Reklame igennem reflektion sidder 100 gange bedre fast i hukommelsen, end den sædvanlige hvor alt bliver præsenteres og ens nysgerrighed ikke bliver aktiveret

Check them out:

http://www.myspace.com/mustgoradio

http://www.dr.dk/P3/karrierekanonen/Artister/2009/MustGoRadio.htm

A great example from docstoc.com: Meaning of Employee Engagement

Meaning of employee engagement – Free Legal Forms

From SlideShare I found this:

Great stuff. View the presentation… You’ll find something familiar, if you’re a KaosPilot! Here’s a link to professionals – and they sell stuff as well!!

If you’ve seen the presentation from SlideShare watch this – Not the other way round!!

If you didn’t recognize the place – it’s because it’s in Seattle at “PIKE PLACE FISH CO.”

So what did you see?

If you want it short in Danish, click here!

If you want to learn more, here’s a review of Stephen C. Lundins book:

Enjoy!

Links:

FISH! Philosophy

FISH! Danmark

Tak for linket, Mark

Mark tilføjer: Den er go’ og siger lidt om hvad der skal til for at være virksom på arbejdet. Se den og tænk på ordene “det hele menneske”.. Bring det ind i din HR og du kan gøre meget for dine medarbejdere…

If the clip doesn’t show press here

What did you first think?

What did you think when she started singing?

What did you feel? And… be honost did you get tears in your eyes?

]]> http://tobr.dk/?feed=rss2&p=98 0 http://tobr.dk/?p=94 http://tobr.dk/?p=94#comments Tue, 07 Apr 2009 09:11:23 +0000 admin http://tobr.dk/?p=94 The KaosPilots in stockholm have made this presentation that shows what a KaosPilot is all about: ]]> The KaosPilots in stockholm have made this presentation that shows what a KaosPilot is all about:

]]> http://tobr.dk/?feed=rss2&p=94 0 http://tobr.dk/?p=84 http://tobr.dk/?p=84#comments Wed, 01 Apr 2009 16:34:44 +0000 admin http://tobr.dk/?p=84 From: http://blogs.harvardbusiness.org/nivi/2009/04/how-to-write-an-elevator-pitch.html What’s an elevator pitch? An elevator pitch is a brief e-mail summary of your business. Or a short story that you can tell in the course of a elevator ride. You use the elevator pitch to get meetings with prospective investors. Typically, you ask someone whom the investor trusts to pass along your elevator pitch with [...]]]> From: http://blogs.harvardbusiness.org/nivi/2009/04/how-to-write-an-elevator-pitch.html

What’s an elevator pitch?

An elevator pitch is a brief e-mail summary of your business. Or a short story that you can tell in the course of a elevator ride.

You use the elevator pitch to get meetings with prospective investors. Typically, you ask someone whom the investor trusts to pass along your elevator pitch with a thumbs-up.

And if you don’t have an introduction, an amazing elevator pitch is critical to a successful cold e-mail.

Your elevator pitch is more important than a business plan or executive summary. In fact, with a good introduction and elevator pitch, you don’t really need a business plan or executive summary.

We crafted this annotated elevator pitch using information we gleaned from one of Marc Andreessen’s blog posts about Ning (Marc is also the founder of Netscape):
Subject: Introducing Ning to Blue Shirt Capital [A useful subject line!]

Hi [Middleman],

Thanks for offering to introduce us to Blue Shirt Capital. [Reiterating the social proof of the introducer.] I’ve attached a short presentation about our company, Ning. [He attached a deck.]
Briefly, Ning lets you create your own social network for anything. For free. In 2 minutes. [What's the high concept pitch? What does the product help the customer do? Who is the customer?] It’s as easy as starting a blog. [What's the metaphor?] Try it at: http://ning.com [Link to the product, screencast, or screenshots.]
We built Ning to unlock the great ideas from people all over the world who want to use this amazing medium in their lives. [What's the big problem or opportunity?]

We have over 115,000 user-created networks, and our page views are growing 10% per week. [Traction.] We previously raised $44M from Legg Mason and others, including myself. [More traction and social proof.]

Before Ning, I started Netscape (acquired by AOL for $4.2B) and Opsware (acquired by HP for $1.6B). [Team's past successes.]

Blue Shirt’s investments in companies like Extensive Enterprises tell me that they could be a great partner for Ning. [Why are you interested in this investor?] We’re starting meetings with investors next week, and I would love to show Blue Shirt what we’re building at Ning. [Call to action and subtle scarcity.]

Best,

Marc Andreessen

xyz@ning.com

415.555.1212 [Contact information -- how thoughtful.]

Notice the email uses good grammar, punctuation, and capitalization, as well as short paragraphs and sentences.

Your e-mail should be no longer than this example, which is already too long. Challenge yourself to keep the pitch under 100 words. And keep the product description brief — this pitch describes the product in one paragraph with 29 words.

When in doubt, follow this template exactly. It doesn’t matter if you don’t have Marc’s past successes, just explain the success you have. The rest of the pitch should be devoted to your traction, team, and social proof.

* * *

Sign up for the Harvard Business Publishing Weekly Hotlist, a new weekly email roundup featuring the top highlights from HarvardBusiness.org.

LEVELS OF LISTENING
Listening 1: from habits
Downloading – habits of judgment –> reconfirming old opinions & judgments
Listening 2: from outside
Factual listening – noticing differences –> disconfirming [new] data
Listening 3: from within
Empathic listening –> seeing through another person‘s eyes; emotional connection
Listening 4: from Source
Generative listening (from the future wanting to emerge) –> connecting to an emerging future whole; shift in identity and self

FIELDS OF CONVERSATION
1 – Downloading: Talking nice
Speaking from what they want to hear; Polite routines, empty phrases; Autistic system (not saying what you think)
2 – Debate: Talking tough
Speaking from what I think; Divergent views: I am my point of view; Adaptive system (say what you think)
3 – Dialogue: Reflective inquiry
Speaking from seeing myself as part of the whole; From defending to inquiry into viewpoints; Self-reflective system (reflect on your part)
4 – Presencing: Generative flow
Speaking from what is moving through; Stillness, collective creativity, flow; Generative system (identity shift: authentic self)

Principle 1: Base your management decision on a long-term philosophy, even at the expense of short-term financial goals

Principle 2: Create continuous process flow to bring problems to the surface

Principle 3: Use “pull” systems to avoid overproduction

Principle 4: Level out the workload( heijunka)

Principle 5: Build a culture of stopping to fix problems, to get quality right the first time.

Principle 6: Standards task are the foundation for continuous improvement and employee empowerment

Principle 7: Use visual control so problems are hidden

Principle 8: Use only reliable, thoroughly tested technology that serves your people and processes

Principle 9: Grow leaders who thoroughly understand the work,live the philosophy and teach it to others.

Principle 10: Develop exceptional people and teams who follow your company’s philosophy

Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve.

Principle 12: Go and see for yourself to thoroughly understand the situations (genchi genbutsu)

Principle 13: Make decision slowly by consensus, thoroughly considering all the options implement decisions rapidly (nemawashi)

Principle 14: Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)

I hope that I get the chance/time to read the book. I think the principles are sharp enough just to go by for yourself. Have them as a checklist and plan where you are heading – Bon Voyage!

Wikipedia has a more elaborate article.

I får lige en længere sag ca. 1½ time: Self-Organization: The Secret Sauce for Improving your Scrum team

Her er et ABSTRACT

High performance depends on the self-organizing capability of teams. Understanding how this works and how to avoid destroying self-organization is a challenge. Until you understand complex adaptive systems and how Toyota works it is difficult to improve team velocity. Jeff will discuss three core topics:

1. Shock therapy as a strategy for booting up teams.
2. The Cosmic Stopping Problem, otherwise known as the choice uncertainty principle.
3. Punctuated equilibrium – how software systems evolve

Take advantage of these concepts and you may find a way to achieve the ultimate potential of a team. This session will be a “Deep Agile” presentation keying off topics presented to engineers at MIT.

Speaker: Jeff Sutherland
Dr. Jeff Sutherland is one of the co-creators of the Scrum software development process. He and Ken Schwaber invented Scrum in 1993. Since then he has worked with many software companies and IT organizations to extend and enhance this process.

Tak til Anders Fredsø, fra hold 13, for links og inspiration.

Ønsker du en pdf, er der en her, fra svenske Softhouse.

Hi everyone,

Thought I would share a question relevant to your final semester: What are you measuring?

Your performance will largely depend on what you consider progress to be:

If you measure your progress in relationships – you will meet lots of new people
If you measure your progress in time – you will work efficiently
If you measure your progress in effort – you will work hard
If you measure your progress in understanding – you will reflect more
If you measure your progress in value – you will give more

Do you ask yourself all these questions? How often? How do you document your answers?

If you cannot document your answers, you have no reliable long-term memory system. Which will help you during exams and also in life.

Here are some quick documentation tips:

1. Get a friend to interview you 2-3 times a week, asking you questions related to those above ++ regarding your future strategy
2. Take pictures, video etc!
3. When you discover or learn something, email someone you know (that way you have to explain it and have it in writing)
4. Keep a diary, blog, twitter or facebook your thoughts regularly, and at critical moments in your project
5. Draw your plan and progression every 14 days so that you can be aware of and evolve your own progress quickly (this also makes for a stunning visual for your exam!)

Best wishes and good luck!

Espen

As I see it it’s about harnessing the Hawthorne Effect – and keep on the impact of it!

Hvis du har arbejdet på en Mac, med Mac programmer, så poster jeg lige et billede af hvordan det ser ud:

Hotelier Finds Happiness Keeps Staff Checked In

Focus on Morale Boosts Joie de Vivre’s Grades From Workers, Guests

By PHRED DVORAK

Housekeeper Anita Lum can tell a lot about the management of her hotel by the vacuum she uses.

Former management at the Hotel Carlton in San Francisco didn’t like to replace aging vacuums, despite staff complaints. After Joie de Vivre Hospitality Inc. took over operations in 2003, the new manager bought a vacuum for each of the 15 housekeepers — and replaces them every year.

The new vacuums make a big difference to employees — in performance and morale, said Ms. Lum, a 16-year Carlton veteran. “It seems that this company cares about us more,” she said. “They try to do what we say.”

Keeping staff such as Ms. Lum happy is a priority for employers such as closely held Joie de Vivre, which operates 36 California boutique hotels and has 2,500 employees. About 90% are hourly workers who take reservations, clean toilets and perform other low-status jobs.

Accommodating Ways

Chip Conley’s tips for keeping employees loyal and satisfied:

• The workplace is a community, make it feel like one.
• Listen to employees.
• Keep managers accessible.
• Help employees see how their work affects others.
• Recognize and reward good work.

On average, hotels and restaurants will replace two-thirds of their workers this year, according to hotel survey firm Market Metrix. The company estimates that each departure costs a midrange hotel about $5,000 in lost productivity, and recruiting and training a replacement.

Satisfied workers stay in their jobs longer, and they treat customers better, experts say. By contrast, unhappy workers tend to leave, particularly those in low-skill, low-wage jobs. At the Carlton, satisfaction ratings from employees and customers improved after Joie de Vivre took over, Chief Executive Chip Conley said.

Though the basic principles sound simple, it is hard to craft workplace policies to retain low-wage hourly workers because they are very diverse, said Steven Gross, a partner at consulting firm Mercer who has worked with hotel chains such as Marriott International Inc. Health-care benefits and regular hours may be the top priorities for single mothers; college students may prefer more hours to earn more money, he said. Joie de Vivre’s Mr. Conley said there’s a limit to how much hotels can raise wages; the company’s workers average $29,000-$32,000 annually, about mid-range in the industry, he said.

Still, it is possible to keep such workers engaged if they feel their jobs are valuable and fun, Mr. Conley said. He recently wrote “Peak: How Great Companies Get Their Mojo from Maslow,” a book on improving corporate performance by keeping employees, customers and investors happy.

Mr. Conley said he tries to make Joie de Vivre fun by sponsoring parties and awards. He arranges paid annual retreats for employees and has regular dinners with those who want to chat. The company offers free classes on subjects from Microsoft Excel to English as a second language, the most popular course. It pushes managers to seek feedback from workers, and it encourages employees to learn how their jobs make a difference for hotel guests and for the company.

Because of such efforts, Mr. Conley said, Joie de Vivre’s turnover is 25% to 30% annually, about half of the industry average. At the Carlton, turnover is less than 10%, down from an estimated 50% annually from 2000 to 2002, before Joie took over. It is important to “focus on the impact they’re making rather than just the task of cleaning the toilet,” Mr. Conley said.

Hervé Blondel, the Hotel Carlton general manager who bought the new vacuum cleaners and has since moved to another hotel in the chain, said he tried to treat workers as partners rather than employees. He sat in for front-desk workers on their lunch breaks and heeded staff suggestions to eliminate minibars, which generated little revenue at the midprice hotel.

He also gave more leeway to employees such as Theophilus McKinney, who oversaw the front desk. Mr. McKinney was allowed to wear the funky shoes he favored and to rearrange the reception phones so they were easier to answer. Mr. Blondel also agreed to Mr. McKinney’s request to shift his hours to the evening when more guests were around so he could focus on thinking up ways to keep them happy — such as buying cakes or flowers for those with birthdays or honeymoons.

The Carlton now wins some of the highest employee- and customer-satisfaction marks among Joie de Vivre’s hotels — up from nearly the lowest right after Joie de Vivre took over.

Not all is rosy. The Carlton’s unionized staff grumble that they have been working without a contract — or a pay raise — for three years. Joie de Vivre’s personnel director, Jane Howard, says she has been waiting for the union to start talks after negotiating with bigger hotels.

Front-desk worker Emelie Dela Cruz, who makes $14.58 an hour, is among those eager for a new contract. But Ms. Dela Cruz said the family atmosphere and increased staffing are big reasons she has stayed at the hotel. She had considered quitting under the old managers. Under Joie de Vivre, “we’re all just happier,” she said.

Theory & Practice is a weekly look at people and ideas influencing managers. Send comments to theorypractice@wsj.com. For an archive of past columns, visit CareerJournal.com/Columnists.

Write to Phred Dvorak at phred.dvorak@wsj.com

Printed in The Wall Street Journal, page B3

Copyright 2008 Dow Jones & Company, Inc. All Rights Reserved

This copy is for your personal, non-commercial use only. Distribution and use of this material are governed by our Subscriber Agreement and by copyright law. For non-personal use or to order multiple copies, please contact Dow Jones Reprints at 1-800-843-0008 or visit: www.djreprints.com

Toke Møller er en aktiv udøver af World Café og debatør på The Art of Hosting. Vores 2 dages Aikido træning afsluttede med en World Café, hvor jeg ønskede at snakke om hvad der skal til for at skabe mere engagerede medarbejdere, hvad der giver dem mening. Vi havde en dejlig lang samtale i gruppen der førte til 6/7 punkter:

1. Acknowledge the individual
2. Are your employees/project participants making a difference (striving for a higher purpose than work and money)
3. Create a sound platform for dialogue. People around should feel that there are safe space for them to give you feedback to make you better.
4. Empower people around you. Give out responsibility – they are the experts (or going to be)
5. Ensure your timing is right. Stress leads to bad communication and false decisions
6. Invest in the relationships.
7. Please continue the list and share your findings.

Igennem The Art of Hosting har Mary Alice fra New Zealand tilføjet:

7. Create a powerful storyfield for your vision together and keep it alive.
8. Define leadership and teamship and community. What do these mean and how will you know they are being demonstrated?
9. Redefine old concepts of conflict and make a plan about how to handle it well together.
10. Do what the world thinks is counterintuitive — be kind, be thoughtful, share your feelings, be observant, look out for each other, develop ways to be more and more present
11. Make a commitment to regularly reviewing together — spend considerable time learning how to have a conversation about the conversation so that you know how to go deep with each other
12. Create ways for people to move beyond their desks, out of their intrays and into the world in inquiry — they will bring back gold
13. Ask more questions than you ever have answers

For nyligt blev jeg gjort opmærksom på følgende blog, der har omtalt emnet:

http://selfhub.wordpress.com/2009/02/25/powerful-places/

Klik her for at gå til deres galleri

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