Heidi Helfand
10 statements across 1 episodes · 4 bullish · 1 bearish · 1 people on the record · first statement Jan 18, 2024 by Heidi Helfand · across every show →
On the record as a speaker too: Heidi Helfand's record, appearances and statements → this page counts the times other people say the name.
Everything said about Heidi Helfand, oldest first
Jan 18, 2024
Helfand: Org design is continuous Toyota Kata problem trading
“A lot of it is problem trading. You know, we have this challenge today. We decide, oh, there's a few ways we could handle this pros and cons of each solution. And let's, you know, it's like the kata. It's like the Toyota kata, you know, like grasp the current …”
Jan 18, 2024 positive
Helfand: Creating isolated teams with process freedom catalyzes new product lines
“Isolation is, or innovation by isolation, start a new team off to the side, a beneficial silo, give that team process freedom. Great for catalyzing new product lines within your existing company. Also great for emergencies”
Jan 18, 2024 positive
Helfand: Companies should include employees in organizational change decisions
“The reality is we're humans together, and there's a lot of opportunity to build companies that delight people, where they're excited to be included in decision-making about how the organization grows and changes or shrinks.”
Jan 18, 2024 positive
Helfand: Having new hires talk about themselves boosts retention and connection
“So you need to pay attention to the new hires that are joining, help them feel a sense of belonging, get them to talk about themselves, which is said to increase their sense of connection and retention. There's some research in the book, The Culture Code by Da…”
Jan 18, 2024 negative
Helfand: Isolated innovation teams often leave unmaintainable technical debt for others
“I, I've seen isolated teams within companies where someone has the opportunity to sell something and they talk to their friends who are the engineers who build the feature for them, but then it leaves something for other people to maintain later and they weren…”
Jan 18, 2024
Helfand: Collaborative reteaming should be kept short to avoid organizational distraction
“Make a schedule, right? Bias towards shorter as opposed to longer. You don't want to deliberate on this forever because especially as you include more people, you know, it can be distracting. So you want to like proceed as expediently as you can.”
Jan 18, 2024 neutral
Helfand: Splitting teams creates new dependencies and shared role bottlenecks
“Sometimes splitting, though, can create dependencies that weren't there when you were together as one team. So you inherit other problems, or you might inherit challenges like, all right, the team decides it's more effective if they split into two or three, bu…”
Jan 18, 2024 positive
Helfand: Fast-growing companies must embrace dynamic reteaming instead of static structures
“A lot of the books I would read on teams And the advice that I would get from people would be, ah, you know, you really want to keep your teams the same. You want to go for that forming, storming, norming, performing kind of thing. And I had thought about that…”
Jan 18, 2024
Helfand: Co-active coaching defines three levels of listening from internal to environmental
“I'm trained as a co-active coach, which involves different levels of listening. So you have level one, which is internal listening. Like if you and I are talking, but I'm thinking about like, what am I going to have for lunch? I'm in level one. I've got to red…”
Jan 18, 2024 neutral
Helfand: Reorgs imply top-down mandates, unlike dynamic reteaming patterns
“I think reorg, you know, again, it's true that reorganization is a traditional word and implies on the large, it implies Top down changes that you have no say in. It's just, it's something different than what I consider reteaming, which is these five patterns …”