Episode 451: Flow for Project Managers (Free)
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Andrew Kallman, Executive Coach

Last week, I must have missed the start of at least three scheduled meetings. In each case, I saw on my calendar that the meetings would start in an hour or less, which meant that I could probably start and finish another task before I had to be at those meetings. And each time, I got so involved in the task I was working on that I lost track of everything around me and the meetings started without me.

In positive psychology, this is called a flow state, also known colloquially as being in the zone. This is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one's sense of time.

Wouldn’t it be great, if we could apply this to all our projects and everyone working on it? You can.

To see how flow can be applied to our projects, we are welcoming Andrew Kallman to the program. He and his brother Ted Kallman wrote the book Flow: Get Everyone Moving in the Right Direction...And Loving It and Andrew is here today to give us an introduction.

Here is how someone describes the effect flow has had on their projects: Flow is when you know where you are headed, know what your goal is, and know the steps necessary to get there. It's like running a race. You don't plan each step along the way, but you keep your eyes on the finish line, and everything you do moves you toward it thanks to your training.

The Modern Manager: Create and Lead Successful Teams
The Modern Manager: Create and Lead Successful Teams
Mamie Kanfer Stewart
142: Ask Better Questions
Questions are one of the most useful tools that managers can use. Questions can unlock new thinking, show support, strengthen relationships, and much more. Learning to ask the right questions can enhance any manager’s leadership capability. In this episode, I walk through different types of questions to ask and how to ask them so you cultivate trust and solicit answers that move work forward productively. The full episode guide includes an overview of different types of questions and my favorite questions to ask. Get it when you join the Modern Manager community or purchase the full guide at www.themodernmanager.com/shop. Get the free mini-guide at www.themodernmanager.com/miniguides. Learn to navigate the different personality types and work styles to make managing your team easier than you ever imagined. Check out the Managing by Personality live course that starts on March 11, 2021. Learn more and register at www.themodernmanager.com/courses/personality Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: How Questions Can Help Us Be Better Managers Key Takeaways: * Questions are not just for gathering information. They also help us build relationships, increase psychological safety and trust, open up thinking, and uncover hidden thoughts. * Instead of yes-no questions which often create a false binary, ask a rating question e.g. On a scale of 1-5, how confident are you in this plan? * Asking what, why and how will lead to different answers so be thoughtful about what question you’re asking. * Asking what if, how might, and why not will open the door to more creative, alternative thinking. * How you ask and how you respond also impact what type of response you will get now and in the future. * Asking a difficult question in a calm, warm tone shows support. * Responding to an answer you don’t like or didn’t expect with appreciation will encourage people to be honest going forward. Additional Resources: * Episode 40: The Power of Questions with Pete Mockaitis mamie@mamieks.com
14 min
Agile Coaches' Corner
Agile Coaches' Corner
Dan Neumann at AgileThought
Entering a New Organization as a Scrum Master with Sam Falco & MC Moore
This week, Dan Neumann is joined by two fellow AgileThought colleagues — Sam Falco, a Principal Trainer, and M.C. Moore, a Team Agile Coach. Together, they explore the topic of Scrum mastery — specifically, being a Scrum Master new into an organization. There’s a lot of excitement — but also many potential pitfalls — that come with entering a new group as a Scrum Master. And as someone who joined AgileThought just six months ago, M.C. Moore, in particular, has a lot of experience in this area! He shares his top tips on what to do as you enter a new organization to build trust and vulnerability, how to break the ice with a new team, how to navigate the challenges that come along with entering a new organization that may be doing Scrum differently than you’re used to, and more. Be sure to tune in as M.C., Sam, and Dan offer their insights on what to do when you enter a new company (that you won’t find in the Scrum guide!) Key Takeaways Tips for a Scrum Master that is entering a new organization: Start by listening (we all have preconceived notions but it is key to first listen) Be open to changes and be ready for a journey Set expectations and prep for change Have an openness to learn and hear from the team (especially with their “whys”) It is important to get feedback from a team when you step into a new culture It is also key to share (ideas: share a mind map about you, hold an AMA session, etc.) Hold fun/game events (helps break the ice and brings teams together) — anything that brings the teams closer and have them see that you’re human too are great in helping you all work toward the same goal/s “If you’re not having fun in the team, there’s a problem somewhere.” — Dan Neumann Show vulnerability — vulnerability is a huge component of trust, and trust is the foundation of healthy conflict (if you don’t have healthy conflict, you just have conflict) Reach out to get to know who they are; show a genuine interest and ask about themselves Tips for a Scrum Master that is new into an organization that is doing Scrum differently than what they’re used to: Pick and choose your “battles” Ask “why” and counter with your “why” for those that have only learned Scrum halfway (“Is this working for you?”, “Are you getting value out of this?”, “Or what value do you expect to be getting out of this?”) You need to crawl before you walk (oftentimes, people end up putting themselves in a bad spot because they see areas for opportunities and try to take on too much, too quickly, which creates resistance) Start with (if possible) at least a couple of hours going over the Scrum framework and the “whys” of it so that the team/s understand If you are not able to start with the above statement, teach as you go (it’s important to take pauses and go through the fundamentals rather than rush everyone through and overwhelm the team/s) The most successful team start-ups start with the person who would eventually become the Product Owner saying, “We’re not delivering, would Scrum work? Can you come talk to my team?” Blocking off the entire afternoon, and inviting everyone (including stakeholders) so that everyone is on the same page Tips for Scrum Masters around lifelong learning VS. learning Scrum once: Lifelong/continuous learning is crucial, especially in a setting where you’re moving from one organization to another Continuous learning provides you with that “reset” when you entire into a new organization because you’re always staying current with industry knowledge It’s easy to become comfortable if you’ve worked with your current company for a while but it is part of your evolution to progress forward and stay current Read books and stay inspired Go outside your four walls (such as attending virtual meetups or joining a Scrum Masters Guild) — the infusion of external ideas into your organization is invaluable Differences in being a Scrum Master new to an organization working in a scaled environment vs. a not-scaled environment: Many differences are organizational in nature Working with a standalone Scrum team you’ll have a bit more flexibility to do things differently Mentioned in this Episode: M.C. Moore’s LinkedIn Sam Falco’s LinkedIn Agile Coaches’ Corner Ep. 115: “Scrum Mastership: Patterns and Practices vs. Principles” Tampa Bay Scrum Masters Guild SAFe Esther Derby A Handful of Earth, A Handful of Sky: The World of Octavia Butler, by Lynell George Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Adkins Lyssa Console Wars: Sega, Nintendo, and the Battle that Defined a Generation, by Blake J. Harris Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
34 min
PwC's accounting podcast
PwC's accounting podcast
PwC
Bidding farewell to LIBOR: What you need to know
With the discontinuance of LIBOR in sight, there are things companies should be doing today to ensure a smooth transition. Host Heather Horn is joined by PwC partners Chip Currie and David Challen to discuss some of the business and accounting issues that need to be thought through prior to LIBOR going away.  Topics include: * *1:01 - Background.* We start with a refresher on the basics: what is LIBOR and why are we talking about it now?  * *4:54 - Timing. *We discuss the estimated LIBOR transition timeline. * *6:24 - Act now. *Chip discusses what companies should be doing today to prepare for the change.   * *8:33 - Replacement rates. *David highlights key differences between LIBOR and possible replacement benchmark rates, such as SOFR. * *11:15 - Legacy LIBOR contracts. *Lots of LIBOR references in legacy contracts? We talk you through next steps.  * *13:56 - Accounting issues.* The accounting side of the LIBOR phase-out is complicated. Chip covers some of the accounting issues companies need to be thinking about now and some of the relief that’s available. * *16:08 - Focus areas.* It’s hard knowing how to start. We close with key takeaways for where finance teams should be focusing their attention first. Want to learn more? Visit our LIBOR page, read our Reference rate reform guide, and listen to our podcast, Contracts filled with LIBOR references? Now what? Chip Currie is a Partner in PwC’s National Office with over 20 years of experience assisting companies in resolving complex business and accounting issues. He concentrates on the accounting for financial instruments under both current and emerging standards and works with many of the firm's largest financial services clients and a number of non-financial service clients on treasury-related matters. David Challen is a Partner in PwC’s National Office, hailing from the Banking Capital Markets practice in New York. He has worked with clients ranging from large, multinational banking institutions to broker-dealers and asset management advisors and funds and currently focuses on consultations related to financial instruments.  Heather Horn is PwC’s National office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC’s accounting and reporting weekly podcast and quarterly webcast series, as well as periodic webcasts for the power and utilities industry. With nearly 30 years of experience, Heather’s accounting and auditing expertise includes financial instruments and rate-regulated accounting.
24 min
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