Jeff Schwaber - Human First Works

Jeff Schwaber

Co-Creator of Human First Works, advisor, and insight finder. Jeff has worked as VP of Engineering, product leader, support engineer, solutions architect, project manager, and mentor. He is a big fan of effective communication, retrospectives, facilitation, and a continuous improvement cycle.

Articles

When Do Vision, Mission, and Values Boldly Fail?

When strongly supported, Vision, Mission, and Values can be accelerators of business success. However, these inspirational statements and guideposts can also steer a company off-track.

Management: Sailing on the Sea of Context — Part One

To be an effective manager, we have to know what context is and how it works in our heads. Here we explore the meaning of context and its importance for management.

Hiring a Player/Coach and Avoiding Disappointment

Many founders can’t hire a team for every area of the company and hope to find a player/coach, a magical person who can take over different departments as they grow. Here’s how to avoid disappointment when hiring one.

Leadership Storytelling: The Fine Line Between Motivation and Manipulation

Storytelling is a tool leaders use to help employees connect to their work, help people coordinate together, and build the future of the company. However, they can also use it in manipulative or abusive ways.

Grace Under Fire: How to Handle Departures to Build Team Confidence

Departures are inevitable. As managers, how gracefully we handle someone leaving the organization determines how effective the rest of the team will be and how much they will trust us.

Culture Interviews: Why We Should Focus On People's Work Personality

Culture interviews tend to focus more on skills, experience, and other non-behavioral characteristics than on how candidates go about their work. Here’s the importance of learning about people’s “work personality.”

Your Job Descriptions Suck—Job Scorecards Are a Way to Fix Them

To get applicants excited about working with you, don’t tell them about the work they’ll be doing. Instead, describe the outcomes they’ll achieve. Here’s how to do it with job scorecards.

Blame, the Losing Dance

CEO roles are hard to do well. Like any dance, it requires all participants to be in sync but especially requires the lead to pay attention to how their leadership is being received.

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