Ruby | Joyous

Posts by Ruby

Feb 23, 2020

A simple approach to difficult conversations

About two years into my career as an engineering team leader I had to have a difficult conversation. Here's how I used the SCORE framework to make it simple and painless for everyone involved.

Jun 22, 2020

| Leadership

Practicing active listening in online conversations

Leaders who value efficiency over empathy tend to sacrifice investing time in relationships with their team members. The result? Ironically, team efficiency is negatively impacted.

Jul 21, 2020

| Engagement

So, you think your organisation isn’t ready for open feedback?

If you think your organisation isn’t ready for open feedback yet, here’s five reasons why you’re wrong.

Jul 31, 2020

| Leadership

Managing feedback for more effective conversations

If you’re in any way worried about dealing with feedback in your teams - or you want to help other people in your organisation deal with their feedback - then this is the toolkit for you.

Nov 03, 2020

| Engagement

The Joyous Approach to Improving Participation

When organisations first start using Joyous, they are often also transitioning away from infrequent anonymous surveys. For whatever reason, participation seems to be one of two KPIs that are a major focus when using such anonymous tools.

Dec 01, 2020

| Agile

How (fr)agile is your organisation really?

The journey to Agile can be so fragile that you run the risk of actually seeing a decrease in productivity, and therefore even less value delivered to your customers than before.

Dec 17, 2020

| Agile

Turbo boost your agile adoption with Joyous

Joyous is a feedback tool designed for regular, attributed conversations. Using Joyous in an agile context underpins the basic principles of collaboration and timely feedback, and helps to reinforce the trust equation.

Dec 18, 2020

| Agile

Crowdsourcing your agile transformation strategy

Moving to agile in a large organisation can be a difficult shift. However, there are a few things you can do to make the process smoother.

Feb 12, 2021

| Employee Experience

The parental journey challenge - Ruby's story

I set out on a mission to create an exceptional benefit for parents. I declared my intention to our leadership team. Not just an exceptional benefit for our parents. One that we could open source and encourage others to adopt for their future parents too. So we put our heads together and this is what we came up with.

Apr 13, 2021

| Leadership

The Collective CEO - What, How and Why I Joined

The more we experiment with the notion of shared leadership the more benefits we see. So much so that we are considering applying a shared leadership approach across other roles at Joyous in time.

Sep 13, 2021

| Joyous

The Joyous Te Reo Māori Project: Helping 100,000 kiwi employees improve their Te Reo Māori

While learning the Māori alphabet Ruby Kolesky, our Kaitiaki Hua and Co-CEO also learned that Te Reo Māori is on a path to extinction. We want to help 100,000 kiwis regularly improve their Te Reo Māori using Joyous. Why? Keeping it alive keeps our culture thriving and enriches the lives of all New Zealanders.

Sep 26, 2021

| Well-being

Why Joyous Gives Employees Time Off To Experience Joy

Imagine if you regularly took a day off of work for no other reason than to experience Joy. Better yet, imagine if that was paid time off. What might that do for your mental well-being? Joy Days are the opposite of mental health days. Our goal is to prevent stress and burnout in the first place. We get paid time off to do the things that bring us joy. Hooray!

Nov 30, 2021

| Joyfully

Product Strategy

In this chapter we clarify why you need a product strategy, and walk you through the 10 steps we took to form one.

Dec 04, 2021

| Joyfully

Strategic Alignment & The Negative Roadmap

This chapter of Joyfully describes how we achieve 100% alignment between our senior leaders using both positive and negative roadmaps.

Dec 07, 2021

| Joyfully

Our Organisational Structure

At Joyous people learn more, faster, than they could elsewhere. Three key factors enable this: collective leadership, partnerships, and roles with broad capabilities.