TOC

1. Mandarian
2. Japanese
3. English

社群經營的管理三戒 - The 3 Commandments of Community Organizing

這其實是 David Jr 的稿

1. Motivation

可口可樂大家都超熟悉，但他的 CEO 可能聽過的人就不多。
那位老兄叫唐納德.基奧，他寫了一本書叫管理十誡，很謙虛的說我不太會當 CEO，所以只能跟你分享想把一間公司帶好，這十件事情不要做。

但我不是裝謙虛，是真的不會帶團隊，所以你如果想把一個新團隊帶好 (PyConTW 的 data team)，請不要犯跟我一樣的這三個錯誤。
https://www.books.com.tw/products/CN11489284

2. TOC

1. (2mins)Motivation
2. (1min) TOC
3. (25mins) 三誡
   1. (7mins) 願景：沒有辦法很好的激勵大家 （到現在還是沒有，比如說有人覺得每年都投稿有點累）
   2. (8mins) 民主或專制
   3. (10mins) 信任
4. (2mins) 3 Keys Takeaway

3. 三誡

3.1 願景

一言以敝之，犯過最大的錯是沒有把願景變成具體可執行的目標！然後也沒有準確理解現在 data team 處在公司的哪個階段（start-up, turnaround, accelerated growth, realignment, sustaining success)

尤其 data team 是新團隊，所有成員都還在了解和習慣團隊的文化和目標，那個時候應該要花更多時間 making sure everyone are on the same page，但我沒有

那個時候其實一個團隊有三個方向，ETL, Research, SEO

1. 讓 PyConTW 做到 data driven
2. 用 BaseCamp 的方式，寫 Pitch 然後指派大家實作
3. 第三次 pivot, 讓每個人一年都要投一次稿

我想在這個章節，介紹 3 次 pivot 以及覺得每次犯了什麼錯，可以怎樣修正這樣。

會引用到的書有：

1. 幫自己打分數 - what to ask the person in the mirror
2. 黃金圈法則
3. 遊戲改變世界
4. 非營益組織的管理 （彼得德魯克
5. 從 0 到 1
6. 關鍵領導九十天

3.2 民主或專制

上個章節在討論願景的時候，有發生幾個小插曲讓我覺得這個錯誤值得拉出來一張獨立講，就是民主或專制。最一開始在訂團隊願景的時候，是帶 brain storming 讓大家都發言最後整理出來的共識，但後來整個團隊在方向上還是有分歧，花了蠻多時間討論但結果有點悲劇，就有成員私下跟我建議說他覺得 team lead 應該要有擔當直接決定方向；後來我稍微變得強硬一點改變作法，把 SEO 的支線任務砍掉，讓團隊專注在 BI 上，就有兩個成員退出（囧）

所以想跟大家分享，我對民主跟專制在開源社群該如何拿捏尺度的一些想法。

想舉的例子有希臘的失敗案例、羅馬的獨裁官制度跟 Beyond Entrepreneurship 2.0、高績效教練（過多的干預會影響組員的自我實現和成就感）

3.3 信任

最後關於信任問題，也是個困擾我很久而且大概無法完全解決的問題。

這邊想分享兩個失敗案例：

1. 到底該指派任務給大家做呢？還是完全放養？比較一下 KPI, OKR, ShapeUP。完全放任的話又會出現離題的作品；指派任務的話會削弱組員的積極性，而且責任會落在你自己頭上，然後每次 sprint 都會有組員來問你「誒我今天要幹嘛」，真的會煩死而且你會成為組織的瓶頸。這邊想舉 Netflix 的 Lead with Context, not Control 當例子！
2. 沒有營造出一個讓大家願意展示脆弱，互相問問題的環境：有的時候發現大家專案沒啥進展，問有沒有什麼 blocker 大家都說沒有，這時候你就知道你其實沒有得到大家的信任QQ；分享一些過去的失敗案例後，想講一些在 1-on-1 怎麼跟大家尬聊然後失敗的案例，再引用「九哈里視窗、他人的力量、關鍵對話、關鍵衝突」等概念當解法
3. Li Ying 搞砸的失敗案例很適合拿來分享 how to foster trust

參考書籍或概念：零規則、1-on-1 九哈里視窗、他人的力量、是沒有能力做，還是缺乏動機？正確的稱讚人:挑毛病 = 1:6

4. Key Takeaways

簡單地用一句話為每個錯誤做總結，然後推薦大家去看這些書

1. 願景：犯了 xxx 錯，然後最推薦看「非營益組織的管理」
2. 民主或專制：犯了 xxx 的錯，然後最推薦哪本書我要再想想
3. 信任：最推薦 2020 年超紅的零規則！

5. Q&A

隨便用破英文應付外國人的提問，不然就說 i see what you're saying 然後自己亂回，他應該也只會尷尬又不失禮的微笑。

6. 加菜

如果還有時間就在下台前置入一些 data team 的招募廣告，放一些 team building 或假裝認真寫扣的照片這樣

Archive:

參考書籍：聯盟、橫向領導力！

日本語

Community Organizing で失敗する人の3の法則 (ビジネスで失敗する人の10の法則)
コミュニティ経営による三箇条 (by shirley)

社群經營的管理三戒 - The 3 Commandments of Community Organizing

這其實是 David Jr 的稿

1. Motivation

CokaCola は有名な飲み物、でも、彼の CEO は有名じゃない。
Cola の CEO　は、唐納德.基奧といいます。「ビジネスで失敗する人の10の法則」そうな本を書いた。謙虚に「CEOをよくやりません。どうなミス職場にしないのをシェアするしかない」と言いました。僕に反して、謙虚じゃない、良いリーダーはできません。でも、良いリーダーになりたいたら、特にopen source communityのリーダー、この三つミスはしない方がいいと思う。

2. TOC

1. Motivation
2. TOC
3. 3の法則
   1. ビジョン：沒有辦法很好的激勵大家 （到現在還是沒有，比如說有人覺得每年都投稿有點累）
   2. 民主或專制
   3. 信任
4. Keys Takeaway

3. 3の法則

3.1 ビジョン

ほとんど、一番ミスはビジョンを具体的な目標になったのがありませんでした。そして、今の data チームどうな段階にいるのが正しく判断しなかった。（start-up, turnaround, accelerated growth, realignment, sustaining success)。

特に data チームそうな新しチーム、各員はまだチームの文化とビジョンを分かりました。その時、もっと時間がかかるべきだ。各員は同じビジョンが持っているのをかくほするべきだ。でも、やらなかった残念ですね。

あの時、実はチームは三つ方向性があって、ETLとResearchとSEO。

1. PyConTWにdata drivenな考え方をさせあげるつもりです。
2. BaseCampの方法で利用しって、pitchを書いた、その後各員に任務を分配する
3. 三回目のpivot、各員は毎年に一回でproposalをあげらなければなりません

3.2 民主と専制

前のチャプターに、ちょっとミスは特別に独立にシェアがに値する、それは民主と専制だ！最初にチームのビジョンは、皆一緒にbrain stormingで思いついた。でも、最後まで呼吸が合うになってしまわなかった。多い時間が掛かって、でも結局は残念ですね。その後、一つチームメンバーは「リーダーが時々に自分で決定するのは必要がある」と言いました；その後僕は最も専制似やった、SEOこのタスクを取り消して、チームにBIタスクに集中させた。これによって、二つチームメンバが辞めてしまいました。だから、Open Sourceコミュニティで民主と専制どうな利用する心得があります。

例えば、ギリシャとローマの失敗例って

信任

最後、信任について問題て、これも自分にい困っていると完全に解決するできない問題だ。
ここで二つ失敗例をシェアするつもりです：

1. 一体どうやって、皆んにタスク割り当てると？放任主義(ほうにんしゅぎ)をとる?例えば、KPIとか、OKRとか、ShapeUpとか。すっかり放任主義をとったら、目標に発散するのprojectが出る、面倒臭いね。
2. 自分の弱さを見させて雰囲気と互いに積極的に質問する雰囲気を建てなかった：時々に、皆んなのprojectは全然仕事が捗らなかった。でも、お手伝いが必要はないって。そうな文を聞く度に、皆んなのお信頼をまだもらうと思います。その文節に、失敗したの例を話して、1x1の失敗したも話して、そして、「九哈里視窗、他人的力量、關鍵對話、關鍵衝突」これら本を紹介するつもりです。

4.　重要な点 (Key Takeaways)

この演説の結論として、簡潔な文を使います。最後に、これらはおすすめ本です：

1. ビジョン：間違うことはあった，「非營益組織的管理」その本はおすすめです。
2. 民主と専制：犯了 xxx 的錯，然後最推薦哪本書我要再想想
3. 信任：2020にNetflixのno rules rules.

5. Q&A

English

The 3 Commandments of Community Organizing

1. Motivation

Everybody knows the brand Coca Cola, but might not know who Coca Cola's CEO is. His name is Donald R．Keough, and he has written a book called "The Ten Commandments for Business Failure". In this book, he humbly said he's not adequate to be a CEO, so instead of sharing how to be a good CEO, he decided to share the 10 biggest mistakes he'd made in CocaCola.

However, I'm not humble but really not good at leadership. So if you want to lead your team successfully, please don't make these 3 mistakes as I've made.

2. TOC

• (2mins) Motivation
• (1min) TOC
• (25mins) 3 Commandments
  • (7mins) Vision: The vision cannot incentivize people pretty well (for instance, some teammates think data team's KPI, which is submitting your PyCon proposal once a year, is tiring and they don't have enough passion to fulfill this duty)
  • (8mins) Democracy or Despotism
  • (10mins) Trust
• (2mins) 3 Keys Takeaway

3. 3 Commandments

3.1 Vision

In short, the biggest mistake I've ever made in PyConTW's data team is that, I didn't turn our vision into a concrete task for execution. Also, I didn't fully understand at which stage our team belonged (e.g. start-up, turnaround, accelerated growth, realignment, sustaning success) and how the entire PyCon organization thought about the data team.

Especially as a new team, all members are learning about and getting used to our culture and mission. We should have spent more time on making sure everyone is on the same page.

At that time, the team had 3 main goals:

1. ETL
2. Data Analysis
3. SEO

But since our vision was too diverse, it didn't work out in the end. For tackling this problem, we've pivoted 3 times. In this chapter, I would like to walk through how PyCon's data team evolved, what mistakes we've made and how we would like to solve it.

Here's the 3 main goals that we've pivoted to:

1. Have PyConTW being data-driven
2. Follow BaseCamp's shape up principle to write "pitch" and assign people to implement it
3. The third pivot is that, everyone needs to submit their proposal once a year. No matter what kind of topic it is.

I would like to share those insights from these books:

1. what to ask the person in the mirror
2. The Golden Circle
3. Reality is Broken：Why Games Make Us Better and How They Can Change the World
4. Non-profit organization management
5. Zero to One
6. The First 90 Days

3.2 Democracy or Despotism

In the last chapter, we've covered the vision of the data team. There are some mistakes which are worthwhile having their own section for sharing, such as democracy and despotism. When we bootstrapped the team, we did s brain storming to collect ideas for deciding the vision of data team. Unfortunately, the chosen vision didn't get enough consensus. This led to the divergence in the team. During 1x1 with one of our teammembers, he said that he prefers the team leader to decide the vision and end goal of the team. So I ended up being more despotic. Unexpectedly, it brought more conflict and led to 2 volunteers leaving the community. It's not just the loss of the data team, but also a loss for the entire Python community.

Therefore, in this chapter I would like to share some criteria about choosing the right balance between democracy and despotism.

For instance, how Greece and Rome's political system works and what are their pros and cons, Coaching for Performance etc.

3.3 Trust

Last but not least, trust. It's a long existing problem and hard to solve it entirely.

Here I would like to share 3 failures:

1. About project management, should it be top-down or button-up? In other words, should you assign tasks for teammembers to do? or only get the concensus between members about our end-goal of this project, keeyping the convo at high level? In this paragraph, I'll compare some popular framework like KPI, OKR and ShapeUp principle and introduce their pros and cons. With that said, the mistake I've ever made about this topic is that, I used to assign member to do something. Turns out all the responsibility is on me, and it would also harm their enthuisiasm in non-profit org. Also, people would become passive and ask you what's the next task to do when there's nth on their plate. At that moment, I realized I'm the bottleneck of the team since I'm too hectic to do micro-management. (Netflix's "Lead with Context, not Control" can also be a handy example in this paragraph)
2. Didn't foster a comfortable/safe vibe for people to share their mistakes or vulnerability: For instance, sometimes I feel a partner's project was slow plodding, but he/she said there's no blocker in his/her project. It goes without saying that they're hiding something but the culprit might because they're not ready to share this bad news with team lead. Would also share other failed cases like some embarassing moment when executing 1x1 with one of my teammate. (ref: Johari Window, The Power of the Other etc)
3. N/A lol

4. Key Takeaways

Would use 1 concise sentence to summarize each mistake, and recommened the audience to read those books listed in the reference.

For instance:

1. Vision: made xxx mistake, and reading "Non-profit organization management" is highly recommended
2. Democracy or Despotism: made yyy mistake, which one to recommend is TBD
3. Trust: would recommend reading the book that went viral in 2020, which is Netflix's "No Rules Rules"

5. Q&A

should be fine.