24ways: articles: 2 rows where where topic = "business" and year = 2018

2 rows where topic = "business" and year = 2018

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Link	rowid ▼	title	contents	year	author	author_slug	published	url	topic
250	250	Build up Your Leadership Toolbox	Leadership. It can mean different things to different people and vary widely between companies. Leadership is more than just a job title. You won’t wake up one day and magically be imbued with all you need to do a good job at leading. If we don’t have a shared understanding of what a Good Leader looks like, how can we work on ourselves towards becoming one? How do you know if you even could be a leader? Can you be a leader without the title? What even is it? I got very frustrated way back in my days as a senior developer when I was given “advice” about my leadership style; at the time I didn’t have the words to describe the styles and ways in which I was leading to be able to push back. I heard these phrases a lot: you need to step up you need to take charge you need to grab the bull by its horns you need to have thicker skin you need to just be more confident in your leading you need to just make it happen I appreciate some people’s intent was to help me, but honestly it did my head in. WAT?! What did any of this even mean. How exactly do you “step up” and how are you evaluating what step I’m on? I am confident, what does being even more confident help achieve with leading? Does that not lead you down the path of becoming an arrogant door knob? >___< While there is no One True Way to Lead, there is an overwhelming pattern of people in positions of leadership within tech industry being held by men. It felt a lot like what people were fundamentally telling me to do was to be more like an extroverted man. I was being asked to demonstrate more masculine associated qualities (#notallmen). I’ll leave the gendered nature of leadership qualities as an exercise in googling for the reader. I’ve never had a good manager and at the time had no one else to ask for help, so I turned to my trusted best friends. Books. I <3 books I refused to buy into that style of leadership as being the only accepted way to be. There had to be room for different kinds of people to be leaders and have different leadership styles. There are t…	2018	Mazz Mosley	mazzmosley	2018-12-10T00:00:00+00:00	https://24ways.org/2018/build-up-your-leadership-toolbox/	business
254	254	What I Learned in Six Years at GDS	When I joined the Government Digital Service in April 2012, GOV.UK was just going into public beta. GDS was a completely new organisation, part of the Cabinet Office, with a mission to stop wasting government money on over-complicated and underperforming big IT projects and instead deliver simple, useful services for the public. Lots of people who were experts in their fields were drawn in by this inspiring mission, and I learned loads from working with some true leaders. Here are three of the main things I learned. 1. What is the user need?  The main discipline I learned from my time at GDS was to always ask ‘what is the user need?’ It’s very easy to build something that seems like a good idea, but until you’ve identified what problem you are solving for the user, you can’t be sure that you are building something that is going to help solve an actual problem. A really good example of this is GOV.UK Notify. This service was originally conceived of as a status tracker; a “where’s my stuff” for government services. For example, if you apply for a passport online, it can take up to six weeks to arrive. After a few weeks, you might feel anxious and phone the Home Office to ask what’s happening. The idea of the status tracker was to allow you to get this information online, saving your time and saving government money on call centres. The project started, as all GDS projects do, with a discovery. The main purpose of a discovery is to identify the users’ needs. At the end of this discovery, the team realised that a status tracker wasn’t the way to address the problem. As they wrote in this blog post: Status tracking tools are often just ‘channel shift’ for anxiety. They solve the symptom and not the problem. They do make it more convenient for people to reduce their anxiety, but they still require them to get anxious enough to request an update in the first place. What would actually address the user need would be to give you the information before you get anxious about where your passport is. For example, when your…	2018	Anna Shipman	annashipman	2018-12-08T00:00:00+00:00	https://24ways.org/2018/what-i-learned-in-six-years-at-gds/	business

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