Unconditional love for humanity

https://www.youtube.com/watch?v=XOU2ubWkoPw - How to fix the exhausted brain - done watching, good
https://www.youtube.com/watch?v=vfvD_jt9R-s - How the power of attention changes everything - done watching, good

https://www.linkedin.com/pulse/great-new-leader-matt-cribbins - What are some traits of good leader
https://www.entrepreneur.com/article/280296 - How to Coach People Who Need to Lead But Don't Want To
Effective Presentation Skills

Deliver happiness.

The team is dysfunctional when it no longer pay attention to result.  That happens when then is no accountability, and the lack of trust.

Ambition for greater good, and humble (do not care about their own ego).
Personal humility.

Leadership is the transformation from I to we.  We can not be a good leader unless we stop thinking of just our individual selfs (I), and start to think about the benefits of other peoples (our employees, our communities, our customers, etc).

Ask the question "What is important most to you in this situation?"
No decision is a decision.
Options do expire.
Set goals.

When you do not have to make decision, don't (with time, more data / information will become available)
But with Business, we also need to learn from other (perhaps more or less successful) people ahead of time.
Decision with incomplete data.
Being comfortable with being in-comfortable.
Spot award.
It takes a village.
The art of raking in the rain.  Don't react.  Purposely introduce it / control it ahead of time.
Core Boards (by Disciplines)
Review the core boards bi-weekly or monthly
Each core board has a champion who own the core board and drive it forward with product managers.

How can we do our job easier and faster?
Open culture / meetings.
Technical Lead

Genesis10 is currently seeking a Technical Lead with our client in the retail industry in their San Francisco, CA location. This is a 6 month + contract to hire position.

The Technical Lead is responsible for technical and architecture implementation against the agreed scope and quality of the end product delivered. Works closely with Technical Manager, Product manager and Scrum Master to balance product architecture and delivery timeline.
Owns end-to-end quality of their product(s) jointly with PdM and TM
Code reviews for changes or additions to their products
On-time delivery of team commitments
Champion continuous technical improvement at the product team level. test, learn and showcase
Champion code and build quality with "hands-free " production deploy goals
Defines the architecture for their product(s)
Analysis, design and communication of appropriate patterns and solutions, collaboration with Product Architects and PdM for strategic planning at product level
Owns and maintains technical roadmaps for their product(s), especially with regard to product consolidation, EOL, etc.
Ensures their designs are consistent with the expectations of Enterprise Architecture
(owns the software architecture description and documentation and review of these by relevant Platform Architects and ARB)
Ensures non-functional requirements are considered and addressed when designing solutions
Owns and maintains Context Diagrams and other appropriate documentation for their product(s)
Ensures that metrics appropriate to measure their product(s) health are produced, reviewed and understood (SLAs, defects, performance metrics, APM, etc.)
Represents the product team in interactions with other product teams, especially design and review of interfaces and contracts
Represents the product team in Change and Release Management meetings
Team Leadership
Mentoring developers, guides them in identifying needed training and other career milestones
As a ..., it's your job to inspire your team to create winning ideas. Present your ideas, but then let them run the ball. 
Michael Gorga - https://www.linkedin.com/pulse/great-creative-directors-know-3-secrets-do-you-michael-gorga

Coach Jones did not simply preside over his team. He created and executed a training process that allowed his team to function at their highest level on the field… The second is about inspiration. Often, we are faced with challenges that seem insurmountable, or goals that have been set for us that seem impossible.

I will fire my employee for being "non-team" player, or poor performant, but I will never fire anyone or lay anyone off just because the economy is turning sour. Each and everyone on the team will take a salary cut. Need to confirm this policy with the upper management team though.

Take care of your team members. Push the management team to implement 401k and other incentive programs.

Trust your team members.

Creating time for yourself:

If you are a CEO of a company, a VP, or other manager roles, you can be dragged into the day to day survival of the business, and it can be hard for you to get free time to think on how to best run your business. Try to allocate one day or half a day for thinking. During this time, isolate yourself, and do not allow yourself to be disturbed by others. Dedicate this time toward clearing your mind, thinking on how to best deal with your current situation, and what can be done to grow your business or do a better job. If needed, find someone who can be your "mastermind mind" and can be designated to attend meetings (and if absolutely necessary can act) on your behalf.

Questions to ask when interviewing management candidates:

  1. In your professional career, what wrong was done to you?
  2. As a leader, you can be tied up in various meetings, and keeping the business alive or survived, how do you manage your time?
  3. Without knowing much about the company, and just based on your experience, what would you like to see happening with this company?
  4. So far, what do you think about our company? And what contribution will you bring to the company?
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