.  What a great leader we are.  When things are going down the gurgler and we are looking into the face of oblivion, our dominant spirit of negativity permeates throughout the entire organisation.  Being calm amongst the carnage and chaos isn't a natural play for most of us.  So as leaders we have to have that actor's ability to appear in control when we are out of control underneath.    McGregor in his study of motivation said the Theory X type leader focused on the shortcomings, saw only the negatives of subordinates at every turn and became the super detective uncovering faults and failures.  His conclusion was that how we saw people influenced the culture of the organisation.  This means we have to be highly disciplined to make sure our biases are not running rampant and damaging the team's esprit de corps.   The blending of the organisation's goals and the career goals of the individuals in the organisation is of paramount importance. These goals are interrelated and must all grow and prosper in concert.  Is this the case though?  Isn't the leader's own goals usually of the most paramount interest for the leader?   We are all human and our frailties are many, so self-interest is a natural human dimension and we should stop trying to put lipstick on the pig here.  That doesn't mean that we cannot also have a keen interest in furthering the careers of our subordinates.  Knowing what drives our people, one by one, takes a lot of time, but this is the leader's mark of excellence – spending the time to know what each individuals' goal are in the first place and then trying to bulldog the system to deliver for them.  It is rare that the organisations goals and the individual's goals cannot be homogenised like farm fresh milk into a creamy confluence.  The devil is in the details though and a lot of brute force can be needed to get that whole coalescence thing to work properly.   A central responsibility of a leader is to develop people and help to make them successful, since only successful people achieve important results.  This sounds a bit trite doesn't it.  In fact, we are often failing our way to success.  The innovation process is full of risk and is a messy endeavour. Hanmen Kyoshi in Japanese means teacher by negative example and importantly this can include ourselves, as well as the failings of others.  We learn what doesn't work by trying it and failing.  The important thing to keep in mind is to be as generous with the failings of our subordinates, as we are with own failings.  Holding them to account, but to a higher standard than we apply to ourselves, is a toxic cocktail and unfortunately a common one.    In our own case if “we never fail, but only learn”, then that philosophy has to be applied equally to the team members under our care.  This is relatively easy when the stakes are low.  It gets more exciting when some very serious numbers are involved and this is the test of our integrity, commitment, trust, credibility and reliability as a leader.   Kuki wo yomu is a favourite Japanese expression meaning to read the air in the room and understand what is really going on, which might be different from what things appear to be.  For leaders, sometimes we have to take a pause in the heat of battle and ponder if we can read our own air and understand what is really going on inside ourselves.  These four prompts are a good reminder to make sure we haven't lost perspective on what it means to be a leader, especially when things get rough and tough.

Dans cet épisode de WWE Raw: Mariages, mensonges, mandales et McMahon sont les quatre grand-voiles faisant voguer le vaisseau amiral sur les flots tumultueux de l'ignoble divertissement impétueux. 

Today we are talking about some dark theories about Cartoon Network! Ryan and Daniel also talk about some crazy Doctor Strange in The Multiverse of Madness theories. Along with some potential new leaks and news that was recently released for Dr.Strange in the Multiverse of Madness and the possible cameos that may appear. Also Daniel talks about how Doctors used to check if you were healthy. Daniel also continued the insane series of dumb ways to die. And Leia talks about a crazy WHOS SIDE ARE YOU ON STORY!!!!

This episode is excerpted from a one-hour webinar presented in collaboration with Puzzle HR, KettleSpace, and Ripple Analytics. It has been close to seven decades since the evolution of office worker to knowledge worker began. While office workers required a top-down “command and control” management style, that approach to management is ineffective with today's knowledge worker and is a key factor driving the Great Resignation. After reviewing the evolution of management practices over the years, Tony and Brian compare the former approach (labeled Theory X in Douglas McGregor's 1960 book The Human Side of Enterprise) with the latter (Theory Y) across the multiple factors driving the Great Resignation.

BTF#141 by Mehmet Özbek (Extima/Tronic/Senso) A thriving artist from Istanbul electronic scene, Mehmet Özbek, is a music producer, DJ and label owner who has the techno genre as the main point on his radar. His bass music background can be sensed in his current creations as reflections of unique wickedness. Dark sounds and driving basslines are the signatures of his hypnotic musical aura. After exploring Istanbul's club scene in his teen years, Mehmet Özbek has been in touch with the city's nocturnal culture constantly. The chaotic harmony of Istanbul is present in his music with an ongoing aural stimulation, sudden shifts, unexpected instances, and hidden fragments of calmness. His drive to discover and experiment with various genres and styles of electronic music steer him to the Techno path, where the journey continues. Mehmet Özbek is the co-founder of EXTIMA Records. He is also affiliated with several other labels like Tronic, Senso Sounds, Set About, and IAMT. He has already published more than 60 EPs and 100 singles and keeps counting by his exciting works. His 12-track debut album had released on the Theory X label at the beginning of 2021. Mehmet has been on stage in many clubs and festivals around Europe with prominent international musicians such as Joseph Capriati, Enrico Sangiuliano, KAS:ST, Jay Lumen, Joyhauser, Ramon Tapia, Oscar L, Oliver Huntemann, Andhim, Hidden Empire, and many more. Also, his tracks have been acknowledged by Sama' Abdulhadi, ANNA, Drunken Kong, T78, Oliver Huntemann, Markus Schulz, D.A.V.E. The Drummer, Roberto Capuano, The YellowHeads, OC & Verde and few more to mention. As a resident of Turkey's major electronic music radio station named FG 93.8, his sounds are on airwaves every month on a Saturday night. This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

This week, we bring you one of our most popular previous episodes to refresh your memory or listen to for the first time. The first chapter of Agile Conversations is all about people-centred development, and we tell the story of our own journey from over-determined software factory to today's feature factories, with similar Taylorist theories of management in both. In today's episode, we go into more depth on the causes of this tragic journey, touching on old and new topics like Theories X and Y, the Cynefin framework, and why there isn't a JIRA plugin for conversational quality. SHOW LINKS: - Taylorism: en.wikipedia.org/wiki/Scientific_management - Theories X and Y: en.wikipedia.org/wiki/Theory_X_and_Theory_Y - 12 Signs You're Working in a Feature Factory by John Cutler: cutle.fish/blog/12-signs-youre…n-a-feature-factory - Cargo cults: en.wikipedia.org/wiki/Cargo_cult and www.jamesshore.com/Blog/Cargo-Cult-Agile.html - Cockburn on people: web.archive.org/web/2014032920365…tware+development - Cynefin: en.wikipedia.org/wiki/Cynefin_framework Episode transcript: https://agileconversations.com/blog/software-factory-to-feature-factory/ --- Our new book, Agile Conversations, is out now! See agileconversations.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@agileconversations.com

Join Murray Robinson and Shane Gibson in a conversation about the overlap between modern military ideas and Agile with Ben Ford. In this podcast, we discuss Commando concepts, the OODA loop, Turn the Ship Around, Teams of Teams. Bureaucracy vs delegation. Management politics vs outcomes. Bottom up vs top down agile. OKR's and Mission Command. Delegation vs Control. Theory X and Theory management. How management politics leads organizations to become disconnected from reality and enter a death spiral. Scaling around teams, HQ's and specialist units. Systematizing good leadership through standard processes for orders, and debriefs.   Listen to the podcast on your favourite podcast app: | Spotify | Apple Podcasts | iHeart Radio | PlayerFM | Amazon Music | Listen Notes | TuneIn |    Connect with Ben at https://commando.dev, Murray via email or Shane in the Twitter-sphere  @shagility.   The No Nonsense Agile podcast is sponsored by: Simply Magical Data

Learn about Theory X and Theory Y, Maslow's Hierarchy of Needs and Herzberg's Hygiene Factors in Chapter 2 Work and Motivation from Business Course by English Plus Podcast. Practice, Share and Discuss on https://englishpluspodcast.com/business-course-chapter-2-work-and-motivation/Support me to keep English Plus alive on https://www.patreon.com/dannyballanAccess the full archive of English Plus on https://englishpluspodcast.com/english-plus-podcast-archive/English Plus Vocabulary Building Series:Preview Crossword Puzzle Vocabulary Building Book SeriesPreview Word Search Games and Activities Book SeriesBuy Crossword Puzzle Vocabulary Building Book Series

Dave and Chris discuss McGregor's Theory X and Theory Y management theories and how they relate to leaders in the Bible. Theory X is command and control, while Theory Y aligns personal goals with organizational goals for fulfillment and motivation. This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy Podtrac - https://analytics.podtrac.com/privacy-policy-gdrp

Day 8. Session 8 of our 30-Day Micro Leadership Course.  Yesterday I mentioned management theory X and Y. These are important because how you choose to see the world and your place in it matters greatly to your leadership potential.  Theory X basically puts forth that people will not do work – much less good … 30-Day Micro Leadership Course (September 8th 2021) Read More » The post 30-Day Micro Leadership Course (September 8th 2021) appeared first on BULA NETWORK.

Join us for our weekly discussion about The School for Change Agents. On Episode 3 as we discuss all things around power, including find and retaining your power. Discussion around our case studies of Mo and Benash, as well as pirates and Theory X and Theory Y. Featuring Kerry McGinty @KerryEMcGinty Zarah Mowhabuth @ZarahMowhabuth Leigh Kendall @LeighAKendall Olly Benson @ollybenson

1) In 1943, Abraham​ Maslow published “A Theory​ of Human Motivation”  2) Douglas Mc Gregor published “The Human Side of Enterprise” in 1960 following Maslow's theory.     YouTube Version: https://youtu.be/xLlg-km6kJo Reference:  http://lifestoogood.net/theory-theory-understanding-peoples-motivations-mcgregors-theory/ https://hbr.org/1970/05/beyond-theory-y https://iwer.mit.edu/about/iwer-pioneers/douglas-m-mcgregor/ https://youtu.be/CXAzZRnJo2o https://youtu.be/L0PKWTta7lU

In the 1950s, a distinction was made between the underlying beliefs about workers – Theory X and Theory Y.  Depending on which you believe, it would influence your behavior as a manager, causing you to either be more controlling or more empowering.  Theory X was a representation of the assumptions [...]

Would you believe that a simple business initiative can decrease turnover by 50% AND inspire double-digit improvements in engagement and productivity? And it all starts with making work more human. Today, we're joined by Derek Irvine, the Senior VP of Client Strategy and Consulting at Workhuman, the fastest-growing social recognition and continuous performance management platform in the world. Workhuman is on a mission to shape the future of work by helping organizations connect culture to a shared purpose. In his role, Derek supports clients in leveraging proven strategies and best practices to elevate employee engagement, increase retention and improve bottom-line results. A renowned speaker and author on the topic of making work more human, Derek is the coauthor of Winning with a Culture of Recognition and The Power of Thanks, and his work is regularly featured in the country's top HR publications. Derek starts by sharing Workhuman's mission to help people bring their humanness to work, discussing how anyone in an organization can initiate that change. He describes Workhuman's dual focus on gratitude and employee recognition as well as continuous performance management. Derek also offers insight around how a high frequency of recognition positively impacts other business metrics, including productivity, engagement and employee retention. Listen in to understand what differentiates Workhuman Live from other conferences of its kind and learn how to make the business case for making work more human. Themes explored in this week's episode: How Derek's background in performance improvement and brand marketing inform his work at Workhuman The difference between Theory X and Theory Y management styles The toxicity of a work culture where feedback is weaponized Workhuman's aim to help people come to work as themselves and how anyone can initiate that change in the workplace Workhuman's dual focus around gratitude and employee recognition + continuous performance management How the concept of social recognition empowers ALL employees to recognize each other How a shift from governance and control to humanness impacts pay equity, diversity and inclusion, and performance management How recognition leads to double-digit improvements in business metrics like productivity, engagement, retention and connectedness The disproportionate focus on constructive over positive feedback in traditional performance management systems What differentiates Workhuman Live from other conferences of its kind and how organizers live the message with unique opportunities for gratitude and recognition Leaning into your values and having the courage to bring them to life Resources from this episode: Connect with Derek at https://www.workhuman.com/ Access the Workhuman Resource Center for Case Studies Visit the Workhuman Blog or attend Workhuman Live Learn more about Derek's books on social recognition Explore the work of Gary Hamel, Brené Brown and Dan Pink Meet FOCUS Brands President Kat Cole or Urban Monk Pandit Dasa Understand Brené Brown's system for living into our values We would love to hear from you! Have an idea for a podcast or a question you want us to address? Interested in additional support, resources and workshops? Here are all the ways you can interact with us! Tweet us! @tegantrovato and @TeamAwesomeMKE Email us: tegan@BrightArrowCoaching.com and Katie@TeamAwesomeCoaching.com Follow us on Facebook @BrightArrowCoaching and @TeamAwesomeCoaching Follow us on Instagram @TeganTrovato and @katie_rasoul Connect with us on LinkedIn: Tegan Trovato and Katie Rasoul Download free tools and sign up for our newsletters, events and workshops by visiting: https://www.brightarrowcoaching.com/ and https://www.teamawesomecoaching.com/

Cyberage Radio 09.28.2019 : ADEONESIS, DIVERJE, BLACKPILL, VDEVIL, VELVET ACID CHRIST, HOCICO, LARVA, UNIDAD OBSCURA, MISERIA ULTIMA, NOHYCIT, PRO PATRIA, SUICIDE COMMANDO, ACCESSORY, NEGANT, SPANKTHENUN, FORMATO NEGATIVO, INTERFACE, AVERSION THEORY, XOTOX, DECENT NEWS, ALTO VOLTAJE SKINNY PUPPY