#gamedev Lead Quick Start Guide Congratulations! You’re a lead. Now what? In general, whatever skills you’ve demonstrated that got you to this point aren’t the same things you’ll be doing from here on out (or at least not as much.) Not everyone is suited to a lead role or would be happy in one. Trust I believe you have every chance to excel as a lead; Otherwise, you wouldn’t be one. What follows is a entry-level description of my expectations for a #gamedev lead. I expect you to read this. Do not skim. Is there anything here that you don’t feel is completely clear? Congratulations! There is no one thing that has more of an impact on the quality of the game, the cost of development, the engagement and happiness of the gamedevs and the future of the studio than leadership. I expect your process to reflect you. I asked some gamedevs recently to list the most common reasons why gamedev sucks: All of these problems are leadership problems. You must be wary of any process that purports to address these issues.
10 Things Employers & Recruiters Want from You Every job hunter has the same question: What do employers look for, and how can I best show I’ve got “it?” A few days ago, I attended a panel discussion for career coaches led by three of the leading recruiters in Greater Boston. Each recruiter had the assignment of explaining their view of today’s hiring environment, what employers are looking for, and then to give a few tips for candidates. The recruiters deal with different specialties, including: Human Resources, Medical Devices, Information Technologies (IT), and Marketing. Nonetheless they agreed on one thing: Five years ago, if an employer listed a job with 8-10 bullet points of “requirements,” a candidate might have been hired if he/she only had 3-4 of them. It comes as no surprise they all report both recruiters and companies are being inundated by resumes, as more people are chasing fewer and fewer jobs. What Employers Want To Hear: Things Recruiters Want To Hear: I offer an initial free consultation to any job hunter.
Tuning People, Processes, and Projects to Power Results » Blog Archive » Managing in Mayberry: An examination of three distinct leadership styles ©2001, 2010 Don Gray and Dan Starr Near the Blue Ridge Mountains in North Carolina, not far from where you think it should be, there really is a town called Mayberry. Although the main highway bypassed the town years ago, the namesake for the popular 1960s television series is still a bustling community, and a fair amount of traffic enters Mayberry’s downtown from the north on the US Highway 52 business spur every morning. In town for a week of consulting work, we were able to observe the recent road construction along that route and watched a trio of local citizens demonstrate their own unique management styles. When road work just north of town closed Business 52, all the traffic entering town from the north had to take the 52 bypass around to the west side of town and enter the downtown on Key Street. Figure 1 Three Approaches to Managing Being a take-charge guy, the officer on duty (we’ll call him Barney) arrived at the scene Monday and quickly sized up the situation. Micromanagement
Why You Didn’t Get An Interview Crying in your beer This is a bummer of a job market for librarians, and if you’re fresh out of library school you are probably crying in your beer, wondering why you didn’t get a degree in something practical and career-oriented, like medieval cookery. But a few months back a newish librarian asked me in frustration why she was having a hard time getting interviews — let alone job offers — and we chatted back and forth on Facebook. Let me attempt to sum up what I shared. The job market sucks. Employers seek a known quantity. Your c.v. and cover letter need work. This question is important not only for what you say, but how you say it. Take your c.v. and cover letter to a mentor or friend and make sure they really sing to the position you are applying for–and that they are typo-free. Probably the most frequent issue I see in cover letters is a failure to address the responsibilities of the position. You are not the main event. May I offer one key tip? Plus, see above, TJMS.
5 Habits of Highly Effective Communicators 1.9K Flares Filament.io 1.9K Flares × Have you ever walked away from talking with someone that you’ve just met and thought to yourself “Wow, this was one of the best conversations I’ve ever had!”? I’ve recently had one of those and at first I quite selfishly concluded “Wow, I’m a great communicator”. But then I realized, hang on a second, I think this other person was the reason I felt so good about this talk, how did he do that? I started to think about a few of the things this person did, that made me feel so comfortable and open to speak with him. So what I’ve come up with are 5 of the most effective habits famous communicators have used for hundreds of years. Let’s dig in: 1. The word conversation generally brings to mind talking—at least for me. You might have heard of active listening before. Stephen Covey’s book The 7 Habits of Highly Effective People is also a great one to read for tips on improving your listening skills (and, in fact, how you build relationships in general). 2.
How not to get hired: Bring your cockatoo to the interview You might have heard an urban legend about a job seeker who goes on a lunch interview with his potential boss. When the meal arrives, the job seeker sprinkles salt on his food before tasting it. Immediately the employer knows she has no interest in hiring this man. The job seeker isn’t flexible but he is presumptuous. No one wants to hire a rigid worker. If you think about the persnickety habits of employers who don’t have time to waste on unqualified candidates, the story doesn’t seem too outrageous. Apparently not all job seekers know this. Staffing firm Robert Half asked hiring managers to recount some of the most outstanding interview mistakes they’ve experienced or heard of, and the answers are almost unbelievable. Some mistakes were peculiar: “The candidate sent his sister to interview in his place.” Some were odd violations of interview etiquette: “When asked by the hiring manager why she was leaving her current job, the applicant said, ‘My manager is a jerk.
What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence
3 Core Characteristics; Leadership as a Function Shared by: Alex Adamopoulos Date posted: June 6, 2012 Leadership principles tend to be quite ubiquitous since they can apply to so many types of people and situations. In this article I want to draw on the experiences and work I’m involved in to make the article a bit more specific and real. This often means that there is a leadership discussion at hand simply because the topic of change, whether related to process, methodology, project delivery, outsourcing, portfolio management, etc., directly affects cultural impact and the mind-shift that needs to happen at the leadership level mostly. For example, in large enterprises it is especially hard to walk in with an “agile” message and expect everyone to fall into rank. One other consideration. If leadership is about doing the right things then we must be able to define what the “right things” are in our organizations and teams. I want to provide brief definitions of each word but before that let’s also define what we mean by function. Trust
Leadership and Self-Awareness By Mike Myatt, Chief Executive Officer, N2growth Leader Beware – ignorant bliss, no matter how enjoyable, is still ignorant. If you’re in a position of leadership and don’t feel you have any blind spots, you’re either very naïve or very arrogant. All leaders have blind spots – the question is what are they doing about them? I’ve never understood leaders who make heavy investments in personal and professional development early in their careers, who then go on to make only minimal investments in learning once they have reached the C-suite. It’s at the C-suite level an executive must be on top of his/her game as they have the broadest sphere of influence, the largest ability to impact a business, and they also now have the most at risk. The ancient Greek philosopher Socrates had a few guiding principles that today’s leaders would do well to adopt: Socrates said, “Know Thyself” and “An unexamined life is not worth living.”
BioWare co-founder: "It's easier to be a half-assed or outright bad leader" Dr. Ray Muzyka may have retired from making games, but the BioWare co-founder hasn't left the field behind entirely. Muzyka today took a break from running his sustainable investment firm Threshold Impact to deliver the opening keynote address at the 10th annual Montreal International Game Summit. Muzyka also spoke at the inaugural MIGS, but that was well before BioWare was sold to Electronic Arts, before Mass Effect, Dragon Age, Star Wars: The Old Republic, and a dozen other opportunities for him to learn. Muzyka began his talk by questioning the nature of leadership, rhetorically asking what qualities constitute good leadership. "The unfortunate truth is it's easier to be a half-assed or outright bad leader," Muzyka said. In the modern age, focus is crucial, Muzyka said. At BioWare, Muzyka said there were three core stakeholders of equal importance: fans, employees, and investors. "If you're not honest externally and internally, it's hard to take feedback and learn from it" Ray Muzyka
Achieving Agile Leadership This article introduces the concept of Agile Leadership and the Leadership Manifesto. Presents some well-known leadership concepts and models and problems that leaders face nowadays. The concepts of Agile Coach, ScrumMaster and Project Manager are presented as the article derives the concept of Agile Leader as the person living in the intersection of these three roles. We can learn to be leaders by love or by pain Anything in life subject to learning by humans is just like that. Therefore, in order to develop emotional intelligence IT leaders today need to put their skills to the test by trial and error. What is Leadership about? We are living in the age of knowledge and transparency . “Have different goals and a common strategy but remaining different. Move away from technicalities, from results, from control: don’t linger here. There is no best leadership model Situational Leadership has proven its values over time. The Agile Leader For the Agile Leader, servanthood is the strategy.
Generational Leadership By Mike Myatt, Chief Strategy Officer, N2growth A leader’s biggest struggle is not the routine of the familiar, but the journey of the unknown. It’s getting from where they are to where they want to be strategically, tactically, organizationally, developmentally, and most importantly relationally. Let me be as clear as I can – there are still far too many leaders who believe in having someone earn their stripes and pay their dues – please don’t do this, don’t be this person. I’m going to ask you to stop complaining about the younger generation, and instead become very intentional and very fluent in your understanding of them. Here’s the thing – cross generational corporate experiments aren’t working too well. Let’s take a closer look at these generations – Boomers (those born between 1946 and 1964) represent a huge segment of our population, and the Millennials or Gen Y (those born after 1981) represent and even larger segment with their numbers now eclipsing those of the boomers.