Group What Groupware
Jack goes over Ruby gems and Nextcloud, while Andrew takes a closer look at why it's necessary to care about other people's feelings.
Intro
The NEW Match-Case Statement in Python 3.10
Be More Realistic About the Time You Have
FreeBSD 13’s Close Call
News / Community Updates
Ruby off the Rails
Releases
OurCompose Developments
Q1 Wrapup
Integration Discussion - Nextcloud - Groupware
Grab Bag - Primal Leadership
Learning to Lead With Emotional Intelligence
Summaries:
Heather Farran’s Write-up and Evaluation
“the fundamental task of leaders is to prime good feeling in those they lead. That occurs when a leader creates resonance; a reservoir of positivity that frees the best in people. At its root, then, the primal job of leadership is emotional.
The Power Moves
In Primal Leadership (2001) Daniel Goleman argues that the number one trait of any good leader is his emotional intelligence, and his ability to connect and engage with his followers. The book is also famous for Goleman’s six types of leaders, whom he describes in detail.
Leadership Types
Daniel Goleman uses the term “resonant leaders” to describe leaders who understand human nature and leverage their emotional intelligence to connect with people and get the most out of them.
Resonant leaders embrace emotions and humanity.
Dissonant leaders instead don’t understand or actively try to cut out the human side of business.
Resonant
- Visionary
- Affiliative
- Democratic
- Coaching
Dissonant
- Pacesetting
- Commanding
Andrew’s Emotional Intelligence Domains Takeaways
Social Awareness - Service
How we rollout change is just as important as the quality/excellence of the tool. This is because people’s emotions have a greater effect on the success of a rollout than people’s intellect
To quote Jack from the fifth episode of the podcast:
What’s a tool if you hate it? You’re not gunna sign into Kanboard if you hate it!
This is more important than ever when adopting new tooling and changing the day-to-day functions of an organization, no matter how small it is!!!
When someone considers their task as completed, but to your point of view, it’s only 1/5 completed, then you have a problem. Some recent examples:
- Network Engineer Spinning up Windows DB Server
- Why do we write documentation?
This is in no small part a lack of setting expectations. Using Kanboard, you can do this using the description field of a task.
This can also come back to the three components of motivation:
- Autonomy
- Mastery
- Purpose
Relationship Management - Everything
In response to “It’s like a physical tick for me to be unable to lie”:
Sometimes things need to be said in a diplomatic way, and not just… bleh, you know?
[…]
How do you decide, or do you decide how this is going to make this person feel.
[…]
If I heard “There’s probably some misunderstanding between us. Let me be as clear and precise as possible to clear away that misunderstanding”, I would be like, ooh… too clear.
People need to feel heard. They need to not feel this is just another top down thing. To get buy-in, people love to interact with ideas before it is set in stone. This will make them feel heard and valued. It will also allow us to gain valuable insights into potential misunderstandings before an official rollout. Finally, by drawing them into the process before completion they will feel an ownership of it because they touched it before it was finalized. (This remains true even if the tool is 99.9% complete.) Without buy-in, you are trying to lead people where they don’t want to go. Taking time to get buy-in is like taking time to show people a travel brochure and letting people get excited about the journey. If the goal is buyin, the extra time it takes is worth the years of positive movement. When it comes to change, efficient is not always effective. Heather Farran’s Write-up and Evaluation
Historically, RMS has been expressing his views in ways that upset many people. He is usually more focused on the philosophical underpinnings, and pursuing the objective truth and linguistic purism, while underemphasising people’s feelings on matters he’s commenting on. This makes his arguments vulnerable to misunderstanding and misrepresentation, something which we feel is happening in the open letter calling for his removal. His words need to be interpreted in this context and taking into account that more often than not, he is not looking to put things diplomatically.
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