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When it’s about products, I am always intrigued about the mechanics and aesthetics. The…
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantHow companies think AI adoption works: → Give everyone AI, productivity goes up. How it really goes: → Give everyone AI → They get a result. It looks incredible. They tell three coworkers. → They add more context to a bigger task. The output gets generic and safe. → They use it for everything, including the things it's bad at. → They stop and wonder: wait, is this even right? → They check the answer. Then re-check it. Then run it again and get a different answer. → They switch models, hoping the next one is smarter. It isn't. → They give up on the whole thing for two weeks. then they call me and ask: why the productivity numbers didn't move? Turning the Claude subscription on is an easy part. Everything that happens after it isn’t. So when a small business tells me "we rolled out AI and nothing changed," this is what I do with them: 1️⃣ We start with the org chart first ↳ List every job in the business, and what roles are the highest leverage ↳ Interview the employees, look for the boring recurring tasks ↳ Rank by how long it takes, how often it happens, and how easy is it to access the data. 2️⃣ We find the data before you build anything ↳ Most AI fails here, bc if AI can’t reliably access most up to date info, I won’t work. ↳ Where does the context actually live - inbox, drive, CRM, someone's head? Connect it read-only first. ↳ And map access properly: what the admin can reach is not what each person should. 3️⃣ We write the job description before you build the Agent ↳ Define its role, the context it needs, what good looks like ↳ Focus on all the edge cases and how it can fail ↳ Keep the human in the loop, as long as needed (or for ever) 4️⃣ Build the loop that keeps it current ↳ This is the step everyone skips, and it's why month three feels worse than week one. ↳ Anything that changes - priorities, deals, customers, etc - lives in a file system that automatically updates ↳ Architected properly, it gets sharper. Left alone, it goes stale and nobody uses it … and this is when the productivity finally improves. Working with AI is like working with a personal assistant. You have to put the time in, and let it learn how you work before you see the results. Most AI rollouts fail because nobody did all the ground work. P.S. Has your team written down these job descriptions yet? Repost this ♻️ if this sounds like your last rollout. DM me “ADOPTION” if you want to implement AI in your business.
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantNobody ever grew from a task that got dumped on them at 5pm on a Friday. Yet a lot of what gets called delegating looks exactly like that. A task with no context. A deadline with no trade-off. A standard nobody wrote down. The person still owns the outcome. They just don’t have what they need to get it right. In my business, we’re almost 100% remote across ~15 countries. I can’t stop by someone’s desk to see how a piece of work is going. So we’ve had to get deliberate about what actually gets handed over with a task. The purpose, not just the instruction. What they can decide on their own, and when I want to be looped in. What comes off their plate to make room for it. And what “good” looks like before they start, rather than after the rework. We do the same with goals. Each senior manager sets their own goals for the quarter and reports back red, amber or green. I keep them aligned to the bigger picture. They own the plan. I’ve found people are far more honest about an amber when they’re the one who set the target. Most of this costs one extra conversation up front. That’s a lot cheaper than the rework at the other end. Dumping hands over the task. Delegating hands over the judgment. What’s the most important thing to know before starting a task? P.S. I write about the journey I’m on of building a global company, and everything that has to hold together around it. Read it for free at https://lnkd.in/dFgu-Bny
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantYou delegated the project. Three weeks later, you're back in it, rewriting the deck yourself. The instinct is usually to blame the person. But delegation problems aren't all the same. Before you hover more or let go completely, diagnose what actually broke. After coaching 600+ Directors & VPs through this pattern, I see seven failure points most often: 1️⃣ Decision rights were unclear Two people think they own the call. Neither fully does. → Try this: “You have full authority on X. I only need visibility before it's signed.” 2️⃣ You handed over the task, not the context They know what to do, but not the constraint that matters most. → Try this: “The board date is fixed. Everything else is yours to shape.” 3️⃣ There was no checkpoint You delegated once and went quiet. Then your brain filled the silence with doubt. → Try this: “Let's touch base Thursday.” 4️⃣ You defined the task, not the outcome They know what to produce. They don't know what “done” actually means. → Try this: “Done means the stakeholder has signed off, not that the document is finished.” 5️⃣ The organization punishes decisions made without you People route decisions back to you because asking permission feels safer than owning a call that might go wrong. → Try this: Back their decision publicly, even when you would have made a different one. “Their call stands. I'm not the tiebreaker here.” 6️⃣ You only delegate to people you already trust The rest of the team never gets the reps. So they never get the chance to earn that trust. → Try this: Give one stretch assignment this month to someone outside your usual go-to, with a tighter checkpoint rather than a smaller scope. 7️⃣ You hover after handing it off Checking in becomes checking up. And delegation quietly reverses itself. → Try this: When you feel the urge to jump in, ask instead of act. “What’s your plan here?” Not: “Here’s what I’d do.” The leaders who stay stuck treat every delegation problem the same way. The ones who scale diagnose before they fix. Which one are you most likely to fall into when you're under pressure? 📌 If delegation is not creating the ownership you hoped for, join the priority waitlist for my private 1:1 Team Leadership Intensive: https://lnkd.in/gvtV-Dji (Save + Share if this is helpful)
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessant"Woah!” Tomoko-san told me. “It’s so strange. In Japan, we say American culture is egalitarian. But after living in the US for two years, I now see their decision-making is much more hierarchical than ours.” Dirk from Germany confirmed: “Americans pretend they are egalitarian with their open-door policies, first name basis, and casual dress, but when it comes to decision making – the boss makes the decision and everyone falls in line.” These quotes hit the core of a global leadership truth. Culture shapes two critical dimensions: 1. The Leading scale looks at how much deference or respect is shown to an authority figure. In egalitarian cultures it’s ok to disagree with the boss even in front of others. It’s ok to email or call people several levels below or above you without putting the boss in copy. In hierarchical cultures, an effort is made to defer to the boss especially in public and communication follows the hierarchical chain. 2. The Deciding scale looks at whether we make decisions slowly over time by groups (consensual cultures) or whether decisions are made quickly by individuals (usually the boss) but then may be changed frequently as more information arises (what I call top-down cultures). These two dimensions create four very different leadership styles: 1. Hierarchical and top-down cultures (hello, China, India, Mexico, Russia, and Saudi Arabia) where deference/respect to authority is high and decisions are made by the boss. 2. Hierarchical but consensual decision-making (like Germany and especially Japan) – decisions are made slowly over time by groups but deference to formal hierarchies are strong. 3. Egalitarian cultures that make quick top-down decisions (enter the United States or Australia) where anyone can speak up, but the boss still calls the final shot. 4. And then Consensual, egalitarian cultures (that's you, Denmark, Netherlands, Norway, and Sweden), where decision making is slow, inclusive, and everyone’s voice holds weight. Each style is effective on its own. But a lot can go wrong when working across cultures and these methods collide. Global leadership requires mapping your style to where you are and adapting like your success depends on it. Because it does. So, what quadrant do you lead in? Explore the map of your team here: erinmeyer.com/tools #TheCultureMap #GlobalLeadership #CrossCulturalLeadership #ErinMeyer #CultureMatters #LeadershipTruths
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantThe hardest part of leadership was never the work. It's the one thing nobody teaches you: people. Credits to Mark O'Donnell, make sure to follow! ________ The hardest part of leadership was never the work. It's the one thing nobody teaches you: people. You can be absolutely excellent at your job... And still be at risk of losing your best team members if you never learned the people side, You feel it when decisions pile up waiting on you. When good people quietly check out. Or when you catch yourself managing the work instead of leading the team. Good news: the people side is a skill, not a personality. And you can practice all of these skills today: 1️⃣ Point to one clear target ↳ Today: ask three people to name this quarter's top priority. If you get three different answers, that's your next job. 2️⃣ Get out of the way ↳ Today: find one task someone could do 80% as well, and hand it off by Friday. 3️⃣ Have the hard conversation early ↳ Today: name the conversation you've been dodging, and calendar it before you leave. 4️⃣ Ask more than you tell ↳ Today: when someone brings you a problem, ask "what would you do?" before you say anything. 5️⃣ Make feedback useful, not just honest ↳ Today: drop "good job" and name the exact thing they did and the difference it made. 6️⃣ Hold the line, with care ↳ Today: before a tough message, tell them what you value in them, then be clear on the standard. 7️⃣ Put people in the right seat ↳ Today: for each person, ask if they Get it, Want it, and have the Capacity for the seat. One no is your answer. That's GWC. 8️⃣ Protect the pulse ↳ Today: book a weekly one-to-one with each direct report, same time, and guard it like a client meeting. 9️⃣ Build leaders over followers ↳ Today: give one person a decision you'd normally make. Coach them through it. Serve, don't save. Notice what all nine point at... A team that runs well when you're not in the room. That should always be your goal: building something that doesn't need you. You get a business you can step back from, AKA true freedom. Which of the nine is your growth edge? Start there. _______ 👉 Want free PDFs of top LinkedIn infographics? 👇 Get them here: https://lnkd.in/gytiznfT (These are not from this post/creator) Follow for more daily content!
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantMore detailed explanations and visualizations of my 10 usability heuristics here 👉 https://lnkd.in/gHF67pDk 🔍 Heuristic 1: Visibility of System Status • Show feedback instantly for every user action • Display progress for any process over one second • Never leave users guessing what just happened 🌍 Heuristic 2: Match Between System and the Real World • Write like your users actually speak • Ban technical jargon from all user-facing copy • Match the order of tasks to natural workflow 🚪 Heuristic 3: User Control and Freedom • Make undo available everywhere it's technically possible • Place clear, visible exits on every single screen • Preserve user work across interruptions and sessions 📐 Heuristic 4: Consistency and Standards • Treat your design system as law, not suggestion • Respect platform conventions before inventing new ones • Use identical patterns for identical actions 🛡️ Heuristic 5: Error Prevention • Constrain inputs with pickers, dropdowns, and steppers • Validate inline, before submission, at every step • Reserve confirmations for truly destructive actions only 👀 Heuristic 6: Recognition Rather Than Recall • Surface options; never hide them behind memory • Use autocomplete and smart suggestions liberally • Show recent and frequent items prominently ⚡ Heuristic 7: Flexibility and Efficiency of Use • Build shortcuts for every common task • Offer customization without overwhelming defaults • Serve both new and expert users simultaneously ✨ Heuristic 8: Aesthetic and Minimalist Design • Delete anything that doesn't earn its place • Use whitespace and hierarchy, not decoration • Favor clarity over cleverness always 🚨 Heuristic 9: Help Users Recognize, Diagnose, and Recover from Errors • Write errors in plain, human language • Explain the problem and the fix together • Place messages exactly where the error occurred 📚 Heuristic 10: Help and Documentation • Embed help in context, not in PDFs • Make documentation searchable and task-focused • Keep instructions brief and genuinely useful
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantHERSENS Gebruik aub jullie hersens wel Rijnmond/Nos: 1. Verkrachting is geen seks 2. Stop met het daderperspectief in de kop te zetten (en leidend te maken in het stuk) Met dank aan meerdere tipgevers
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantEen nieuwe richting Na een aantal jaar in Interaction Design ben ik mij aan het oriënteren op een nieuwe richting. Ik merk dat ik steeds meer behoefte heb aan werk waarin het contact met mensen en de omgeving waarin zij leven centraal staat. Luisteren naar wat er speelt, vragen stellen, verschillende perspectieven begrijpen en samen kijken naar wat wél kan, zijn dingen die goed bij me passen. Ik ben nieuwsgierig naar mensen, blijf meestal rustig als situaties ingewikkeld worden en vind het prettig om samen naar een oplossing te zoeken. Daarom kijk ik nu met interesse naar het sociaal domein. Vooral het werken met bewoners, in wijken en met jeugd spreekt me aan. Ik weet nog niet precies welke functie daar het beste bij past en sta daarom ook open voor gesprekken en nieuwe inzichten. Ken je iemand die in deze wereld werkt en het leuk vindt om eens met mij mee te denken? Dan hoor ik het graag. Een kop koffie, goed gesprek of gewoon een tip is meer dan welkom.
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Martijn Hoogers vond dit interessantMartijn Hoogers vond dit interessantThe best Scrum Masters in 2026 are moving into Agile Coaching, Product, Delivery and Transformation roles. The big question is - Which path fits you best? Don't guess your next move. Use Agilemania AI Career Risk Scan to check your career risk score, find skill gaps and get a personalized roadmap before the market decides for you. Your next career move should be based on data, not hope. 🔗 Scan your career risk here - https://shorturl.at/LMf3N Agilemania Malaysia Scaled Agile (SAFe®) Training by Agilemania Naveen Kumar Singh Satyajit Gantayat Sumeet Madan Preeth Pandalay Piyush Rahate Agile30 #scrummaster #career #agilecoach #productmanager #programmanager #agile #agilemania
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SAFe 6 Product Owner/Product Manager
Scaled Agile, Inc.
Toegekend: Verloopt:Certificatienummer: 84323368-9894
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