"How hard can it be?"", ""Let's get it done!"" I'm a passionate problem solver, hungry for exiting work topics and eager to impact everyone's daily life - including yours! Having finished my diploma in computer science in 2008 I used programming languages as tools to shape and create products around navigation, truck routing and fleet management. Building up my first team in 2010 has been a lot of joy and enabled me to learn a lot about team composition and how to achieve results together. Meanhile I'm managing three engineering teams on three sites (Leipzig, Berlin, Amsterdam) and I'm happy to share, discuss and exchange on your team challange or next critical project deadline.
My Mentoring Topics
- Hiring
- Team Management
- Software Engineering
- Performance Reviews
- One-on-ones
- Objectives and Key Results setting
A.
16.January 2024Tom was very supportive and knowledgeable. Finding a time slot with him was also quite easy. I highly recommend Tom to anyone seeking a dedicated and knowledgeable mentor.
Anonymous
13.April 2021S.
3.February 2021Skills, Certification, CV modifications
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Atomic Habits - An Easy & Proven Way to Build Good Habits & Break Bad Ones
James Clear
Key Facts and Insights: Understanding the impact of compound effects of tiny habits. Identifying the Four Laws of Behavior Change as a simple set of rules for habit formation. Recognizing the role of Identity-based habits in personal change. Appreciating the importance of the habit environment and how to design it for success. Applying the concept of habit stacking to create a series of desired behaviors. Understanding the significance of immediate rewards in reinforcing habits. Recognizing the power of a habit tracker as a form of visual measurement. Learning the power of improvement by 1% to achieve remarkable results over time. Understanding the importance of making habits obvious, attractive, easy, and satisfying. Recognizing the role of mindset in fostering long-lasting habits. Appreciating the concept of never missing twice as a strategy for maintaining habits. An In-depth Analysis and Summary In "Atomic Habits," James Clear provides an innovative framework for habit formation and personal growth. He introduces the idea of the compound effect of tiny habits, suggesting that minor changes and decisions can lead to significant outcomes over time. This reinforces the principle that success doesn't result from massive actions but from small, consistent steps taken daily. Clear explains the Four Laws of Behavior Change which are: make it obvious, make it attractive, make it easy, and make it satisfying. These principles offer a practical and straightforward approach to forming good habits and breaking bad ones. They are based on the understanding that our habits are the response to our environment and the cues it provides. The author emphasizes the importance of Identity-based habits. Instead of focusing on goals, Clear suggests that we should concentrate on becoming the type of person who can achieve those goals. This is a profound shift from the outcome-based approach to an identity-based approach, which is more durable and long-lasting. The book further explores the role of our environment in shaping our behaviors. Clear suggests that by designing our habit environment, we can make the desired behaviors easier and the undesired ones harder, thus facilitating positive habit formation. Habit stacking is another powerful tool that Clear introduces. It involves pairing a new habit with an existing one, thereby using the existing habit as a cue for the new one. This technique takes advantage of the neural connections that our brain forms when we establish a routine. Clear also explains the importance of immediate rewards in forming new habits. Our brains are wired to prioritize immediate gratification, so pairing a habit with an immediate reward can reinforce the behavior. Habit tracking is another effective strategy that Clear proposes. It serves as a visual reminder of your progress, providing a satisfying sense of achievement that motivates you to maintain the behavior. The concept of improvement by 1% is a recurring theme in the book. Clear argues that if you get 1% better each day, the benefits will compound over time, leading to remarkable results. This underlines the importance of making small, consistent improvements instead of seeking overnight success. Clear's concept of never missing twice is a practical strategy for maintaining habits. It recognizes that while we may occasionally slip up, it's crucial not to let a one-time mistake turn into a recurring pattern. Finally, Clear underscores the importance of mindset in fostering long-lasting habits. He stresses that habits are not a finish line to be crossed but a lifestyle to be lived, emphasizing the significance of process over outcome. "Atomic Habits" synthesizes complex psychological concepts into practical, actionable strategies. Clear's approach is backed by scientific evidence, making it an invaluable resource for anyone looking to understand and improve their habits. The concepts discussed in the book align with many established theories in behavior psychology, neuroscience, and cognitive science, further validating their effectiveness and applicability. By understanding and applying the insights from "Atomic Habits," individuals can navigate the path of personal growth with greater clarity and confidence. It equips readers with the knowledge and tools to transform their habits and, ultimately, their lives.
ViewTurn the Ship Around! - A True Story of Turning Followers into Leaders
L. David Marquet
Key Facts and Insights from "Turn the Ship Around! - A True Story of Turning Followers into Leaders" 1. **The Leader-Leader model:** The book introduces a novel approach to leadership called the Leader-Leader model, which contrasts the traditional Leader-Follower model. 2. **Empowerment of the crew:** The author emphasizes empowering each team member, not just the leaders, to make decisions and take responsibility. 3. **Intent-based leadership:** The concept of intent-based leadership is central to the book. It involves giving control, creating leaders, and driving excellence. 4. **Technical competence is necessary:** The author asserts that leaders must have technical competence to make informed decisions and guide their teams effectively. 5. **Clarity over certainty:** The book emphasizes the importance of clarity over certainty in decision-making processes. 6. **Continuous learning:** The book advocates for a culture of continuous learning and improvement. 7. **Psychological safety:** The book highlights the importance of creating an environment where crew members feel safe to voice their opinions and concerns. 8. **Short, early conversations:** The author suggests that short, early conversations can prevent bigger problems later on. 9. **The "we" language:** The author promotes the use of "we" language to foster teamwork and cohesion. 10. **Resilience in the face of failure:** The book underscores the importance of resilience and learning from failures. 11. **Changing the measure of success:** The author encourages changing the measure of success from being activity-based to thinking-based. In-Depth Summary and Analysis "Turn the Ship Around!" is an insightful exploration of leadership and organizational transformation penned by L. David Marquet, a former U.S. Navy captain. The book is both a personal narrative of Marquet's experiences in turning the ship, USS Santa Fe, from the worst-performing in the fleet to one of the best, and a practical guide to his innovative leadership methods. Marquet introduces a unique leadership style - the Leader-Leader model. This approach is a marked shift from the traditional Leader-Follower model that is prevalent in many organizations. The Leader-Leader model is built on the idea that everyone can be a leader, not just those at the top of the hierarchy. By empowering each member of the team to make decisions, take responsibility, and lead in their respective areas, a culture of mutual respect, trust, and continuous improvement is fostered. This concept is what Marquet refers to as 'intent-based leadership'. Intent-based leadership puts forth that leaders should not be the sole decision-makers. Instead, they should aim to give control to their subordinates, enabling them to become leaders themselves. This approach is grounded in the belief that those at the 'coalface' often have a better understanding of the work and the challenges, and thus, are best placed to make decisions. However, for this model to work, two key elements are necessary: technical competence and organizational clarity. Technical competence allows individuals to make informed decisions, while organizational clarity ensures everyone understands the organization's purpose and goals. Marquet demonstrates these principles by recounting his experiences on the USS Santa Fe where he focused on increasing the crew's technical competence and providing clear, consistent communication about the ship's mission and objectives. The book also emphasizes the importance of psychological safety, a concept well-documented in organizational behavior research. Marquet argues that a work environment where crew members feel safe to voice their opinions and concerns is conducive to innovation and problem-solving. Short, early conversations are another principle Marquet advocates for in his book. He suggests that addressing issues early on, even if they seem minor, can prevent them from escalating into larger problems. Marquet also promotes the use of inclusive language, specifically the "we" language. This fosters a sense of unity and shared responsibility, reinforcing the Leader-Leader model. Resilience and learning from failures are also underscored in the book. Marquet shares instances where mistakes were made on the USS Santa Fe, but instead of resorting to blame, the focus was on learning and improving from these experiences. Finally, Marquet proposes a shift in the measure of success from being activity-based to thinking-based. This encourages a focus on the process and the decision-making, rather than just the end result. In conclusion, "Turn the Ship Around!" is a potent read for anyone interested in leadership and organizational culture. It offers a unique perspective on leadership that is not only applicable to the military setting but also to any organization that aspires to be more effective, innovative, and resilient. Marquet's Leader-Leader model and intent-based leadership could be the key to transforming hierarchal, disempowered teams into agile, empowered ones.
ViewThe 7 Habits of Highly Effective People - Powerful Lessons in Personal Change
Stephen R. Covey
Key Insights from "The 7 Habits of Highly Effective People" Be Proactive: One of the fundamental principles posited by Covey is that individuals have the power to shape their own destinies through their actions and decisions. Begin with the End in Mind: The author emphasizes the importance of envisioning the desired outcome before commencing any task or project. Put First Things First: Covey encourages prioritizing tasks based on importance, not urgency. Think Win-Win: Covey advocates for mutually beneficial solutions or agreements in your interpersonal relationships. Seek First to Understand, Then to Be Understood: The importance of empathetic listening to build trust and establish open communication is stressed. Synergize: Covey underscores the power of teamwork and collaboration to achieve goals that may not be attainable individually. Sharpen the Saw: The need for continual personal improvement and renewal in four areas - physical, social/emotional, mental, and spiritual - is highlighted. Paradigm Shift: Covey introduces the concept of "Paradigm Shift," explaining how changing our perceptions can lead to a change in understanding and behavior. Circle of Influence vs Circle of Concern: The author differentiates between things we can control (circle of influence) and things we worry about but cannot control (circle of concern). The Maturity Continuum: Covey discusses the progression from dependence to independence to interdependence. Emotional Bank Account: Covey likens building relationships to maintaining a bank account, where positive actions are deposits and negative actions are withdrawals. An In-depth Analysis of "The 7 Habits of Highly Effective People" "The 7 Habits of Highly Effective People" by Stephen R. Covey provides a holistic approach towards effectiveness in our personal and professional lives. The book encapsulates a framework for personal effectiveness, focusing on character ethics and universal principles that have been tested through time. The first three habits that Covey presents - Be Proactive, Begin with the End in Mind, and Put First Things First - focus on self-mastery and moving from dependence to independence. These habits underscore the significance of taking responsibility for one's own life, creating a vision for the future, and executing that vision through prioritization. The subsequent three habits - Think Win-Win, Seek First to Understand, Then to Be Understood, and Synergize - are about developing interdependence and achieving success through teamwork and understanding. These habits encourage developing effective interpersonal leadership skills, valuing differences, and creating synergistic relationships. The final habit, Sharpen the Saw, pertains to achieving sustainable, long-term effectiveness by taking time for self-renewal and continuous learning in all areas of life. The Paradigm Shift is a recurring theme throughout the book. Covey encourages readers to change their perceptions and interpretations of the world in order to change their attitudes and behaviors. This shift is closely tied to the concept of proactivity. Instead of reacting to external circumstances, we can choose to respond based on our values. The Circle of Influence vs Circle of Concern concept is another significant insight. Covey urges us to focus our energy on our circle of influence, which includes things we can actually control, rather than wasting energy on our circle of concern, which encompasses things beyond our control. The Maturity Continuum discussed by Covey details the progression from dependence (relying on others to get what we want), to independence (getting what we want through our efforts), to interdependence (combining our efforts with others to achieve a greater success). The notion of the Emotional Bank Account is an effective metaphor for understanding the importance of trust in personal and professional relationships. Just like a financial bank account, the emotional bank account is built up through deposits (acts of kindness, honesty, keeping commitments) and depleted by withdrawals (disrespect, dishonesty, broken promises). In conclusion, "The 7 Habits of Highly Effective People" offers timeless wisdom about principles of effectiveness that are universally applicable. It provides a roadmap for personal change and growth, moving from dependence to interdependence, with a strong focus on character ethics and value-based decisions.
ViewThe Phoenix Project - A Novel about IT, DevOps, and Helping Your Business Win
Gene Kim, Kevin Behr, George Spafford
Key Facts and Insights from "The Phoenix Project" The Three Ways: The first principle, known as "The flow of work from left to right," emphasizes the need for work to be visualized and flow smoothly from development to operations to the customer. The second principle, "Amplify feedback loops," underscores the importance of creating channels for necessary adjustments. The third principle, "Continual experimentation and learning," promotes a culture of continual experimentation, taking risks, and learning from failure. DevOps: The book emphasizes the critical role of DevOps in modern IT operations and how it can help businesses win. DevOps represents the integration of development and operations teams to deliver better, faster, and more reliable outcomes. IT as a competitive advantage: The book argues that IT is no longer just a support function but a strategic asset that can provide a competitive advantage when managed effectively. Importance of Visibility: The book stresses the importance of visibility in IT operations. It emphasizes the need for clear visibility of work-in-progress, flow, and feedback to reduce wastage and increase efficiency. Work in Progress (WIP): The book highlights the dangers of excessive WIP and how it can lead to burnout and inefficiency. It recommends limiting WIP to improve flow and efficiency. Technical Debt: The book discusses the concept of technical debt and how neglecting it can lead to long-term inefficiencies and increased costs. Value of IT operations: The book underscores the value that IT operations bring to a business, emphasizing the need for organizations to invest in their IT operations. Culture of Learning: The book advocates for a culture of learning where failures are seen as opportunities for learning, not blame. Infrastructure as Code (IaC): The book introduces the concept of Infrastructure as Code, a key DevOps practice that involves managing and provisioning computer data centers through machine-readable definition files, rather than physical hardware configuration or interactive configuration tools. Automation: The Phoenix Project highlights the importance of automation in reducing errors, freeing up human resources, and increasing efficiency and productivity. Managing Bottlenecks: The book discusses the Theory of Constraints and how managing bottlenecks in any process can improve overall performance. In-depth Analysis "The Phoenix Project" presents a compelling case for the integration of development and operations teams through a method known as DevOps. This critical shift in IT operations management can best be understood through the lens of The Three Ways. The first way emphasizes the need for work to flow smoothly from development to operations to the customer, a principle that is at the heart of DevOps. The second way underscores the importance of creating channels for necessary adjustments or feedback. This feedback loop is an integral part of the DevOps culture as it helps teams to identify and rectify issues promptly, thereby improving the quality of outcomes. The third way promotes a culture of continual experimentation, learning, and understanding that failure is a part of this process. The authors, Gene Kim, Kevin Behr, and George Spafford, argue convincingly that IT is no longer just a support function but a strategic asset that can provide a competitive advantage when managed effectively. This is a significant shift from traditional perspectives and places IT at the heart of business strategy. The book also emphasizes the importance of visibility in IT operations. It is essential to have clear visibility of work-in-progress, flow, and feedback to reduce wastage and increase efficiency. In this context, the book introduces the concept of technical debt, which refers to the future cost of correcting shortcuts taken in system development or maintenance today. If neglected, technical debt can lead to long-term inefficiencies and increased costs. One of the key insights from the book is the dangers of excessive Work in Progress (WIP). Too much WIP can lead to burnout and inefficiency. To address this, the authors recommend limiting WIP to improve flow and efficiency. This is a core principle of lean and agile methodologies, which aim to reduce waste and increase the delivery speed. The Phoenix Project also introduces the concept of Infrastructure as Code (IaC), a key practice in DevOps. IaC involves managing and provisioning computer data centers through machine-readable definition files, rather than physical hardware configuration or interactive configuration tools. This is a significant shift from traditional IT operations and provides a more efficient and reliable approach to managing infrastructure. Automation is another key theme in the book. The authors highlight the importance of automation in reducing errors, freeing up human resources, and increasing efficiency and productivity. This is a key practice in DevOps, where the aim is to automate as much of the software delivery pipeline as possible. Finally, the authors discuss the Theory of Constraints and how managing bottlenecks in any process can improve overall performance. This is an essential principle in operations management and is particularly relevant in the context of IT operations, where bottlenecks can significantly hinder the delivery speed. In conclusion, "The Phoenix Project" provides a compelling case for adopting DevOps and rethinking the role of IT in business strategy. The principles and practices discussed in the book have the potential to transform IT operations and help businesses win in a competitive environment.
ViewThe Lean Startup - How Constant Innovation Creates Radically Successful Businesses
Eric Ries
Key Facts and Insights Emphasis on Experimentation over Elaborate Planning: The Lean Startup methodology promotes experimentation over detailed planning, which allows businesses to adapt and innovate continuously. Customer Feedback over Intuition: Ries emphasizes the importance of customer feedback in shaping products and services rather than relying solely on intuition. Iterative Design: The methodology encourages iterative design, which involves making small changes in products based on customer feedback and observing the results. Minimum Viable Product (MVP): This concept is central to the Lean Startup approach, focusing on creating a basic version of a product to test market hypotheses. Validated Learning: Ries introduces the concept of validated learning, where startups learn from each iteration through rigorous testing and adjustment. Innovation Accounting: This is a method to measure progress, set up milestones, and prioritize work in a startup environment. Build-Measure-Learn Feedback Loop: This is the core component of the Lean Startup methodology, which emphasizes the iterative process of building, measuring, and learning. Pivot or Persevere: Ries introduces a decision-making process in which a startup decides whether to pivot (make a fundamental change to the product) or persevere (keep improving the current product). Continuous Deployment: The Lean Startup methodology encourages continuous deployment of updates to the product, based on the Build-Measure-Learn feedback loop. Lean Management: The Lean Startup approach also extends to management, with streamlined processes and decision-making strategies. In-depth Analysis of "The Lean Startup" "The Lean Startup" by Eric Ries is a game-changing book that has reshaped the way businesses think about innovation and growth. Drawing upon his own experiences, Ries presents a new approach for startups to achieve their goals by focusing on continuous innovation and customer feedback. One of the key points in the book is the emphasis on experimentation over elaborate planning. Traditionally, businesses have relied on detailed and lengthy business plans. However, Ries argues that in the rapidly changing business landscape, these plans can quickly become obsolete. Instead, he advocates for a culture of experimentation, where ideas are tested, and changes are made based on the outcomes. This approach allows businesses to adapt to changes and seize new opportunities more effectively. A second key insight from the book is the importance of customer feedback. Ries suggests that businesses should not merely rely on intuition or assumptions about what customers want. Instead, they should engage with customers, seek their feedback, and use this information to shape their products and services. This is an integral part of the iterative design process advocated by Ries. The concept of the Minimum Viable Product (MVP) is central to the Lean Startup methodology. Rather than spending extensive resources developing a perfect product right from the start, Ries suggests starting with a basic version of the product, testing it in the market, learning from customer feedback, and making modifications accordingly. The MVP helps businesses to test their market hypotheses with minimal resources. Ries introduces the concept of validated learning, which is a process of learning from each iteration of the product. Through rigorous testing and adjustment based on customer feedback, startups can learn valuable insights about their product and the market. A significant concept in the book is innovation accounting, a method to measure progress, set up milestones, and prioritize work in a startup environment. This accounting system is designed to provide startups with a clear measure of their progress and inform decision-making processes. The Build-Measure-Learn feedback loop is another core concept in the Lean Startup methodology. Startups are encouraged to build a product, measure how it performs in the market, learn from the outcomes, and then build again. This iterative process fosters continuous improvement and innovation. Ries also introduces a decision-making process in which a startup decides whether to pivot or persevere. If a product is not meeting its objectives or gaining traction in the market, the startup may decide to pivot, i.e., make a fundamental change to the product. If the product is showing promise, the startup may decide to persevere and keep improving the product. Continuous deployment of updates to the product is another strategy advocated by Ries. Based on the Build-Measure-Learn feedback loop, updates are made to the product and deployed continuously. This approach ensures that the product is always improving and adapting to customer needs and market changes. Finally, the Lean Startup approach extends to lean management, with streamlined processes and decision-making strategies. The goal is to create an organization that is adaptable, efficient, and focused on continuous innovation. In conclusion, "The Lean Startup" presents a new approach to business, emphasizing agility, customer feedback, and continuous innovation. It provides a roadmap for startups looking to achieve success in a rapidly changing business landscape.
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First break all the rules
Marcus Buckingham
Key Facts and Insights from "First, Break All The Rules" Measuring employee satisfaction is not enough: The book challenges traditional wisdom that happy employees are more productive. Instead, it proposes a paradigm shift towards focusing on employee engagement. Four Levels of a Hierarchy of Needs: The authors define a hierarchy of needs for employees that includes base, individual, teamwork and personal growth needs. Talent is more important than skills and knowledge: The book posits that successful managers hire for talent rather than skills or experience, which can be developed over time. Manage Individuals, Not Teams: Managers should focus on individual strengths and manage around weaknesses rather than trying to fix them. Every role is different: The authors contend that the best managers know every job is different and tailor their management strategies accordingly. People don't change that much: Instead of trying to put in what was left out, the book suggests drawing out what was left in, as that is hard to change. The role of a manager: The book proposes that the role of a manager is to transform each employee's talent into performance. Focus on outcomes, not methods: The authors argue that great managers focus on the end result and allow employees the flexibility to achieve these in their own way. Invest in the best: The book advises managers to spend the most time with their best people, as they have the most potential for growth. Identify the right fit: The authors emphasize the importance of placing employees in roles where their talents can shine. Principles of good interviewing: The book delivers practical advice on interviewing, including asking open-ended questions and listening for clues about natural talents. An In-Depth Analysis of "First, Break All The Rules" "First, Break All The Rules" by Marcus Buckingham and Curt Coffman, based on extensive research by the Gallup Organization, upends conventional wisdom about management and presents a new model for fostering employee engagement and driving organizational performance. The book begins by challenging the long-held belief that employee satisfaction directly correlates with productivity. While many organizations focus on creating a comfortable, happy work environment, the authors argue that this is not enough. Instead, they propose a paradigm shift towards focusing on employee engagement, contending that employees who are emotionally invested in their work and their organization are more productive and efficient. The authors present a hierarchy of employee needs, similar to Maslow's hierarchy of human needs. These needs span from base needs (what do I get?), individual (what do I give?), teamwork (do I belong?) and personal growth (how can I grow?). Understanding and addressing these needs can help managers foster a more engaged and productive workforce. The book further argues that hiring for talent - innate abilities and traits - is more effective than hiring for skills or knowledge, which can be taught over time. This is a significant departure from traditional hiring practices, which often prioritize experience and qualifications. "First, Break All The Rules" also emphasizes the importance of managing individuals rather than teams. It suggests that the best managers are those who recognize and capitalize on individual strengths, manage around weaknesses, and understand that every role is different and requires a unique approach. Underlining the belief that people don't change significantly, the book advises managers to draw out what was left in - innate talents and traits - rather than trying to put in what was left out. This philosophy underscores the importance of identifying the right fit for each role, allowing each employee's talents to shine. Additionally, the book advocates for focusing on outcomes rather than methods. It suggests that great managers don't dictate how tasks should be done but instead clarify what the end result should look like, giving employees the freedom and flexibility to achieve these outcomes in their own way. The authors also encourage managers to invest the most time with their best people, recognizing that they have the most potential for growth. This may seem counterintuitive to managers who spend most of their time dealing with underperformers, but the book argues that this approach can yield greater dividends. Finally, the book offers practical advice on interviewing, such as asking open-ended questions and listening for clues about natural talents. This guidance can help managers hire the right people and place them in roles where they can excel. In conclusion, "First, Break All The Rules" offers a fresh perspective on management that challenges traditional norms and provides valuable insights into how managers can foster employee engagement and drive organizational performance. Drawing on extensive research and practical experience, it presents a compelling case for a new approach to management that emphasizes the importance of individual strengths, the value of innate talent, and the critical role of managers in unlocking the potential of their employees.
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R.
25.March 2024