Closing Keynote
summary
Argues that top-down carrot-and-stick management fails and coaching, mentoring and community work better; converts a miserable team doing manual regression into exploratory testing workshops after a show-and-tell visit to BBC; pilots a mentoring scheme (on Slack 100% of respondents wanted mentoring); runs open-source exercises like OWASP Juice Shop and a TDD-for-testers workshop; points out a 13-person team creates 78 communication lines and recounts a four-day-week tester hit by bell-curve appraisals and the treadmill-coach analogy for continuous feedback.
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chapters (16)
- 0:00Closing keynote introduction
- 1:12George’s medicine for leadership
- 3:40Corporate hierarchy and budgets
- 7:58Airport management books
- 10:49Leadership vs management speak
- 14:24Hierarchy and control
- 16:56Leaders motivate and grow
- 21:10Carrot and stick management
- 23:37Constant feedback for people
- 26:04Traditional management is dead
- 27:08Mentoring schemes for growth
- 30:00Engaging employees for quality
- 33:36Community and learning
- 36:27Conferences and pride in work
- 38:15Leadership and teamwork save the day
- 39:10Q&A and closing remarks
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