Canal Odoo / Odoo Experience 2016

3533 vistas
0 Gustos
0 0
What's is a team leader? And what's a manager? Become a leader and make the best of your people's skills and talent, give what it's needed to let them shine!

Compartir en redes sociales

Compartir enlace

Use permanent link to share in social media

Compartir con un amigo

Por favor iniciar sesión para enviar esto presentation ¡por correo!

Incrustar en su sitio web

Seleccionar página de inicio

11. People

13. A big part of the manager role is to recruit, onboard, develop and retain great people.

14. 1 Recruit

6. Culture and the role of the manager.

23. 3 Retention

30. Decisions the tool to execute faster

45. Summary

4. What is a team leader?

17. “Great” people does not mean “perfect”. We recruit people for what they can bring to the team, not because they are perfect.

20. 2 Onboard new employees

35. Keep the team focused by sharing a clear direction

26. Autonomy does not mean lack of guidance... People need guidance; the more the better.

31. 1 Decision Profile

2. As an Odoo manager, you have to be 
 team leader, before being manager.

7. The culture is not a document. 
 It's the way you, the managers, act on a daily basis with your team.

24. What motivates people? Autonomy Master / Evolution Purpose

38. 3 Build for the long term

19. A great interview is about testing what they can do. Not about asking questions to check what they know. ?

34. 2 Keep focused. Less is more.

36. Good managers can tell you what to do. Great managers knows how to remove tasks that burden people so that they can focus on what's essential.

40. 4 Build a lean company

1. Being a Manager at Odoo. May 2016 Team Leader

3. ” Management is doing things right. Leadership is doing the right things. 
 -- Peter Drucker

5. Someone who helps his team to succeed. You have to be at the service of your team, and not the other way around.

22. Also, Don't treat trainees like trainees. Assign real responsibilities and projects. There is no trainee job at Odoo. 
 It's better for them, and it's better for us.

33. How to be faster? Do only half of the things we should do. Don’t do it Do it Things you would like to do

12. ” We want to be proud of our people, as much as we are of what we do. 
 -- HubSpot Culture

43. Great managers figure out how to get great outcome by setting the appropriate context, rather than trying to control their people.

46. It's all common sense. But sometimes, for no real reason, people behave diff erently when they become managers as they would have done in their personal life.

42. Good process help talented people to get more work done. Bad process try to cover recoverable mistakes.

18. Exceptional skill HR Skills If you recruit for no default, you get average people. Red = Odoo Green = Average Companies

15. Interview: 
 assess competencies, not knowledge. Evaluate what a person can do, rather than what he knows. Otherwise, people will appear better to you because they are experienced, not because they can over-achieve.

27. Mastery / Evolution The desire to get better and better. 
 Invest time in training your team. 
 If someone fail, don't blame him but ask yourself what you insights you missed to provide. 
 Give books for their personal developments.

8. Many companies have nice sounding value statements displayed in the lobby, such as: 

9. Enrol, whose leaders went to jail, and which went bankrupt from fraud, had these values displayed at their lobby: Integrity 
 Excellence (These values were not, however, what was really valued at Enron.)

25. Autonomy The desire to direct our own life. 
 Don't command and control, but trust people. Let them express themselves. 
 Give responsibilities, not tasks and let them think about how to achieve it. 
 Infl uence is independent of hierarchy.

28. Autonomy / Guidance The right balance. 
 Always explain the “Why” instead of assigning “What” to do. And let them the freedom to think about “How” to do. 
 If you don't agree, argue rather than command. It's sometimes tempting to avoid long discussions, but being assertive is bad for motivation and learning.

29. Purpose What we do is in the service of something larger than ourself. 
 Always explain the “Why”. Communicate the big picture, even on small tasks. 
 Be sure everyone share the vision of the company and your team. 
 Reward and congrats people. Tell them how useful they are. Even for small tasks.

47. Inspired by: 37Signals (Rework, Getting Real) 
 The Science of Motivation (Dan Pink) 
 Effectuation (Sarasvathy) 
 Netfl ix (Reed Hastings) 
 Hubspot (Culture Code)

21. First day at work. Assign clear learning objectives for the next month. Define weekly targets and be clear about the vision and what you expect . 
 Make them perform something useful quickly.

37. Explaining “Why we don't do” is a great way to keep people focused. 
 • If you say “please focus on usability”; you just burden your team with more work. 
 • If you say “No new features”, you allow them to focus on usability.

39. Odoo is a marathon, not a sprint. Avoid building stuff for one-shot operations. Invest time only if it allows Odoo to get better in the long term. Capitalize on everything we do.

32. Quality Fast Complete Most Companies 
 They try to do everything: 
 Quality, complete, fast. OpenERP SA 
 We do less, but we do it faster with good quality Our decision profile Quality Fast Complete

16. How to access competencies? Is he smart? (IQ test) 
 Can he do a demo? (test it) 
 Can he understand business 
 process he does not know? (business flow) 
 Will he call a lot? (do qualification calls) 
 Is he a good developer? (develop sth) 
 Can he learn? ( make him think about something he does not know)

10. Odoo's Culture Managers are the guardians of the culture 
 Build for the long term 
 Optimize for customer experience 
 Execute faster 
 Recruit, develop and retain great people Innovate , be disruptive 
 Keep things simple 
 Give the autonomy

44. Context (embrace) • Strategy • Objectives • Clearly defined roles • Environment to learn • Decisions Transparency • Metrics Control (avoid) • Top-down decisions • Management approval • Committees • Planning and process valued more than results 
 Context, no control provide the insight and understanding to enable the right decisions.

41. Rigidity increased by: • Exceptions • Complex documents • Permanent decisions • Validation process • Long-term roadmaps • HR Policies • Planning • Hierarchies Flexibility increased by: • JIT thinking & decisions • Less software, less code • Open culture • Trust Good Judgment • Smart people 
 Keep things simple: flexibility over rigidity.


  • 3533 Vistas totales
  • 2972 Vistas del sitio web
  • 561 Embedded Views


  • 0 Social Shares
  • 0 Me gusta
  • 0 No me gusta
  • 0 Comentarios

Veces compartido

  • 0 Facebook
  • 0 Twitter
  • 0 LinkedIn
  • 0 Google+

Incrusta 1

  • 5