Doporučuju inspiraci pro ty, kdo chtějí zlepšit soft-skills

Sleduji a sdílím inspirativní články, podcasty a knihy, které vám pomohou zlepšit vaše soft-skills. 

#SoftSkills do #techu patří

#SoftSkills témat je ale mnohem víc. Přesvědčte se sami!


*sdílené články jsou řazeny od těch podle mě nejlepších po dobré

Najděte inspiraci pro svoje soft-skills

on hbr.org

Numerous researches have shown that we forget much of what we experience in a day. Knowing this, how do you create messages so there is a better chance of people remembering them? The author uses concepts from memory science to help you craft messages — whether it’s a presentation, an email, or a speech — that will be likely to stick.

on newsletter.eng-leadership.com

As a leader, your evaluation is no longer based solely on your individual contributions; instead, it depends on the success of your team and projects. This is a crucial point to remember as an engineering leader. This article outlines how to be an effective manager in the tech industry, highlighting specific traits that are essential for success.

on hbr.org

When stepping into a new leadership role, giving feedback can feel risky—but delaying it can be just as costly. Thoughtful, well-timed feedback can build credibility, strengthen relationships, and set the foundation for a culture of trust and accountability. Four strategies can help leaders in a new role offer feedback with clarity and confidence: assess the organizational landscape, fast-track trust through vulnerability, align feedback with team members’ aspirations, and balance directness with empathy. Thoughtful, well-timed feedback can build credibility, strengthen relationships, and set the foundation for a culture of trust and accountability.

on hbr.org

Like any living systems, teams need regular care, attention, and intentional renewal to thrive. Whether driven by restructuring, relationship tensions, demotivation, or strategic pivots, there comes a moment when a team needs more than a tweak. It needs a relaunch. By pausing to reassess, reset, and realign, leaders can reenergize their teams and strengthen trust. Relaunching a team isn’t a sign of failure—it’s a sign of leadership.

on hbr.org

Over one quarter of workplace meetings leave employees with lingering negative effects such as lowered engagement and productivity that can last hours. This is called a meeting hangover. Learn to prevent it as well as cure it.

on plus.rozhlas.cz

Myšlení je projevem intelektuální poctivosti, je přesvědčený Martin Poliačik, odborník na komunikaci a kritické myšlení a také bývalý politik. „Klíčová je vnitřní motivace, díky které můžeme věci kolem nás zpochybňovat a přemýšlet o nich,“ říká pro Český rozhlas Plus. V knize Pořádek v hlavě začíná přirovnáním: „V letadle svého života si můžeš vybrat – budeš pilotem, nebo jen pasažérem? A pokud jsi pasažérem, zeptej se sám sebe: kdo vlastně řídí?“

on newsletter.eng-leadership.com

Interviewing for an Engineering Manager role (and beyond) is vastly different than interviewing for an IC role. The challenge with such interviews is to showcase a good mix of leadership, communication and problem-solving abilities + a good foundation in engineering principles. Learn the exact formula to be memorable in EM interviews and secure your next offer!

on open.spotify.com

With some high-profile CEOs demanding workers return to the office five days a week, and others touting the benefits of fully remote work, many companies compromised and ended up somewhere in the middle. But that hybrid compromise can often bring the worst of both worlds. Wharton professor Peter Cappelli and senior HR strategist Ranya Nehmeh have looked deeply at what is going wrong with hybrid – and how leaders can make it right. They explain practical ways to improve meetings, build culture, and inspire commitment from employees in a hybrid model, which is most likely here to stay. Cappelli and Nehmeh are the authors of the forthcoming book In Praise of the Office: The Limits to Hybrid and Remote Work and the HBR article “Hybrid Still Isn't Working”.

on open.spotify.com

Have you ever realized, partway through a project, that you and your boss aren't on the same page? Maybe your definitions of success differed, or their expectations were unclear. Maybe you couldn't get them to listen, or you couldn't figure out why they insisted on doing things a certain way. Managing up means tackling these disconnects head-on-and doing it through honest, well-timed discussions. Executive coach Melody Wilding joins Amy G to explain why alignment on goals and clarity around working styles are essential. They

on newsletter.eng-leadership.com

600+ engineering leaders have shared their insights on how their roles are evolving! Some other interesting numbers: * 50% worry there are fewer jobs available * 40% believe their team is less motivated to come to work than they were 12 months ago * 65% of respondents are worried about the recession

on www.fastcompany.com

Making difficult decisions is an inevitable part of being a leader. And at times, those decisions are unpopular. Yet in instances when it requires the efforts and cooperation of their team members, leaders have to find a way to get buy-in from the people that oppose those decisions in the first place. This isn’t easy, and requires a delicate balance.

on blog.alexewerlof.com

Gor senior technical leaders navigating Enterprise Architecture technical evolution. This guide clarifies key strategic frameworks, starting with Wardley Mapping vs. Pace Layering. We also explore how both concepts complement Team Topologies, linking competitive strategy and system governance to team design. Learn to apply these lenses for effective business capability mapping, architectural decisions, and justifying tech investments.

on www.joanwestenberg.com

Why? Let me copy a paragraph from the article: Constraints make solutions non-obvious. They force the kind of second-order thinking that goals actively discourage. Instead of aiming for a finish line, the constrained mind seeks viability. It doesn’t ask, “How do I get there?” It asks, “What’s possible from here?”

on www.fastcompany.com

Considering a promotion can be exciting, but it's important to ask yourself three fundamental questions first. Achieving a promotion isn't solely about wanting it or sticking around long enough. First, check if there is a position available within the organization for you to move into. If there is no suitable role, then pursuing a promotion this year may not be feasible. Second, reflect on whether the job you would be promoted to is one that you genuinely desire. Third, assess whether you are prepared to take on the new set of responsibilities that come with the promotion. If you're aiming for a promotion this year, gathering information about these three aspects is essential.

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