The IGDA Leadership conference 2009 just launched their call for speakers.<\/p>\n
The form is pretty brief, so I wrote some personal notes on what I’ve just submitted (so I don’t forget if\/when they accept the talk!). It just occurred to me that a large percentage of my blog posts are, essentially, about Leadership in companies (anywhere) and the game industry (specifically). So, I’d be interested in any comments on this skeleton outline.<\/p>\n
1. it changes your reputation
\n* your reputation is the biggest influence on your hiring-applicants
\n* your business is based mostly on people (games industry specific!)<\/p>\n
2. it changes your collective happiness
\n* unhappy people do different things: cause problems, stop working, stop caring, suicide-by-cop
\n* happy people: … be the best tehy can be<\/p>\n
3. culture is formed by perception
\n* it’s not what you say, it’s what you are NOTICED to be doing<\/p>\n
4. internal and external culture
\n* they improve and sink independently
\n* …but one can pull the other up (or down)<\/p>\n
5. changing culture
\n* very steep change-curve == very hard, but then … very sudden massive improvement
\n* starts with: who are you going to fire?
\n* c.f. “perception” of belief, not the statement of it<\/p>\n
6. cultural “tells”
\n* what does your employent contract say?
\n* what is “a manager” in your org?
\n* how are projects structured in terms of people + human-roles?
\n* how much do you pay?
\n* what does the man-on-the-street think you are?
\n* what do you do when times are hard? (hard questions, hard problems, hard money problems, etc)<\/p>\n