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Self-Development

The idea about this space is to encourage all of you to take care of your development and learning more on a daily basis. I see a lot of people with a huge potential who are struggling with ‘finding’ time to do it.

Because they are so busy.

Because they don’t have time.

Because they have kids so how on Earth they find even a minute for that.

I say: stop the excuses. I say as well that statement (a lot): ‘You don’t have the time? You make the time.’. Since it is all about making decisions how we spend our time, we can make better ones. Of course, we all live in our individual, unique circumstances but I do believe that we can find a way to work within them. To live our lives fully.

How to make more time?

‘I don’t have the time’ is a strong belief. And it is extremely easy to use, universal, always good. Because people will understand, right? We are all busy nowadays. And yet, as I work with many individuals, teams and organizations, I can see that we have a tendency to use easy excuses to not make an effort.

Of course, change is hard. And uncomfortable. It is demanding because we need to invest in it – time, money, effort, learning you name it. But most of the changes that aren’t successful are just too big from the very beginning. We have huge dreams, and that’s good – we should dream big. But we need to cut those dreams into smaller, more achievable pieces. Sounds obvious? Of course it is, but believe me – I see people every day who are doing the exact opposite thing, wishing that the outcome will be different. They are not using the easiest ways, feeling frustrated after first couple of days and just quit trying. I am going to teach you here how to use the easiest ways to achieve great results.

What are you going to get here?

In this blog I am going to show you the easiest. I will divide bigger tools, frameworks and ideas to smaller, more useful elements that you can use right away. I know that there are countless books, courses, conferences and digital learning spaces all over the internet. And I do know that sometimes it is just too much. We don’t know what to choose so we are not choosing at all. So I’ll be your guide through the infinity of knowledge and propose you those solutions that I believe can work.

I am a lifelong learner but also a lifelong reader. Based on that statement, I am going to share with you my thoughts and recommendations regarding books that I read. Again – making a structure on the infinity of books and giving you a WHY on choosing certain position to invest your time well.

I am also a manager and I support managers on a daily basis. Using that experience, I am going to share with you a lot of knowledge, tools and solutions that you can use if you want to become a manager, or you are one at the moment. It is really hard to find a good leadership training, so I hope that would support you on the way.

Shall we start?

If you want to take care of yourself better, it is a space for you.

If you want to make more time, it is a space for you.

If you feel stuck and you really want to change that, it is a space for you.

We need more simplicity, light and inspiration in our lives – so why don’t we start here to gain it together?

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דירות דיסקרטיות בקריות והצפון

2 years ago

I was very pleased to uncover this site. I wanted to thank you for ones time for this particularly wonderful read!! I definitely liked every bit of it and I have you bookmarked to see new stuff on your blog.

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Leadership

3 Leadership Lessons I Learned from Bad Recruitment Processes

Recruitment is often described as both an art and a science—a delicate balance of intuition, data, and strategy. But sometimes, even with the best intentions, things can go awry. I’ve learned this the hard way. Over the years, my experience in leadership have taught me that recruitment mistakes are not just costly in terms of money but also in terms of time, energy, and efficiency. Today, I want to share with you three of my biggest lessons from bad recruitment decisions that I hope will help you to not repeat those in your leadership practice. #1 The Rush: When Speed Wins With Strategy There was a time when I was desperate to fill a position on my team. Aren’t we really in constant situations like that? I remember that we had a critical project coming up, I was drowning under the amount of tasks I had on my list and I convinced myself that having “someone”—anyone—on board quickly was better than waiting for the better fit. I rushed through the process, skipping some of the deeper evaluations and settling for a candidate who seemed “good enough.” The result? It ended up costing me more than I ever anticipated. The person lacked the skills and mindset needed for the role, and within six months, we had to part ways. Not only did this mean starting the recruitment process all over again, but it also disrupted my work, again. According to research by the Society for Human Resource Management (SHRM), the average cost per hire is around $4,700. However, if you make a bad hire, the costs skyrocket. Studies estimate that replacing an employee can cost anywhere from 8 to 12 months of their salary. For example, if you hire someone with an annual salary of $50,000, replacing them could cost you between $33,000 and $50,000. And that’s just the financial side—what about the lost productivity and influence on yourself? On the team? This experience taught me a crucial lesson: rushing to fill a position is like building a house on quicksand. It may seem like you’re saving time in the short term, but in reality, you’re setting yourself up for long-term instability. #2 The Bias Trap: Judging by Brands, Not Skills Another mistake I’ve made is being overly impressed by the organizations listed on a candidate’s CV. When someone came from a big-name company or a well-known brand, I found myself assuming they must be ready to do the job. After all, if they worked at such prestigious places, they must be highly capable, right? Wrong. One candidate I hired had an impressive resume filled with experience at top-tier organizations. I was so dazzled by their background that I overlooked some red flags during the interview process—things like their lack of enthusiasm for the role or their vague answers about past achievements. It turned out that their success in previous roles was largely due to the systems and teams already in place at those organizations. In my smaller, more dynamic team, they struggled to adapt and contribute effectively. This mistake taught me to focus on the specific person, not just their past affiliations. A brand name on a CV doesn’t guarantee a cultural, personality-based or skill set fit for your organization. Now, I dig deeper during interviews, asking specific questions about their contributions and how they handle challenges in different environments. #3 Ignoring the Personality Match As someone deeply invested in Communication Intelligence (CQ) and the Process Communication Model (PCM), I know how critical personality dynamics are in any working relationship. Yet, there have been times when I ignored this knowledge during recruitment—and paid the price for it. I once hired someone who looked perfect on paper: they had the right skills, experience, and even glowing references. But what I failed to assess was how well we would work together on a personal level. Our communication styles clashed almost immediately. Where I value directness and proactive problem-solving, they preferred a more passive approach and avoided conflict at all costs. Data vs emotions. Logic vs relationship care. Nothing wrong about that, don’t get me wrong! But it comes with a cost, especially when you work in a small setup. This mismatch didn’t just affect our one-on-one interactions; it also impacted the overall efficiency. When there isn’t alignment between a leader and their team members, it creates friction that slows down decision-making and execution. According to Gallup research, disengaged employees can cost organizations up to 18% of their annual salary in lost productivity. Imagine what happens when that disengagement spreads across an entire team! Now, I make personality assessments a non-negotiable part of my recruitment process. Tools like PCM are there to use: I’m not saying that you do a questionnaire for every single candidate since it’ll cost a lot (if you can afford it, go for it!). It’s about using the framework in practice. Listen, observe, connect the dots. Everything is there, you just need to know what you’re looking for. Moving Forward: How to Avoid These Pitfalls Here’s what I’ve learned to do differently: Prioritize Fit Over Speed: Take the time to find someone who aligns with your team’s needs and culture—even if it means extending your search timeline. Remember that fast recruitment can cost you so much more time in the future. Dig Deeper Into Experience: Don’t be swayed by big names on a CV; focus on understanding what the candidate actually contributed in their previous roles. Assess Personality Compatibility: Use tools like PCM or other personality assessments or knowledge from the framework to ensure alignment between you and your potential hire. Recruitment is never going to be an exact science, but by learning from past mistakes and implementing more thoughtful strategies, you can significantly improve your chances of finding the right person for your team—and avoiding costly missteps along the way. Final Thoughts As leaders, we often feel immense pressure to make quick decisions and keep

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16 February 2025 No Comments

Leadership

Mastering Tough Conversations: A Tech Leader’s Guide to 1:1s (That Nobody Really Wants to Lead)

As a tech leader, you’re no stranger to challenges—tight deadlines, complex projects, and ever-evolving technology are part of the job. But one of the most delicate challenges you’ll face doesn’t involve code or systems; it involves people. Leading tough conversations with employees is an essential skill that separates good leaders from great ones. Whether it’s addressing underperformance, delivering hard feedback, or navigating team conflicts, these moments can define your leadership. This guide equips you with actionable tools to lead tough conversations effectively, using a structured approach that combines contracting, Communication Intelligence (CQ), including the Process Communication Model (PCM). Let’s dive in. When Tough Conversations Are Necessary: Scenarios You’ll Encounter Before we get into the how, let’s identify the when. Here are common situations where a tough conversation might arise: Underperformance: An employee is consistently missing deadlines or delivering work in a quality we agreed on. Behavioral issues: A team member exhibits disruptive behavior, such as frequent conflicts with peers or unprofessional communication. Career Development: You need to inform an employee that they didn’t receive a promotion or that their role is changing. Restructuring: Delivering news about layoffs or departmental changes. Personal Concerns: Addressing sensitive issues like burnout, mental health, or personal struggles impacting performance. Each of these scenarios requires a thoughtful approach to ensure the conversation is productive and respectful. And none of those are easy: there’s no one-size-fits-all approach so it might sound like a hell to a tech leader. But we have some algorytms that you can use to run the meeting with success. The Framework: Contracting, CQ, and PCM To handle these conversations effectively, use three elements to have a success no matter what kind of situation you are facing. Contracting: Establish clear agreements on three levels—administrative, professional, and psychological. You have more about the contracting itself, the levels and what to do to make sure the contract is fully covered in this article. Communication Intelligence (CQ) muscle: Flex your communication style to meet the employee where they are emotionally and mentally. Managing reactions that are always emotional (you like it or not) is our job as leaders: we need to know what triggers which behavior and what to do to overcome or address it when it appears. Process Communication Model (PCM) Framework: Tailor your approach to the employee’s personality base for maximum impact. Match the language and way of communication they need, not your favorite ones. That’s crucial for the conversation to be successful: you’re leading it for them, not for yourself. Part 1: Contracting—Setting the Stage for Success Contracting involves creating clarity and mutual understanding before diving into the conversation. What are the essentials of 3 levels that are inside? – Administrative Contracting: Define the logistics. Where will the meeting take place? How long will it last? What’s the agenda? Example: “Let’s meet in my office at 2 PM for 30 minutes to discuss your recent project performance.” Take care of this during and after as well. “What is the deadline to implement what we’re talking about?” – Professional Contracting: Clarify roles and expectations. Emphasize that this is a professional discussion and its goal is to find solutions, not to blame anybody for anything. Example: “My role is to provide feedback and support you in improving; I would like for your role to share your perspective and be engaged in the next steps we are going to create together during this meeting.” – Psychological Contracting: Set the emotional tone by creating a space for a person. Acknowledge that the conversation might be difficult but make sure you are focused on the positive outcome. Example: “I know this might be uncomfortable, but I want you to know this is coming from a place of support and wanting to help you succeed.” Part 2: Flex Your CQ Muscle Communication Intelligence (CQ) is your ability to adapt your communication style based on the situation and the other person’s needs and preferences. In tough conversations, this means balancing focus with accountability. What are the easiest 3 things that you can do as a leader to make sure you’re using your CQ muscle? – Listen Actively: Truly hear what the employee is saying without interrupting or jumping to conclusions. Make notes. Paraphrase, check if you understand as your employee intended you to. Don’t assume, ask. – Acknowledge Emotions: If the employee feels upset, angry or defensive, name the emotion without judgment. Example: “I can see this feedback is frustrating for you.” or “I understand that situation is infuriating.” Don’t underestimate the state, let it be, check what kind of information is hidden below this emotion. Use it in the solution creation phase. – Stay Calm and Focused: Keep your tone steady and avoid escalating tension, even if emotions run high. I know that’s one of the hardest things to do: most of the time we go angry when the other person is angry. We mirror each other, that’s how our brain is wired. But by being conscious of that, we can stop the automatic pattern and break it by being more mindful and goal-oriented. When you observe something like that, say to yourself: “What is the goal of this conversation? What I want to achieve here?” That kind of reminder is going to take you back to the OK-OK state and continue with more clear view of mind. Part 3: Tailor Your Approach with PCM—Speak Their Language The Process Communication Model (PCM) identifies six personality types, each with unique communication preferences and stress patterns. Understanding these types allows you to tailor your message effectively. Here’s a quick breakdown: Thinker: Logical, organized, values data and structure. – Approach: Be clear, factual, and provide detailed explanations. – Stress Behavior: May become overly critical or perfectionistic, attack others for lack of thinking or logical approach. Persister: Principled, dedicated, values integrity and commitment. – Approach: Appeal to their sense of purpose and principles. – Stress Behavior: May become judgmental or

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8 February 2025 No Comments

Leadership

What Are Most Common Beliefs That Hold Tech Leaders Back?

As a Tech Leader, you’re tasked with guiding innovation, meeting deadlines, and managing diverse teams—all while navigating the complexities of human dynamics. It’s no small challenge. But what if I told you that some of the beliefs you hold about leadership might actually be holding you back from creating an environment where people want to stay and thrive? Let’s take a closer look at three of the most common beliefs that I encounter when working with Tech Leaders and explore actionable solutions to shift your mindset and approach. Belief 1: “If I’m not the expert in the room, I’ll lose respect.” Many Tech Leaders feel immense pressure to always have the answers. After all, you’ve likely climbed the ranks because of your technical expertise. But leadership isn’t about being the smartest person in the room—it’s about enabling others to shine (it hurts, I know). The problem is that when you focus on showcasing your expertise, you risk micromanaging or overshadowing your team’s contributions. This can stifle creativity and lead to disengagement: your people think won’t have enough space to try out new solutions, make mistakes and learn from them to build their own expertise. Solution? Shift from being the “expert” to being the “facilitator.” Ask open-ended questions like, “What do you think we should do here?” or “How can we approach this differently?” Empower your team to take ownership of their ideas and solutions. Remember, respect is earned not by knowing everything but by fostering trust and collaboration. Belief 2: “Feedback will demotivate my team.” I often hear leaders say they avoid giving constructive feedback because they fear it will hurt morale. While it’s true that poorly delivered feedback can cause friction, avoiding it altogether is far more damaging in the long run. The problem is that without feedback, your team doesn’t know where they stand or how they can improve. This ambiguity can lead to frustration, disengagement, and even turnover: all those things are not the ideal situation for you, as a leader, and for your team as well. There are very costly: losing one employee is a cost of 8-12 monthly salaries of this person (in average). Solution? Reframe feedback as an opportunity for growth rather than criticism. Use a structured approach, even the most common ones like “Start-Stop-Continue” will be a huge help (and easy to implement): – Start: What new behaviors or actions could help them grow? – Stop: What habits or approaches might be holding them back? – Continue: What are they already doing well that they should keep up? Deliver feedback with using Communication Intelligence (CQ) muscle, tailor the communication to your employee’s needs, be specific, and always tie it back to their potential and goals. Belief 3: “People leave because of better opportunities, not because of me.” It’s easy to blame external factors when someone leaves your team—higher salaries, exciting projects elsewhere, or personal reasons. While those factors do play a role, research consistently shows that people leave managers, not companies. The problem is that assuming turnover is out of your control absolves you of responsibility for creating a supportive environment. This mindset prevents you from addressing underlying issues within your team dynamic. Solution? Conduct regular one-on-one check-ins where you ask questions like: – “What’s one thing I could do to support you better?” – “Do you think that you’re challenged and fulfilled enough in your role? If not, what can we do to move a needle here?” – “What’s your long-term vision, and how can I help you get there?” By showing genuine interest in your team’s well-being and career aspirations, you’ll build loyalty and reduce turnover. It’s not so obvious to have a leader that actually care and think about their employees’ in more holistic approach. The bottom line Leadership is as much about unlearning as it is about learning. By challenging these common beliefs and adopting a more people-centric mindset, you’ll not only become a stronger leader but also create a work environment where people feel valued and inspired to stay. Remember: great leaders don’t just manage tasks—they cultivate trust, growth, and connection. That’s the kind of environment people don’t want to leave. Ready to challenge more leadership beliefs? Go and listen to the latest episode of Leman Tech Leadership Podcast!

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1 February 2025 No Comments