Wisemonk empowers companies to hire, pay and equip talent in over 150 countries without the need for local entities or bank accounts. Our comprehensive platform facilitates employer of record, payroll, equipment procurement, and more, all backed by our expert support and seamless technology.

Wisemonk - Employer of record services in 150+ countries

Wisemonk is an EOR platform and a recruitment consulting firm that provides hiring solutions to early stage start-ups at 1/4th the cost

Wisemonk - Crunchbase Company Profile & Funding

Wisemonk | 1,012 followers on LinkedIn. Decoding the jargons of Marketing and Finance | Brand growth stories | You probably think that an MBA is about jargon and a lot of confusing lingoes. To clear that up, we bring to you a platform where you can learn, question, and contribute to anything ...

Wisemonk | LinkedIn

&quot;Wisemonk specializes in middle and senior level engineering team roles for startups. For Indian talent working with global companies on permanent remote WFH roles, we provide a best-in-class Employer-of-record service comprising compliance, taxation, payroll, insurance, and other local HR ...

Wisemonk Company Profile, information, investors, valuation & Funding

Wise Monks is a company that provides commercial users with a data access plan that maximizes a consumer&#x27;s mobile and online experience.

Wise Monks - Crunchbase Company Profile & Funding

Glassdoor gives you an inside look at what it&#x27;s like to work at Wisemonk Services, including salaries, reviews, office photos, and more. This is the Wisemonk Services company profile. All content is posted anonymously by employees working at Wisemonk Services.

Working at Wisemonk Services | Glassdoor

Apply to 3 jobs at Wisemonk. Apply for new Wisemonk job vacancies online at Cutshort.

3 Wisemonk Jobs in India | Wisemonk careers | Cutshort

This is more relevant in an increasingly open and dynamic world where our next best opportunity could be with a company / team in another country or in a totally different industry. Traditional job search tools are too cumbersome, opaque and inadequate for solving this problem. ‍ Wisemonk is an ...

About Us - Wisemonk

WISEMONK SERVICES PRIVATE LIMITED - company information, business information and directors/partners details

WISEMONK SERVICES PRIVATE LIMITED - Company, directors and contact ...

Wisemonk Services Pvt. Ltd.

Wise Monk Company Profile, information, investors, valuation & Funding

View Wisemonk revenue, competitors and contact information. Find and reach Wisemonk&#x27;s employees by department, seniority, title, and much more.

Wisemonk - Overview, Competitors, and Employees | Apollo.io

Find out what works well at Wisemonk from the people who know best. Get the inside scoop on jobs, salaries, top office locations, and CEO insights. Compare pay for popular roles and read about the team’s work-life balance. Uncover why Wisemonk is the best company for you.

Wisemonk Careers and Employment | Indeed.com

WISE MONK ENTERPRISES LLP - company information, business information and directors/partners details

WISE MONK ENTERPRISES LLP - Company, directors and contact details ...

Wisemonk bridges that gap for companies in the United States by helping them leverage the immense professional talent available in India. Post the COVID pandemic, as many more American organizations are now open to working remotely and building globally distributed teams, we aim to effectively ...

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Check Wisemonk Services Private Limited registration details online. Get financial highlights, company network &amp; industry details. Sign Up now for more reports &amp; updates

WISEMONK SERVICES PRIVATE LIMITED - Company Profile, Directors, ...

Wisemonk Services will provide you with proven marketing strategies and it will shape your company’s identity into different level. Wisemonk Services is a team of empowered individuals that blend creativity and expertise to bring clients the perfect digital marketing plan.

IT Services - Wisemonk Services - IT Services Provider

Here is a list of the top 10 competitors of Wisemonk, ranked by Tracxn score: Workday - Pleasanton based, 2005 founded, Public company.

Wisemonk - 1785 Competitors and Alternatives - Tracxn

Wisemonk platform offers Employer of record, Equipment and Payroll services for Indian talent operations of global companies. We offer international work payments to India and provide end-to-end local compliance coverage and advisory.

Wisemonk

Writing Effective Integration Tests in Spring: Organized Testing Strategies for HTTP Request Mocking

is an integral part of software development, ensuring the reliability and correctness of code. Among the various testing methodologies, integration testing holds a significant position, especially in the realm of Java-based applications. Testing Understanding Integration Testing Integration testing involves validating the interaction between different components of an application to ensure they function correctly when integrated. Unlike unit testing, which tests individual units of code in isolation, integration testing focuses on the interfaces and interactions between these units. Difference between Unit Testing and Integration Testing Unit testing examines the smallest parts of an application, like methods or classes, in isolation. It ensures that each unit functions correctly on its own. On the other hand, integration testing verifies the combined behavior of these units when they interact with each other, ensuring that the integrated components work harmoniously. Setting Up the Test Environment Spring provides robust support for integration testing through its testing framework. To configure the environment for integration testing, leverage tools like JUnit and Spring Test along with the appropriate dependencies in your project. Simple Integration Test with Spring Consider an example where you have a service class, , interacting with a repository, . An integration test for this scenario might look like this: UserService UserRepository @RunWith(SpringRunner.class)
@SpringBootTest
public class UserServiceIntegrationTest {

 @Autowired
 private UserService userService;

 @Autowired
 private UserRepository userRepository;

 @Test
 public void testGetUserById() {
 User expectedUser = new User("1", "John Doe");
 
 // Save the user to the repository
 userRepository.save(expectedUser);
 
 // Retrieve the user using the service
 User retrievedUser = userService.getUserById("1");
 
 // Assert that the retrieved user matches the expected user
 assertEquals(expectedUser.getId(), retrievedUser.getId());
 assertEquals(expectedUser.getName(), retrievedUser.getName());
 }
} This test validates the method of by checking if it retrieves the expected user from . getUserById UserService UserRepository Leveraging Testcontainers for Databases Testcontainers provide a convenient way to manage external resources, like databases, in integration tests. Let's demonstrate how to use Testcontainers for a database test: @RunWith(SpringRunner.class)
@SpringBootTest
public class UserDatabaseIntegrationTest {

 @Container
 private static final PostgreSQLContainer<?> postgresContainer = new PostgreSQLContainer<>("postgres:latest")
 .withDatabaseName("test")
 .withUsername("test")
 .withPassword("test");

 @Autowired
 private UserRepository userRepository;

 @BeforeClass
 public static void setUp() {
 postgresContainer.start();
 }

 @AfterClass
 public static void tearDown() {
 postgresContainer.stop();
 }

 @Test
 public void testUserRepository() {
 User user = new User("1", "Alice");
 
 // Save user to the database using UserRepository
 userRepository.save(user);

 // Retrieve the user from the database
 User retrievedUser = userRepository.findById("1").orElse(null);
 
 // Assert that the retrieved user matches the saved user
 assertNotNull(retrievedUser);
 assertEquals(user.getId(), retrievedUser.getId());
 assertEquals(user.getName(), retrievedUser.getName());
 }
} This test utilizes Testcontainers to spin up a PostgreSQL database container for testing the functionality of with database operations. UserRepository Introduction to WireMock WireMock is a powerful library used for simulating HTTP-based APIs. It enables developers to create mock servers that mimic the behavior of real APIs, facilitating integration testing by providing controlled responses to requests. When to Use WireMock WireMock proves beneficial when testing scenarios where real APIs are inaccessible, unreliable, or expensive to use in tests. It allows developers to simulate various responses and test different edge cases. Simple Example with WireMock Let's create a simple test that uses WireMock to mock a request and response: public class ExternalAPITest {

 private WireMockServer wireMockServer;

 @Before
 public void setup() {
 wireMockServer = new WireMockServer(WireMockConfiguration.options().port(8080));
 wireMockServer.start();
 WireMock.configureFor("localhost", wireMockServer.port());
 }

 @After
 public void teardown() {
 wireMockServer.stop();
 }

 @Test
 public void testExternalAPI() {
 // Stubbing the API endpoint
 stubFor(get(urlEqualTo("/api/resource"))
 .willReturn(aResponse()
 .withStatus(200)
 .withHeader("Content-Type", "application/json")
 .withBody("{\"message\": \"Success\"}")));

 // Make a request to the mocked API
 // Perform your logic here that uses this external API
 // Assert the behavior based on the mocked response
 }
} This test sets up a mock server using WireMock to simulate an external API response for the endpoint. /api/resource Recording Requests and Responses with WireMock WireMock offers the capability to automatically record requests and responses during test executions. This feature can be immensely helpful in generating stubs or mocks for subsequent integration tests. By configuring WireMock's record and playback mode, it captures interactions with real APIs and saves them as stubs, allowing for seamless integration testing using simulated responses derived from actual requests. Conclusion In conclusion, Spring integration testing in Java involves validating the interactions between different components, ensuring their seamless functionality. WireMock serves as a valuable tool for simulating external dependencies, aiding in comprehensive integration testing by allowing controlled responses and recording real interactions for later use in tests. Useful links: WireMock documentation Testcontainers for Java

Testing in Java: The Key Concepts [Part 2: Integration Testing]

What makes managers highly effective? Making too many sub-optimal decisions throughout the day or making a few decisions well? Keeping busy by reactively solving problems or proactively turning opportunities into results? Trying to take giant leaps and giving up when progress seems far fetched or setting an easy pace and continuing each day steadily? Sticking to their outdated beliefs or showing curiosity to expand their knowledge? The answers are obvious, and yet, most managers struggle to be effective. They try to adopt complicated frameworks and practices even before they have developed the right habits. But without the basics in place, all their effort goes to waste. Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results - Peter Drucker For a manager, being effective is not optional; it’s a crucial part of their job. Without effectiveness: More time is spent on inconsequential tasks and less on forward-moving activities. Effort spent never matches up to the results. There’s no sense of control over time. Priorities are either not set or not honored. Opportunities are missed and problems linger on. Effectiveness is nothing but a habit, and much like other habits in life, it too can be learned. If you want to be an effective manager, master these six micro habits: Don’t let fear win What can cause managers to play safe—pass on great opportunities, refuse to take risks and do the work they’ve always done before? Fear. Fear of failure. Fear of not meeting others’ expectations. Fear of losing credibility. Fear is often what makes even highly competent managers ineffective. Not being able to separate healthy emotions from unhelpful ones keeps them confined within their comfort zone. Comfort zone feels safe, but it also limits their growth. Highly effective managers don’t brim with confidence. They’re as fearful as others. However, they don’t let fear get in the way of doing their job or fulfilling their responsibilities as a manager. They do this by: Acknowledging fear is a part of being human. Reframing it from doubting their skills to considering it as a sign that they’re doing worthwhile work. Using fear to re-evaluate their decision, question their choices and reconsider their assumptions. Courage is feeling fear, not getting rid of fear, and taking action in the face of fear. — Roy T. Bennett Stay away from naysayers What happens when managers are surrounded by people who constantly criticize, crush ideas, and object to new ways of doing things? Their cynicism makes it hard to get anything done. Decisions take longer. Discussions go on forever. The status quo is preserved. New ideas are rejected. Under their influence, managers also become critical and disapproving of others. Negativity can be contagious. Not being careful around such people can turn even a highly optimist person into a defeatist, a motivator into a complainer and a supporter into a cynic. Highly effective managers check the energy of the people around them—are they raising their concerns with the right intent or simply spreading their negativity? Consciously staying away from cynics and naysayers or minimizing their impact helps them make better decisions. They are able to weigh in on different options before making a choice. Naysayers are everywhere. They feel it’s the safest position to be in. It’s the easiest armor to wear . . . And they may be right in their negativity; reality may be on their side. But chances are very good that it’s not. You can only use their naysaying as one line in the spectrum of inputs to your decision. Listen to everyone you need to, and then go with your fearless instinct - Colin Powell Actively deal with cognitive biases How do managers behave when they don’t pay attention to their cognitive biases? They assume they’re rational in their thinking and judging others without realizing how their mind is playing games and keeping them biased. Many cognitive biases like fundamental attribution error, confirmation bias, illusion of transparency, framing effect and all-or-nothing thinking lead to habitual errors in thinking, which creates an inaccurate view of reality. We all want explanations for why we behave as we do and for the ways the world around us functions. Even when our feeble explanations have little to do with reality. We’re storytelling creatures by nature, and we tell ourselves story after story until we come up with an explanation that we like and that sounds reasonable enough to believe. And when the story portrays us in a more glowing and positive light, so much the better — Dan Ariely Managers falling for these biases follow unhealthy and toxic practices at work—they are quick to blame, point out character flaws in others, reject great ideas and treat employees unfairly. Highly effective managers are not free from biases. They deal with the same limitations of the mind as others. However, they’re also highly self-aware. They follow good practices and habits of the mind to ensure their biases do not get in the way of how they communicate, collaborate and work with others. For example: Implement feedback loops to learn from mistakes. Encourage contradicting viewpoints. Lead with questions instead of answers. Apply Occam’s razor to choose simplicity over complexity, Hanlon’s razor to look beyond their personal narrative and imagine the situation from another person’s perspective, and other such useful mental models. Making these simple practices as part of their daily habits reduces the negative effects of cognitive biases on their decisions and how they lead. Lift others up What prevents managers from utilizing their team’s talent, maximizing their potential and creating an environment that enables them to do some of their best work? Their false sense of superiority and the need to always be above others. The desire to prove their brilliance shows up in the way they communicate, decide and act. Their brilliant mindset makes them hog the limelight for themselves instead of putting the spotlight on others. They trust no one with the decisions and try to make all the decisions themselves. They diminish their team’s potential by confining them to boxes and defining strict boundaries on what’s within their reach and what’s definitely out of scope. Highly effective managers act as multipliers who enhance their team’s thinking and capability. They empower their people to unblock themselves, utilize each person’s unique intelligence and connect them with the right opportunities. Leaders rooted in the logic of multiplication believe: 1. Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment - Liz Wiseman While diminishers stifle their teams and push them down, multipliers lift their people by giving them an opportunity to shine and succeed. Operate within a circle of influence What makes some managers give up as soon as they encounter an obstacle or face a challenge? Low agency. Low agency managers focus their efforts in their circle of concern. Spending their time and energy on things they have no control over makes them neglect areas with scope for improvement. Blaming other people, their circumstances and their environment leads to a downward spiral of negativity, which diminishes their circle of influence. Highly effective managers have high agency. They focus their efforts in their circle of influence. Paying attention to things within their control enables them to experiment, try different strategies and solve real problems. Instead of judging and criticizing others when things don’t go as expected, they look internally at their own decisions and actions. This shifts their focus from other people’s weaknesses to their own strengths. Positive energy from exercising their control enlarges their circle of influence. When faced with a tough problem or a difficult decision, they ask these questions: Is it within my circle of influence? What can I change about myself or the way I do things that can fix this problem? Can I influence and inspire others to enable a change? What other alternatives do I have to get the outcome I desire? Highly effective managers feel empowered to act because they don’t engage in a victim mentality or waste time worrying about people, circumstances or conditions outside their control. Match energy with physical and mental demands of work What can cause managers to become reckless, get stuck with analysis paralysis or choose the status quo? Not being able to recognize when they’re running on a low mental battery or failing to save their cognitive resources for important decisions or tasks. If your work requires you to make hard decisions all day long, at some point you’re going to be depleted and start looking for ways to conserve energy. You’ll look for excuses to avoid or postpone decisions. You’ll look for the easiest and safest option, which often is to stick with the status quo - Roy Baumeister Highly effective managers organize their schedules for optimal utilization by matching their energy with the physical and mental demands of work. They use their peak productivity period to do some of their most important work. Prioritizing important work when their reserved bank of mental energy is at its best enables them to think clearly and make conscious decisions. Summary Great managers follow simple habits and practices to stay highly effective. They reframe fear as a sign to evaluate multiple options, ask questions or reconsider assumptions instead of letting fear get in the way of making decisions or taking action. Instead of giving power to naysayers by allowing them to influence their thinking or how they make decisions, highly effective managers stay away from them. By working on things within their control instead of wasting time on things outside their control, highly effective managers expand their circle of influence. Maximizing their team’s potential is their primary focus. By highlighting each individual's strengths and combining them with the right opportunities, highly effective managers build high-performance teams. Effective managers are highly self-aware of the limitations of their minds. They don’t let cognitive biases get in the way of how they think or make decisions. They use their peak productivity period to do some of their best work. Matching energy to the cognitive demands of their work makes them highly effective. Previously published . here

Looking to Becoming a Great Manager? Try These Six Microhabits

একজন মহান ব্যবস্থাপক হতে খুঁজছেন? এই ছয়টি মাইক্রোহ্যাবিট ব্যবহার করে দেখুন

Möchten Sie ein großartiger Manager werden? Probieren Sie diese sechs Mikrogewohnheiten aus

¿Quiere convertirse en un gran gerente? Pruebe estos seis microhábitos

Vous cherchez à devenir un grand manager ? Essayez ces six microhabitudes

क्या आप एक महान प्रबंधक बनना चाहते हैं? इन छह सूक्ष्म आदतों को आज़माएं

優れたマネージャーになることを目指していますか?これら 6 つのマイクロ習慣を試してみましょう

훌륭한 관리자가 되고 싶으신가요? 여섯 가지 마이크로습관을 시도해 보세요

Quer se tornar um ótimo gerente? Experimente estes seis microhábitos

Хотите стать отличным менеджером? Попробуйте эти шесть микропривычек

Harika bir Yönetici Olmak mı İstiyorsunuz? Bu Altı Mikro Alışkanlığı Deneyin

Bạn đang muốn trở thành một nhà quản lý vĩ đại? Hãy thử sáu thói quen vi mô này

想成为一名出色的经理吗？尝试这六个微习惯

In the rapidly evolving field of software development, it is imperative to guarantee the smooth operation of several intricate program components. Integration testing is the process of reaching this harmony. Many firms resort to Integration Testing Service Companies to help them negotiate this challenging terrain and guarantee the quality and dependability of software. This post will discuss the function of these specialized businesses, their importance, and the things to take into account while choosing one. What is Integration Testing? methods such as integration testing are designed to confirm how various parts, modules, or services inside a software system interact with one another. Its main objective is to make sure that the integrated components perform the intended functions of the software system as a whole and that they interact as intended, appropriately sharing data and information. Software testing A crucial stage in the software testing process is integration testing. In the testing life cycle, it comes after unit testing and before system and acceptance testing. Early detection and resolution of integration problems can minimize the time, money, and effort needed to address difficulties later in the development process. Effective integration testing helps ensure that the software system as a whole functions correctly, meets its requirements, and behaves as expected when various components are combined. Advantages of Integration Testing Integration testing serves several crucial purposes: : It helps uncover integration issues, such as data inconsistencies, interface mismatches, and communication problems. Error Detection : Identifying and resolving integration problems early in the development process reduces the cost and effort required for post-deployment fixes. Early Issue Resolution : Well-integrated software systems result in smoother, more user-friendly applications, leading to greater customer satisfaction. Enhanced User Experience : The early detection and resolution of integration issues contribute to higher software quality. Improved Product Quality Types of integration testing Integration testing comes in a variety of forms, each with a distinct goal and focus: Using this method, the system is tested as a whole after all components are integrated at the same time. While this approach is reasonably easy to use, it can be difficult to detect and diagnose problems. Big Bang Experiments: This method integrates and tests lower-level modules gradually after testing the top-level components. The behavior of the lower-level modules that have not yet been developed is simulated using stubs. This helps find problems in the higher-level architecture early on. Testing from the Top Down: This method integrates and tests higher-level modules after evaluating lower-level modules first, in contrast to top-down testing.  Drivers are used to simulate the behavior of the not-yet-implemented higher-level modules. This can help discover issues in the detailed functionality of the system. Bottom-Up Examination: The system is developed and tested in tiny steps while using incremental testing. One by one, further parts or modules are added and put to the test. This method makes it easier to identify problems and allows for more detailed testing. Small-Step Testing: a top-down testing approach combined with incremental testing, wherein the top-level modules undergo incremental testing. It's a middle ground between incremental testing's finer points and top-down testing's simplicity. Top-Down Incremental Testing: Like gradual top-down testing, but with incremental integration of lower-level modules first. When crucial functionality is centralized in the lower tiers of the system, this method can be helpful. Decremental Testing from the Bottom Up: This is not a distinct type of testing but rather a strategy to choose between top-down and bottom-up integration testing approaches based on the project's needs and system architecture. Top-Down vs. Bottom-Up Integration Testing: Integration testing tools Software developers can perform integration testing using a variety of technologies. The technology stack you're utilizing, programming languages, and your unique requirements all play a role in the tool selection process. These are a few well-liked tools for integration testing: A popular testing framework for Java applications is called JUnit. Although its main purpose is unit testing, it can also be used for integration testing if paired with other frameworks or tools. JUnit: Another Java testing framework that facilitates both integration and unit testing is called TestNG. It offers functions like data-driven testing, parallel test execution, and more. InitialG: A strong tool for testing web applications is Selenium. It is frequently used to simulate user behavior for functional and integration testing of web applications. Hematite: : You may write and run integration tests for RESTful APIs using Postman, an API testing tool. It's quite helpful when testing web service integration. The Postman A program called SoapUI was created especially for testing REST and SOAP web services. It enables you to design thorough test cases for testing API integration. SoapUI: A Java library called Rest Assured is used to test RESTful web services. It is frequently used in conjunction with testing frameworks like TestNG or JUnit, and it makes developing integration tests for REST APIs easier. Confident: Although JMeter is mainly used for performance testing, web applications and services may also be integrated and tested with it. It can mimic high loads to evaluate a system's performance. JMeter Apache: Citrus is a framework for integration testing that focuses on messaging systems and web services. It supports various message protocols, including JMS, HTTP, and others. Citrus Framework: WireMock is a standalone HTTP mock server for stubbing and mocking HTTP responses. It's useful for simulating the behavior of external dependencies during integration testing. WireMock: Docker, while not a testing tool itself, is commonly used in integration testing to create and manage isolated containers of components, services, or databases for testing purposes. Docker: Pact is a contract testing tool for microservices. It helps in ensuring that services communicate as expected and that changes don't break existing integrations. Pact: Best Practices for Integration Testing An essential step in the testing and development of software is integration testing. Take into consideration the following best practices to guarantee its efficacy: As soon as it is practical, start integration testing during the development cycle. This makes it possible to identify and fix integration problems early on, stopping them from getting worse and becoming more serious difficulties. Early Start: Create a concise plan for integration testing that describes the goals, objectives, and methodology of the process. The whole development and testing teams should have access to this well-documented plan. Unambiguous Test Approach: Make sure the integration testing environment is as similar as feasible to the production environment. This covers data, network setups, hardware, and software. It aids in finding problems unique to a given context. Test Environments: Use stubs or drivers to isolate the module or component being tested from the rest of the system when doing integration tests. Drivers make it easier to test higher-level components, whereas stubs mimic the behavior of missing components. Component Isolation: Before tackling larger integrations, think about integrating and testing smaller portions of the system using incremental testing techniques. This can assist in pinpointing and addressing problems in detail. Incremental Testing: Example: Utilize a distinct and exemplary collection of test data to experiment with different integration situations. Provide both boundary and normal instances to evaluate the resilience of the system. Test data: Provide thorough integration scenarios and test cases covering a range of system component interactions. To find potential problems, make sure your test cases include both positive and negative scenarios. Scenarios and Test Cases: Try to automate as many integration tests as you can. Numerous test cases can be executed effectively and reliably with the use of automated testing solutions. Automation: Your suite of integration tests should contain regression tests. Run these tests on a regular basis to make sure that updates or new integrations don't cause problems or break current functionality. Examining Regression: Establish precise standards for judging if test results (oracles) are accurate. This is particularly crucial for automated testing since it indicates whether the system is operating as it should. Examine Oracles: How to Choose the Right Integration Testing Services Company? Selecting the right Integration Testing Services Company requires careful consideration. Here are some additional tips to assist in the decision-making process: Clear Communication Ensure that the company maintains transparent and open communication throughout the project. This is essential for a successful collaboration. Security Measures Verify that the company follows stringent security protocols to protect your sensitive data. Data security is paramount in integration testing. Cost Analysis Recognize the pricing structure and assess it based on the services provided. Think about the value the company offers and its long-term cost-effectiveness. Conclusion The seamless integration of various components is crucial in today's software-driven environment. For firms trying to make their way through the complex realm of integration testing, integration testing services companies provide a lifeline. Working with a respectable and knowledgeable business can help you guarantee the functionality, dependability, and quality of your program. The advantages are obvious: lower development costs, better user experiences, and less risk. Your software projects will thrive in an atmosphere of flawless integration and exceptional performance if you choose the correct integration testing services provider.

The Power of Integration Testing Services: Elevating Software Quality and Reliability

When you stop managing individual contributors and start managing other managers, a lot needs to change. Your role is no longer about assigning tasks, meeting deadlines, or taking care of your team’s work assignments and other responsibilities. Your managers are now doing the work you used to do yourself. You can’t do their work. You can’t make their decisions for them. You can’t be involved in day-to-day priorities. So, how can you let go of the control? How can you trust them to do the job while you’re still responsible for it? You need to invest in their growth. You need to give them full ownership while holding them accountable to take their job seriously. However, most leaders get this wrong. They’re either: Too involved: Being too involved in day-to-day decisions not only impacts your effectiveness as a leader, it leaves less room for your manager to learn and grow. Too disconnected: You may fail to see when they’re struggling. Every missed opportunity to coach and guide them diminishes their potential. To turn your into successful leaders, don’t be too involved or too disconnected. Find the sweet spot where you know just enough to coach when needed while giving them the space to explore, work things out on their own, and learn from their mistakes. managers The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates. ― Stanley McChrystal A monthly practice that helped me do this well involves asking these 5 questions to each of my managers. What concerns did your team raise last month and how did you address them? There’s often a wide gap between how your manager thinks about their team’s performance and how they actually view their growth. Not taking the time to understand their frustrations, motivations, and desires can widen this gap. Are they concerned about the growth opportunities? Do they think they’re fairly compensated? How do they find the culture of the team and their organization? Asking your managers about their team’s biggest concerns enables you to judge two key areas: Are your managers spending time doing their one-on-ones and making an effort to understand key areas that hurt their team’s productivity and performance? Are they actually addressing their team’s issues or simply making false promises? Managers who ignore their team’s reality, put off difficult conversations, or try to ignore conflict limit their team’s potential. Ignoring their challenges turns them cynical, judgmental, and dissatisfied. Disgruntled employees can’t give their 100% on the job. They can’t contribute at their highest levels of skills and abilities. If your manager isn’t doing so well in this area, help them understand the negative impact of leaving unresolved issues, coach them to take a peek into their team’s mindset, and guide them to gradually make their team’s concerns a priority. What was the biggest impact created by your team last month and what contributed to it? Understanding your manager's biggest contributions gives you a sense of where their team is spending time—work that adds value to the organization or inconsequential time-wasting activities. Asking this question will not only give you input on what’s working well for the team but also what prevented them from doing even better. Your manager is most likely to share their own challenges, frustrations, and other problems that limit their team’s outcomes and impact. What behaviors are making employees stick and work together? What behaviors are pulling them apart? How is their time divided? Where are they spending the majority of their time? For example: you may learn that more time is wasted in managing conflicting priorities and less in doing real work because of a misalignment of expectations at the leadership level. You can problem-solve with your managers and other leaders of the organization on how to resolve these issues. You can give them the support needed to work on more projects and waste less time in resolving communication, collaboration, and other such issues. high-impact If it turns out that it’s your manager who isn’t prioritizing well, try to understand their decision-making process and coach them on how to make better decisions that are aligned with the growth of the organization and the success of the team. What issues, conflicts, and disagreements got your significant time and attention? Why were they important? If your managers are doing their jobs well, they will be dealing with plenty of conflicts and disagreements on a daily basis, not less. Many leaders think disagreements are bad or they have a sense of incompetence. They resist it themselves and try to save their managers from it. As a leader, you should be concerned if your managers are: Not saying no enough. Prioritizing everything that their stakeholders ask without ensuring it’s the right thing for the team. Pressurizing their team to keep up with unreasonable deliveries and timelines just to keep their counterparts happy. Not speaking up enough or raising their concerns. Hiding important issues and not seeking help with the belief others will think less of them. Their ego or outdated beliefs can get in the way of their effectiveness unless you as their manager point it out and help them see how their behavior is damaging to their team’s output and the success of their organization. Asking this question every month signals to your managers that they need to stand out and not fit in. It helps normalize disagreements. If your managers are painting a rosy picture and only talking about things that are going well without the ones that are actually keeping them busy, consider it as a red flag and dig deeper. Many of us say yes to things because we are eager to please and make a difference. Yet the key to making our highest contribution may well be saying no. As Peter Drucker said, “People are effective because they say ‘no,’ because they say, ‘this isn’t for me.” ― Greg McKeown What were the key takeaways from the discussions you had last month with stakeholders or other cross-functional leaders/managers? There’s often a gap between strategy from the top and execution on the ground. When the quarterly planning finishes, everyone appears to be aligned. However, once teams disperse and start executing independently, new discussions and new learnings change the plan—old assumptions that are no longer true, change of requirements or ad hoc requests from stakeholders who can’t make up their mind on what they want. The biggest problem is such decisions are sometimes made in silos and people who must be informed are kept out of the loop. This leads to surprises, misalignment and time wasted in doing work that was either not required or not in line with the expectations. Asking this question keeps you informed of such changes. You can learn about decisions that may be wrong and course-correct if needed. Understanding your stakeholders' concerns, disagreements or other such issues is also an excellent opportunity for you to coach your managers on how to negotiate, communicate, and seek alignment with stakeholders and other organization leaders. If your manager is having trouble sharing the key takeaways or they’re unaware of important decisions, it points to only one thing: your manager is either absent from these discussions or not paying proper attention. Speak to them about it. Try to understand what’s keeping them disconnected. Guide them on how to stay on top of these discussions. Meetings are at the heart of an effective organization, and each meeting is an opportunity to clarify issues, set new directions, sharpen focus, create alignment, and move objectives forward. ― Paul Axtell What was your biggest learning last month? How can you apply it in the future? Many mistakes are made at work—some get out in the open and others remain hidden and unnoticed. However, each such mistake provides a crucial learning lesson. Ignoring them and moving on leads to repetition of mistakes that could have been easily avoided in the future. Managers also make hundreds of decisions each day. Some go well and others don’t. Not identifying the flaws in their thinking prevents them from making good decisions. In order to get better at their jobs, your managers need to pause and reflect. What are their areas of improvement? What mistakes did their team make that could have been easily avoided? How can they prevent these mistakes from happening again? What data/inputs did they ignore while making decisions that lead to a poor outcome? How can they be less biased next time? Asking your managers this question encourages them to learn from their past and apply those learnings to increase their team’s productivity and performance. \When leaders teach, they invest in their people’s ability to solve and avoid problems in the future. The highest quality of thinking cannot emerge without learning. Learning can’t happen without mistakes. ― Liz Wiseman Summary If you’re managing other managers, ask these 5 questions every month to help them grow as a leader. Identify if your manager is doing their one-on-ones and spending time identifying and addressing their team’s concerns. Learn how they prioritize and align their team to work on more high-impact projects and less on insignificant stuff. Determine if they actively try to resolve conflicts and disagreements or avoid them for fear of disapproval. Gain insights into their key decisions and whether they align with the company’s mission and vision. Ensure your manager is applying critical lessons from the past to grow their teams. Previously published . here

5 Monthly Questions to Help Your Managers Grow as Leaders 

What makes some employees rise through challenges, tap into opportunities, find a way to break through and make an impact while others are taken aback by a difficult circumstance and don’t know what to do or how to move forward? Are they more talented? Do they have better skills? Do they just work harder than everyone else? In her book Liz Wiseman describes three types of people on the team: Impact Players, High-impact contributors: Those who are doing work of exceptional value and impact. Typical contributors: Smart, talented people who are doing solid (if not great) work. Under-contributors: Smart, talented people who are playing below their capability level. She calls high-impact contributors as —those who make a significant contribution individually but who also have an enormously positive effect on the entire team. Impact Players The difference between high-impact contributors and typical contributors isn’t talent, competence, or skills. They’re equally capable and have similar potential and the urge to do well. Yet, impact players consistently find ways to add value while others are simply going through the motions. So what do impact players do differently that makes them influential and consistently deliver high results—especially in those crucial moments when unknown challenges, uncertainty, or lack of clarity makes the job difficult? How do they step up and get the job done when others are in denial or perplexed by uncertainty and ambiguity? It’s not their talent but their mindset that differentiates them from others on a team. Liz Wiseman points out these five behaviors of impact players that make them radically different from the rest. 5 Powerful Behaviors of Impact Players That Sets Them Apart They see challenges through an opportunity lens and not a threat lens What do typical contributors do when encountering an obstacle or a challenge? They see them as a threat and either try to avoid them or run away from them. But not impact players. For them, every obstacle is an opportunity. Every change is a chance to add value, and every problem is a chance to innovate and do something different. They’re not intimidated by lack of clarity, ambiguity, uncertainty, change of direction, or unforeseen obstacles and circumstances, rather they see them as an opportunity to take risks and do something different. They work through the problem by asking: How can I make the most of this situation? How can I add value? What are the possibilities? What can I learn? When others may have freaked out or checked out, Impact Players dove into the chaos head-on, much as a savvy ocean swimmer dives into and through a massive oncoming wave rather than panicking and being tumbled in the surf—Liz Wiseman They look beyond their role and position to do the job that needs to be done. What do typical contributors do amidst ambiguity and uncertainty? They just do the work they’re being asked to do, nothing above or beyond. They build superficial boundaries around their role—what’s expected of them, what fits their job profile, and what’s something they can never get done. Their tunnel vision keeps them tightly locked up to the limited nature of their job. They don’t lift their heads up to expand the boundary of their influence. Impact players don’t feel bound or limited. Instead of simply doing work that’s assigned to them, they look beyond the task to the needs of the organization—what are the problems, what do their stakeholders need, and what deserves their focus and attention right now? Messy problems, which are a regular part of work—more so if you work in complex environments—often have unwritten playbooks. Playing by the book may sometimes get the job done, but it can never create aha moments—addressing your stakeholders’ unmet needs and solutions in a way that creates additional value or proactively solving long-standing problems. By doing the job that needs doing, impact players create significant value for their organization and its people. They lead on demand rather than by command. What do typical contributors do when a problem is clearly visible, but it’s unclear who’s in charge? They wait for others to step up, take the lead, and tell them whether they’re needed or what they can do to help. Lack of initiative turns them into mere executioners who are always waiting for cues from others to act. Impact players are great at assessing when it’s time for them to step up and be in the front and when they need to follow others and support from behind. Taking initiative when no one else is willing to lead requires courage. It requires accurately judging the need of the hour, reconsidering priorities, and making adjustments. It requires maximizing time spent on goals that are aligned with the company’s mission and vision. Such decisions are often not easy to make. They try to determine what needs to be done by asking these questions: What does this situation demand? How important is it right now? Who’s leading? Who’s in charge? What does the organization need me to do right now? How can I take a small step? How can I get started? Who else can help? Their willingness to both lead and follow creates a culture of courage, initiative, and agility inside their organization—Liz Wiseman They push across the finish line and emerge stronger What do typical contributors do when things get hard, challenging or are met with unforeseen obstacles? They either procrastinate, putting things off or delaying taking action until it’s too late or giving up without completing the job, or refusing to take responsibility by pushing ownership up the management chain. Escalation, being the easiest choice, becomes their default strategy when nothing else seems to work. Impact players don’t operate this way. They face the problems head-on, refuse to give up, and accept the challenge to make things work. Not being stuck with a certain way of doing things gives them permission to experiment, try different things, and identify the one that actually works. The difference between the dreamers and the achievers is often the possession of one simple quality…persistence—Michael ONeill Exercising their high agency in such moments makes them find a way that others thought was impossible. Facing challenges with the mindset to solve problems, adopting the attitude of a learner, and improvising along the way not only gets the job done but also builds confidence and strength. They actively seek corrective feedback to recalibrate and refocus their efforts. How do typical contributors react to change? They stick to the way things have always been done before. They refuse to step outside their comfort zone to explore the unknown. Playing by the old rules keeps them safe, but it also prevents them from learning and moving forward. They fail to adapt. Interpreting change as a threat makes them lose sight of valuable opportunities. \Impact players view change as a chance to innovate. They align their contributions with the future needs of the organization and not what feels safe. Stepping into the unknown, taking risks, learning, and adapting to change is what keeps the organization thriving. It is what leads to value creation and growth. Impact players also understand that they’re not free from cognitive biases and other limitations of the mind. They don’t make perfect decisions nor have all the information. This makes them welcome disagreements and focus on seeking corrective feedback. Adopting a learner’s attitude makes them spot mistakes, proactively take corrective steps, and refocus their efforts to align with the future instead of avoiding or ignoring change. They do this by asking these questions: Is this change important for the organization? Why? What’s the cost of ignoring it? What benefits or value addition will it bring? How can I contribute? Who can give me feedback? Based on everything I have learned, what changes do we need to make? Feedback turns good into better and better into best—Frank Sonnenberg Summary Impact players are employees who consistently outperform others and create significant value for the organization. What sets them apart is their mindset, not their talent. While typical contributors try to avoid a challenge, impact players embrace challenges and turn them into opportunities. Typical contributors do the work that’s assigned to them, while impact players look out for the needs of the organization and do work that adds value. When it’s unclear who’s in charge, typical contributors wait for someone to take the lead and give them direction. Impact players, on the other hand, step up, take the lead, and guide the team through ups and downs. When things get hard, typical contributors either give up or refuse to take responsibility. Impact players persist by trying new strategies, experimenting, learning and adapting along the way. Typical contributors react to change by playing safe while impact players use change as an opportunity to align their contributions with the future needs of the organization. Also published . here

The Mindset of Impact Players: Rising to Challenges and Creating Lasting Value

Contract testing is a method for verifying system integration by individually examining each application to ensure that contracts and interfaces adhere to the agreed-upon alignment. A mock integration point enables the validation of a component’s expected behavior without reliance on that component. In the case of a large and intricate application, it may be necessary to establish an integration point trusted by multiple applications. This trusted integration point’s behaviors are validated by all dependent applications, preventing inadvertent or malicious changes from impacting the entire system. Thus, a system can be constructed in which each component performs a specific task, safeguarding the system against accidental or malicious alterations to any of its components. Why opt for contract testing? What are the advantages of this approach? Contract testing is an excellent technique for: Identifying irregularities in consumer workflows and addressing them early on Detecting service configuration defects that may impact inter-application communication Ensuring secure connections even when producers make changes to service configurations, providing guarantees to data consumers Allowing producers to perform their tasks without disrupting the consumer’s workflow, which is also beneficial for regression testing Giving consumers the flexibility to specify their requirements and consume only what they need Preventing unexpected API communication failures due to local or mock implementations, resulting in more stable, faster, and reliable testing of the application Rapidly detecting and resolving issues When is contract testing not the best choice? It’s important to consider both sides of the coin before making a decision. Here are the main reasons why contract testing may not be suitable: Contract tests are not a replacement for Unit or Functional (component) tests Contract tests are not intended to substitute for any other type of testing If there is little or no communication between teams where contract tests are being set up, this can result in a stale contract that should not be trusted or relied upon Simply adding contract tests as another layer of test coverage or because it’s a new and trendy technique will not provide any value to your test flows Before making any decisions, it’s important to evaluate the business value, estimated time of arrival for implementation, and consider the minimum viable product that can be provided and presented. It’s also worth noting that integrating new features or tools requires workshops to onboard teams and users. Where do contract tests fit within the testing pyramid? To gain a better understanding, let’s examine the following table: Aspec Unit Contract API Way to execute local local environment Feedback time fast medium slow Setup complexity low medium high Cross-team collaboration no yes yes What tools are available for contract testing? What are my options? There are a limited number of battle-tested and production-ready tools available for implementing contract testing. Some options include: Pact Spring Cloud Contracts Which tool is the best fit for my project? Here is a brief overview of what each tool offers to help you make an informed decision: Aspect Pact Spring Cloud Contract Deployment / Administration / Hosting - Pactflow - paid - Broker - free and open source but you need to host it and maintain it - uses artifactory Supported languages - JS, JVM, Net, Go, Python, Swift, Scala, PHP, Ruby, Rust, C++ - Keep in mind that there are some limitations for specific languages. Meaning that some languages have more features than others - By default only JVM based languages - To support other languages you need to use docker image that will download the required contracts from artifactory and expose the endpoints from the image to your service Supported languages for writing contracts - It is optimized for use with "pacts" (contracts created by the Pact framework) but can be used for any type of contract that can be serialized to JSON - Groovy - Kotlin DSL - Java - YAML Message types support - REST API contracts - Async communication - Pact v3 (no offical support for Python) - REST API contracts - Async communication via Wiremock What are the default approaches or workflows used by each tool and how do they differ? Let’s examine how producer-driven contract testing is implemented: In a producer-driven approach, the producer generates contracts and shares them with consumers. Now, let’s delve deeper into how the Spring Cloud Contract tool operates and what happens behind the scenes: Now, let’s examine the workflow for consumer-driven contract testing: The following image provides a visual representation of how Pact operates: What are the steps involved in creating a new contract? Add new contract Add new contract to repository Review contract Implement consumer-side tests Implement producer-side tests Merge contract and tests Updating an existing contract Updating the contract in the repository Reviewing the updated contract Applying changes to each consumer and producer Merging updated contract and changes When should contract tests be executed? Integration into the development pipeline includes: Build phase: build code and generate contracts Test phase: perform unit, integration, contract, and other automated tests in parallel. Consider a backup plan for quick production deployment during incidents. Deploy to production Conclusion This article explains what contract testing is, its advantages and disadvantages, and how to make informed decisions. Next Steps Let’s explore building a highly scalable solution using GitHub or GitLab pipelines.

Contract Testing:  Practical Comparison of PACT, Spring Cloud

Technology has evolved exponentially in the past few years. Affecting all industries, from business to healthcare to gaming, there are more opportunities than ever before for users to experience immersive environments, AI-powered personalization, and even their favorite sport, all in a virtual world. One industry in particular that is benefiting from a rise in the adoption of AR/VR tech is eSports. As sporting in a digital realm becomes all the more popular, the addition of virtual reality could guide sporting fanatics into a new era. As an industry expected to be worth more than by 2030, eSports is constantly changing, especially in the wake of Covid-19. As we saw real sporting events lie low, eSports became a new outlet for sport-hungry digital natives and avid gamers alike. $5.74 billion “The pandemic definitely brought esports much more mainstream,” says Phelan Hill, Nielsen Sports’ head of strategy and consulting. “All of a sudden, you had acknowledgement of esports on main broadcasters. It was on the BBC and Sky in the UK. It certainly brought it to the forefront.” As we enter a new frontier of esporting, the question is, where could the industry go next? Growing in line with technological advancements such as hands-free VR and haptic sensors, the is starting to look more like a real-life pitch, court, or racetrack. With this in mind, let’s have a closer look at what tomorrow has to offer. future of eSports A New Era of eSporting eSporting is certainly heading into a transitional period. As popular esporting platforms such as Valorant and League of Legends embrace new realms of immersion, users are quickly finding themselves embodying the characters they play with and controlling their actions on screen using their bodies rather than a traditional controller. Thanks to the birth of the metaverse and a number of XR-based developments, VR-powered eSports has become a new reality. With the ability to introduce haptic feedback, motion tracking, and action-driven gameplay, eSporting is becoming just as much of a physical activity as the sports we play on the field. Better still, VR is improving eSport spectating too. With the ability to physically sit in an F1 arena or an intense boxing match from the comfort of your couch, it’s no wonder that sporting fanatics are tapping into VR-powered sporting competitions. Better still, every spectator has a front-row seat at an eSport game. It has never been easier to zoom in on a screen, change your viewing angle and even customize your own broadcast. The question is, as we continue to blur the lines between traditional sporting and eSports, will the two industries one day combine? Can VR Improve Your eSporting Skills? is also improving eSports training. As a tool that aims to improve hand-eye coordination, VR headsets can position players in an immersive sporting arena in seconds, removing distractions and outside stimuli. Virtual reality Better still, VR can even help eSport athletes learn how to use their limbs more accurately and judge their surroundings when within a game or battle. In fact, there are a number of different VR mini-games that eSport players can enjoy when training for their next competition Take Fun and Simple, for example. This helpful HEC builder uses motion censoring and to teach the user how to juggle in VR. This builds up coordination and concentration while teaching the user to be comfortable with distractions. While juggling, each user is surrounded by large and noisy crowds, making their task just that bit harder. eye-tracking technology (Image Source: Blacksmith Studios) to help calm yourself before an eSporting competition too. Mindfulness apps such as WiseMind are great HEC coordination platforms that also prioritize wellness. From learning Tai Chi to rock stacking, you can also practice your HEC in a tranquilizing immersive space. VR is also a great tool Going Hands-Free So where will eSports go next? According to the commissioner of the ESL Pro League, Alex Inglot, both the player base and the tech they use will continue to evolve in the coming years. “The player base is growing worldwide. For example, CS: GO has hit a record 1.3 million concurrent players in 2023. Without generalizing, the games are growing in users, and in the community. I think a lot of investors are looking long-term. Of course, there are some who are thinking, ‘What do I get in the next three to five years?’ but if they’re allowed to be a bit more long-term, esports has to be in the portfolio. It’s still a bridge to all of these exciting macro trends, whether it’s virtual reality, the metaverse, digital asset valuation, and collection,” he says. (Image Source: VR Fitness Insider) The question is, could hands-free VR take eSports one step further? As we welcome haptic gloves and suits, more ways to improve immersion continue to enter the market. Many VR companies have already launched full-body haptic suits, which aim to physically place all parts of a player in the game. From bullets hitting your skin to the feeling of actually kicking a ball, eSports has just got even more exciting.

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