Agile 2. Adrian Lander

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      1  Cover

      2  Title Page

      3  Foreword

      4  Preface

      5  1 How Did We Get Here? A Culture of Extremes Divided and Branded Controlled by Dogma The Introvert vs. Extrovert Problem Coaches Should Not Assume Now What? Notes

      6  2 Specific Problems Leadership Is Complex, Nuanced, Multifaceted, and Necessary The Scale Problem Today's Tech Platform Is As Strategic As the Business Model Tech Cannot Be an “Order Taker” Transformation Is a Journey, Not a Rollout The Individual Matters As Much As the Team Culture: Individual vs. the Collective People Don't All Work the Same Communication Is a Process, Not an Event The Importance of Focus Data Is Strategic Notes

      7  3 Leadership: The Core Issue Authority Is Sometimes Necessary The Path-Goal Leadership Model Collective Governance Does Not Solve the Problem Dimensions, Modes, Forms, and Directions of Leadership Soft Forms of Leadership Applicability and Trade-Offs Socratic Leadership Servant Leadership Theory X, Theory Y, and Mission Command Knowing When to Intervene Notes

      8  4 Ingredients That Are Needed Elements to Keep or Adjust Elements to Add, Add Back, or Change Notes

      9  5 Kindsof LeadershipNeeded Which Leadership Styles Are Appropriate Leadership at Each Level Common Types of Product Leadership That Are Needed High-Risk Products Research and Innovation Leadership Operational Leadership Leadership and Accountability Any Leader An Outside Person: A Sketch An Inside Person: A Sketch A Person of Action: A Sketch A Thought Leader Notes

      10  6 What Effective Collaboration Looks Like A Collaborative Approach Respect How Others Work Team Leads Need to Facilitate Effective Collaboration Every Interruption Is Costly Standing Meetings Are Costly Deep Exchanges Are Needed The Whole Remote vs. In-Person Thing How to Make Remote Work Work Are Remote Teams a Trend? Notes

      11  7 It's All About the Product What to Prioritize A Product Should Be Self-Measuring Development System as Product СКАЧАТЬ