065 - Can you keep a secret? Managing confidential information
Play • 42 min

As PM’s we are often privy to confidential information. How do you manage that info, even when you know it will impact your friends and colleagues? 


This week Kate and Kim share some of their experience managing confidential information - how to do it, and how to react when you or someone else inadvertently lets the cat out of the bag



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We love to hear about your tough PM issues, so please hit us up at podcast@pmhappyhour.com or on Facebook at facebook.com/pmhapyhour and we’ll see if we can help you. If we use your question, we’ll send you a PM Happy Hour coaster you can enjoy at your next happy hour.

Agile Coaches' Corner
Agile Coaches' Corner
Dan Neumann at AgileThought
Build Better Teams with Sam Falco
Today, Dan Neumann and Sam Falco are exploring the topic of teams — and not just Scrum teams, but all teams. As a leader, it can be difficult to manage many lines of communication — especially in larger teams. In Dan and Sam’s conversation, they discuss The Tuckman Model as a thinking framework on how to nurture high-performing teams. From forming to storming to norming and performing, The Tuckman Model lays out the manner in which a leader should engage with teams to become more effective than ever before. Tune in for today’s episode to find out which strategies you can put into play right now to build, lead, and maintain better teams! “A team has shared success or failure. One person can’t succeed [while] another person fails if you’re an actual team. You win or you lose together.” — Sam Falco Key Takeaways What is a team? A handful of people who are all working toward a common goal/objective and are collaborating/working together A team has shared success and failure; You win or you lose together Challenges with larger teams: They tend to get siloed; i.e., a bunch of people is working individually or smaller teams are formed within the larger team and communication is lost With a large group, even with the best intentions, someone gets left out (i.e. someone forgets to tell someone something or is unaware that someone hasn’t heard certain information yet) Increments can be missed if you’re not collaborating and communicating as a team How to (and how not to) form a team: The best teams self-select (people with a stake in the project are much more motivated) If you select random people and put them together in a team they may not function that well together In “The Tuckman Model,” Bruce Tuckman suggests that you need four stages (form, storm, norm, and perform) to tackle tough problems and deliver results as a team Leadership strategies for forming teams (Tuckman’s “forming” phase): It’s important to create a shared vision once a team is formed and then actively move towards fostering connections through being vulnerable and demonstrating vulnerability through group formation activities As a leader, it is your duty to pick the team with purpose; not availability If you’re stuck in the “form” stage, it damages the ability of team members to form the connections that are necessary for teamwork Make sure that the team develops a shared mental image of what their team is like (you could start with something as simple as picking a team name) Leadership strategies for addressing conflict within teams (Tuckman’s “storming” phase): Conflict is not inherently negative but many people have never experienced healthy conflict so it is important to look for ways to build trust As a leader, you have to transition to a “coaching” role when your teams are in a storming phase by helping them develop mutual trust, navigate organizational impediments and conflict, and discussing team working agreements that you can refer to Storming often happens when it is not clear how the team makes decisions (so it is important to find clarity on this early on) Try out the “7 Levels in Delegation Poker Group” activity, linked below Leadership strategies during a team’s “norming” phase: In this phase, teams identify common goals and work toward these common goals with standards and commitment The leader’s role shifts more to empowering their team and getting feedback In this phase, a leader should allow for leadership to emerge within the team (and not being the leader all the time) It’s important to find the balance in contributing and knowing when to allow the team to get somewhere on their own In this stage, it is crucial to maintain the trust that you built during the “forming” and “storming” phases Leadership strategies during a team’s “performing” phase: Once there’s trust and the team can engage in healthy conflict, it is important to focus on goals and new areas that will benefit the team and business Once team members can hold each other accountable in a healthy way then you can established shared goals, make a commitment to these shared goals, and achieve these shared goals as a team After accountability is established, improvement can be built upon that Characteristics of a good leader: They help a team make their decisions They help a team develop mutual trust They identify what behaviors of The Tuckman Model the team is exhibiting and then appropriately engage with the team members They consciously build their team and find techniques that work best with them Mentioned in this Episode: Lines of Communication (Image) Esther Derby Bruce Tuckman — The Tuckman Model 7 Levels in Delegation Poker Group Activity The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Agile Coaches’ Corner Ep. 117: “Don’t Get Your Agile Shorts in a Knot” Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini 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
Leadership and Loyalty™
Leadership and Loyalty™
Dov Baron
David Kidder: New to Big Leadership
Is it Time to "Refound" Your Business? David Kidder  . . . . . . . . Our guest is today is David Kidder. David is an experienced entrepreneur, advisor to Fortune 500 leaders, bestselling author, and active angel investor with more than 40 investments. He has dedicated his life and work to ignite growth in the lives of people and organizations in order to help identify their proprietary gifts and solve the greatest challenges of our time. David has served as the co-founder and CEO of Clickable and co-founded SmartRay Network. In 2013, he co-founded the Bionic Startup to spark growth revolutions in large enterprises and has spent the last decade speaking throughout the world on the topic of growth mindsets, innovation, and transformation, revealing his revolutionary playbook for installing a permanent growth capability inside any company,The Growth Operating System.  David is the creator and co-author of the New York Times bestselling series, The Intellectual Devotional and The Startup Playbook. His latest book is New to Big: How Companies Can Create Like Entrepreneurs, Invest Like VCs, and Install a Permanent Operating System for Growth. More about David Kidder: onbionic.com Social Media: https://twitter.com/davidskidder https://www.linkedin.com/in/davidskidder/ https://www.instagram.com/davidskidder . . . . . . . . . To find out more about hiring Dov Baron as an advisor or strategist for yourself or your organization: http://DovBaron.com Get bonus content on Patreon See acast.com/privacy for privacy and opt-out information.
1 hr 3 min
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