(2019 - 10 of 10) Closing Keynote: What Humans Need at Work

5d5a6bf8c3a2bae2c5e4d972921cf33d?s=47 Calibrate
September 27, 2019

(2019 - 10 of 10) Closing Keynote: What Humans Need at Work

Calibrate 2019 (10 of 10) - https://www.calibratesf.com/

“Closing Keynote: What Humans Need at Work“ - Lara Hogan, Coach and Trainer

https://www.youtube.com/watch?v=OnWqfGlJffA&list=PL8iMj9kx_ykQP637PoLaHAqm8mGYf4yE1&index=10

Our core needs at work are exactly that: needs that must be met in order for us to feel safe and secure. That means our work as managers is incredibly important: to help our teammates (and ourselves) navigate surprising emotions, work through challenges and change, and develop a healthier and more stable state for our team.

About Lara:

Lara is an author, public speaker, and coach for managers and leaders across the tech industry. As a founder of Wherewithall, Lara and her team run workshops, roundtables, and trainings on core management skills like delivering great feedback and setting clear expectations. Before Wherewithall, Lara spent a decade growing emerging leaders as the VP of Engineering at Kickstarter and an Engineering Director at Etsy. She champions management as a practice, building fast websites, and celebrating your achievements with donuts (and sometimes sushi). Her latest book, Resilient Management, is here to help those who find themselves responsible for supporting a team of people.

About Calibrate:

Calibrate was a conference for new engineering leaders hosted by seasoned engineering leaders. Organized and hosted by Sharethrough, it was conducted yearly in September, from 2015-2019 in San Francisco, California.

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Calibrate

September 27, 2019
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Transcript

  1. What Humans
 Need at Work L A R A H

    O G A N
  2. None
  3. None
  4. None
  5. None
  6. Don’t worry, 
 I got this!

  7. Don’t worry, 
 I got this!

  8. Core Needs
 at Work 6

  9. Core Needs
 at Work 6

  10. #WOCinTech Chat Desk Moves

  11. #WOCinTech Chat Desk Moves

  12. Belonging Community, connection 1

  13. Belonging Community, connection Desk move: alienated, left behind 1

  14. Belonging Community, connection Desk move: alienated, left behind 1

  15. Improvement/Progress Progress towards purpose,
 improving the lives of others 2

  16. Improvement/Progress Progress towards purpose,
 improving the lives of others Desk

    move: disruption, distraction 2
  17. Improvement/Progress Progress towards purpose,
 improving the lives of others Desk

    move: disruption, distraction 2
  18. Choice Flexibility, autonomy, decision-making 3

  19. Choice Flexibility, autonomy, decision-making Desk move: loss of control. Could

    represent a larger shift in the company 3
  20. Choice Flexibility, autonomy, decision-making Desk move: loss of control. Could

    represent a larger shift in the company 3
  21. Equality/Fairness Access to resources & information,
 equal reciprocity 4

  22. Equality/Fairness Access to resources & information,
 equal reciprocity Desk move:

    unfair! Some groups had choice, we didn’t 4
  23. Equality/Fairness Access to resources & information,
 equal reciprocity Desk move:

    unfair! Some groups had choice, we didn’t 4
  24. Predictability Resources, time, direction,
 future challenges 5

  25. Predictability Resources, time, direction,
 future challenges Desk move: surprise disruption

    in routine 5
  26. Significance Status, visibility, recognition 6

  27. Significance Status, visibility, recognition Desk move: no more corner office,


    far from leadership 6
  28. Belonging Improvement/Progress Choice Equality/Fairness Predictability Significance Paloma Medina: bit.ly/biceps-core-needs

  29. Belonging Improvement/Progress Choice Equality/Fairness Predictability Significance Paloma Medina: bit.ly/biceps-core-needs

  30. Flex those BICEPS.

  31. Share BICEPS
 with your team to help investigate points of

    friction.
  32. Share BICEPS
 with your team to help investigate points of

    friction.
  33. Use BICEPS to build interpersonal empathy.

  34. Use BICEPS to build interpersonal empathy.

  35. Consider BICEPS as you manage up.

  36. Consider BICEPS as you manage up.

  37. Feeling a sense of improvement or progress
 as a manager

  38. We’re trained to look for socially-visible progress.

  39. But management work is supposed to be invisible.

  40. But management work is supposed to be invisible.

  41. But management work is supposed to be invisible.

  42. Watch data over time
 to feel progress. Find a way

    to make that data visible to others, too.
  43. Measure your
 BICEPS progress.

  44. Monday Friday Belonging ➊ ➋ ➌ ➍ ➎ ➊ ➋

    ➌ ➍ ➎ Improvement/Progress ➊ ➁ ➂ ➃ ➄ ➊ ➋ ➌ ➍ ➄ Choice ➊ ➋ ➌ ➍ ➄ ➊ ➋ ➌ ➍ ➄ Equality/Fairness ➊ ➋ ➌ ➍ ➎ ➊ ➋ ➌ ➍ ➎ Predictability ➊ ➋ ➌ ➍ ➄ ➊ ➋ ➌ ➃ ➄ Significance ➊ ➋ ➌ ➃ ➄ ➊ ➋ ➌ ➍ ➄
  45. Monday Friday Belonging ➊ ➋ ➌ ➍ ➎ ➊ ➋

    ➌ ➍ ➎ Improvement/Progress ➊ ➁ ➂ ➃ ➄ ➊ ➋ ➌ ➍ ➄ Choice ➊ ➋ ➌ ➍ ➄ ➊ ➋ ➌ ➍ ➄ Equality/Fairness ➊ ➋ ➌ ➍ ➎ ➊ ➋ ➌ ➍ ➎ Predictability ➊ ➋ ➌ ➍ ➄ ➊ ➋ ➌ ➃ ➄ Significance ➊ ➋ ➌ ➃ ➄ ➊ ➋ ➌ ➍ ➄
  46. Share your progress with peers.

  47. Share your progress with peers.

  48. Celebrate your
 peers’ progress.

  49. Celebrate your
 peers’ progress.

  50. This is the work.

  51. This is the work.

  52. None
  53. None