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McKinsey’s problem solving framework explained

Attached: 1 image @matthewcassinelli@mastodon.social this is on 16.5 👀 are you saying this shouldn’t be the case?

To avoid proliferating a fruitless paper chase, incorporate these six best practices into your talent review process.

I live in Seattle, and Amazon is our giant.

Welke rol speelt gedrag bij het bouwen van een informatieorganisatie, welke middelen kunnen je hierbij helpen en wat kan je tegenhouden?

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HTTP Callout POST method tutorial: Learn how to set it up and connect to APIs step by step. Flow step 1/3

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In the face of rapid, disruptive change, companies are realizing that managers can’t be expected to have all the answers and that command-and-control leadership is no longer viable. As a result, many firms are moving toward a coaching model in which managers facilitate problem-solving and encourage employees’ development by asking questions and offering support and guidance rather than giving orders and making judgments. The authors explain the merits of different types of coaching—directive, nondirective, and situational—and note that sometimes no coaching at all is appropriate. They describe how managers can use the four-step GROW model to become more skilled at listening, questioning, and drawing insights out of the people they supervise. The article concludes with recommendations for making coaching an organizational capacity—effecting a cultural transformation by articulating why coaching is valuable for the firm as well as individuals, ensuring that leaders embrace and model it, building coaching capabilities throughout the ranks, and removing barriers to change.

Filament is a powerful open-source UI framework for Laravel. Build and ship apps & admin panels fast with Livewire.

Flow has evolved quickly to be hugely powerful. It is ‘virtually’ Apex with a drag-and-drop interface. Without programming you can achieve a lot, but you can also create havoc in your org, or develop flows that are so complex they are difficult to test – or change. Fear not, as we’re here to share the […]

When it comes to designing Salesforce architecture, it’s essential for developers and architects to understand (and be able to identify) anti-patterns. Join Lars Malmqvist (Packt) and Ben McCarthy (Salesforce Ben) as they discuss: • The concept of anti-patterns. • The most common mistakes to avoid when it comes to Salesforce architecture. • Practical guidance for identifying and mitigating anti-patterns. #Salesforce #LinkedinLive | 252 comments on LinkedIn

In the business world, it’s no secret that technology is changing the game. With the advent of artificial intelligence (AI), industries across the globe are looking for ways to integrate it into their operations to outsmart rivals. The sales and marketing team is exploring AI-powered predictive analysis for better results. However, the thought of deploying … Continue reading

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Discover a comprehensive list of Salesforce Demo Orgs, offering the ideal sandbox environments for testing and learning. Explore our curated collection of orgs, featuring various editions and functionalities.

Imagine two people working at a startup. Jennifer emphasizes speed over accuracy. She plays it a bit fast and loose, but... She’s right 70% of the time. That means she’s wrong ⅓ of the time. Which seems like a lot. But she makes 2 decisions an hour. Matthew, on the other hand, values precision. He likes to be correct and takes his time to ensure he will be. Matthew’s right 90% of the time or 30% more often than Jennifer. But he only makes 1 decision an hour. So who’s more productive? Well, Jennifer makes 1.4 correct decisions per hour (0.7 x 2) and Matthew makes 0.9 correct decisions per hour. So Jennifer is actually right 50% more often than Matthew. - She covers more ground. - She gets more done. - She builds more. This is what I call the decision coefficient. An illustration of the value of speed over accuracy. The final variable, of course, is the consequence of the decision. As Bezos would say this is the difference between Type 1 and Type 2 decisions. Yes, Type 1 decisions (existential to the company) need careful scrutiny. But most decisions are Type 2. They’re reversible. They can be undone. And they might even provide information and data in the failure and help you learn. Speed > Accuracy #startups | 1,350 comments on LinkedIn