Podcasts about fresh tilled soil

Jeff is joined by Richard Banfield, founder of Fresh Tilled Soil . We covered many topics, including how the leadership training in Special Forces helped him understand the customer and the "why" more with customers. We talked extensively on building teams, selling methodologies, customer empathy, and many more. We also covered Richard's favorite podcasts and thought leadership books. A great time and I learned a ton.

On today's episode of Build, host Maggie Crowley sits down with Richard Banfield, CEO and co-founder of Fresh Tilled Soil, a leading user interface design and experience agency, and co-author of Product Leadership, the manual Maggie lives her life by.On this episode, Richard dives deep into how to build high performing product teams. Be sure to tune in for actionable insights you can apply to your own team today.Before you go leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! Be sure to check out more insights on the Drift blog at drift.com/blog and find us on Twitter @maggiecrowley, @drift, @seekingwisdomio and @RMBanfield.

  Pluralsight is looking to change the way the world learns, and they are using data and human-centered design to do it. That may sound like a big goal, because it is, but I wouldn’t count them out. James Aylward is the… The post Data-Driven Design with James Aylward of Pluralsight appeared first on Fresh Tilled Soil.

Who should talk to users? The answer is EVERYONE should talk to users. That means designers, product managers, sales, marketing, and yes, engineers. Without user research, how will you know you are building products that people will want? But on small, cross-functional… The post Better, Faster User Research Using AI and Machine Learning appeared first on Fresh Tilled Soil.

Did you know that the $700M GPS sports watch business was started by a fifth grader who created a lawnmower out of a coffee can, a fan, and a crutch? Well, sort of. Claudette Stevenson was on the forefront of the GPS-enabled… The post An Interview with GPS Sports Watch Pioneer Claudette Stevenson appeared first on Fresh Tilled Soil.

How do you scale a framework like the design sprint? We talk to Richard Banfield, CEO of Fresh Tilled Soil, a leading user interface design firm in the U.S. We talk about his new book, Enterprise Design Sprints that has been released for free on InVision's Design Better channel and what he hopes to achieve in the use of the design sprint methodology. Show notes:Music by hzy from Fugue

In this Topical Zoom episode, I speak with C. Todd Lombardo, Chief Design Strategist at Fresh Tilled Soil about lessons and pitfalls in putting design sprints to action. Design Sprint is a book that C. Todd Lombardo, our guest today, wrote 2 years back (in 2015). The topic of today's episode is however not the […]The post DYT 119: Design Sprints In Action | C. Todd Lombardo appeared first on .

In this Topical Zoom episode, I speak with C. Todd Lombardo, Chief Design Strategist at Fresh Tilled Soil to understand his journey, success and the role of Process in a Design Sprint. Design Sprint is a book that C. Todd Lombardo, our guest today, wrote 2 years back (in 2015). The topic of today's episode […]The post DYT 118: What's The Role Of Process In A Design Sprint? | C. Todd Lombardo appeared first on .

Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: As you know from my Product Mastery Roadmap, product masters are the product leaders who have influence throughout an organization to launch awesome products customers love and to build successful product teams. And, this is exactly the topic I discuss with my guest. Richard Banfield has co-authored an exciting new book for product managers along with Martin Eriksson, the founder of ProductTank, and Nate Walkingshaw, Chief Experience Officer at Pluralsight. The title of the book is Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams. It is available for pre-order on Amazon. The pre-publication version I was able to read was excellent and I’m looking forward to getting the final version when it is released in May. This discussion with Richard will give you a preview and valuable insights for becoming a product leader. Richard is the CEO of Fresh Tilled Soil, where he leads strategic vision. He’s also a mentor at TechStars and BluePrintHealth, an advisor and lecturer at the Boston Startup School, and serves on the executive committees of TEDxBoston, the AdClub’s Edge Conference, and Boston Regional Entrepreneurship Week. Whether you are a new product manager or one with 10+ years of experience, I’m sure you’ll enjoy this interview.

What does Peter Drucker have to do with your product team hiring strategy? Turns out not much really, but in this episode of The Dirt we attempt to make that clumsy connection. Fresh Tilled Soil CEO Richard Banfield sits down with Heath Umbach… The post The Dirt: Overcoming Hiring Challenges on Your Product Team appeared first on Fresh Tilled Soil.

The O’Reilly Design Podcast: Design sprints, Lean UX, Agile, and design leadership skills.In this week’s Design Podcast, I sit down with C Todd Lombardo, chief design strategist at Fresh Tilled Soil and adjunct professor at IE Business. Lombardo is co-author of the recently released book Design Sprint. We talk about the relationship between design sprints, Lean UX, and Agile, and the skills needed to move from designing to managing designers. Here are a few highlights from our conversation: Design sprints, Lean UX, and Agile Design sprints are really a mix of scientific method, design process and agile philosophy—and agile is really a philosophy. There's 12 principles of working collaboratively together to solve problems, to ship software to customers that satisfies and delights them. That's really the agile approach; it's a philosophy. In Lean UX, sometimes ‘Lean’ is overused, but Lean in a sense means reduction of waste. You want to be as lean as you possibly can so you're reducing any waste and making your manufacturing process really, really efficient. That same thing applies to the UX process: can we take out as much waste from the UX process as we possibly can, calling it Lean UX. It does have a similar approach because user experience is essentially a design approach, a design process, so they're incredibly similar. Oftentimes, Lean UX, especially in the book that Jeff wrote, has a framework or a process that he outlines, a process I see happening after a design sprint. After you've done a design sprint, do the heavy thinking and problem solving part of it, and then you've got to do a little bit more execution;  I would call them ‘jump starts’ at Constant Contact or we call them ‘intervals’ with our clients at Fresh Tilled Soil, but they're essentially a Lean UX cycle—the build, measure, learn wash cycle, I call it, of a lean startup type of mentality that you can use to continually iterate what comes out of a design sprint. In a design sprint, you do build something, but you typically don't build a production-level product. Typically from agile, after a sprint, you would have something shipping to a customer. You put it into production after a sprint. With a design sprint, it doesn't necessarily get shipped to a customer; you might build what we call a ‘minimum viable concept,’ so it isn't necessarily something you're going to put in front of a customer as a production-level thing—you're putting it in front of a customer to test it with them and learn something. They both have that element of learning involved, so hopefully that clarifies the difference, a lot of overlap but still a difference between the three. The challenges of design sprints: Common missteps Be careful about boiling the ocean would be one mistake I see. It's really hard to tackle something too big in such a short period of time—not that it's not possible to think about, but you may end up with a lot more questions or a lot of stones that are unturned, and you may not have really had a prototype to get you in the right direction.   The other one is almost the opposite: sometimes I've seen this happen in organizations where it's like they’ve got to do a design sprint because they have to check a box. ‘Oh, yes, we're going to go do this for a few days, and then we're going to make whatever we think anyway.’ I've seen that sometimes where teams do this and they feel like they're doing it because management wants them to do it and not necessarily embodying the actual outcome. That's another mistake I've seen where the team goes through the motions but they may not pay enough attention to what's actually happening, or management is for forcing the mechanism on a team when it may not be 100% right, or management's thinking ‘I'm going to have a working prototype at the end that's going to mean these features are ready to go.’ Sometimes they're done to confirm bias, which can be a problem: we're just confirming what we already know and that's a bias; you've got to watch out for that. Sometimes people are only paying attention to things that will confirm what they already believe, rather than listening to something that may go against it. The other one probably would be the mistake of not spending enough time in the understand phase to really understand the problems. Sometimes teams assume they have a good understanding of the problem, and they don't really peel the onion back a number of layers to get into what the problem really is. There might be a symptom, and some people stop at the symptom level and don't realize that below it could be an even deeper problem. Making the move to design leadership Sometimes people think that being a good designer means they’re good at being a manager or a leader, and that isn't always the case. That was something that management has only started to really integrate into management and HR culture—somebody who gets really, really good at design, they're a good designer; if you turn around and now force five designers to report to that person and this person goes from designing everyday to now managing everyday, it's a significant switch. Designers oftentimes may or may not have developed communication skills, so depending on what level of communication skills they've developed, they're going to have to really put an effort on that if they want to be a good leader because to be a leader means being a good communicator. Mike Monteiro talks about, if you can't sell the work, you haven't done the work. Part of making that jump from being designer to leader is your ability to communicate and essentially sell ... I need you to understand why I've made these design choices, I need to teach you. The ability to teach somebody will help you be a good design leader. The ability to communicate and have that level of client [relationship], whether they be an internal client or not, even a coworker; ... if you're a designer in a product team, your product team is your client and you still have to be able to sell them on your ideas and your designs and your design choices and how they fit to the objectives that the business wants to achieve.

The O’Reilly Design Podcast: Design sprints, Lean UX, Agile, and design leadership skills.In this week’s Design Podcast, I sit down with C Todd Lombardo, chief design strategist at Fresh Tilled Soil and adjunct professor at IE Business. Lombardo is co-author of the recently released book Design Sprint. We talk about the relationship between design sprints, Lean UX, and Agile, and the skills needed to move from designing to managing designers. Here are a few highlights from our conversation: Design sprints, Lean UX, and Agile Design sprints are really a mix of scientific method, design process and agile philosophy—and agile is really a philosophy. There's 12 principles of working collaboratively together to solve problems, to ship software to customers that satisfies and delights them. That's really the agile approach; it's a philosophy. In Lean UX, sometimes ‘Lean’ is overused, but Lean in a sense means reduction of waste. You want to be as lean as you possibly can so you're reducing any waste and making your manufacturing process really, really efficient. That same thing applies to the UX process: can we take out as much waste from the UX process as we possibly can, calling it Lean UX. It does have a similar approach because user experience is essentially a design approach, a design process, so they're incredibly similar. Oftentimes, Lean UX, especially in the book that Jeff wrote, has a framework or a process that he outlines, a process I see happening after a design sprint. After you've done a design sprint, do the heavy thinking and problem solving part of it, and then you've got to do a little bit more execution;  I would call them ‘jump starts’ at Constant Contact or we call them ‘intervals’ with our clients at Fresh Tilled Soil, but they're essentially a Lean UX cycle—the build, measure, learn wash cycle, I call it, of a lean startup type of mentality that you can use to continually iterate what comes out of a design sprint. In a design sprint, you do build something, but you typically don't build a production-level product. Typically from agile, after a sprint, you would have something shipping to a customer. You put it into production after a sprint. With a design sprint, it doesn't necessarily get shipped to a customer; you might build what we call a ‘minimum viable concept,’ so it isn't necessarily something you're going to put in front of a customer as a production-level thing—you're putting it in front of a customer to test it with them and learn something. They both have that element of learning involved, so hopefully that clarifies the difference, a lot of overlap but still a difference between the three. The challenges of design sprints: Common missteps Be careful about boiling the ocean would be one mistake I see. It's really hard to tackle something too big in such a short period of time—not that it's not possible to think about, but you may end up with a lot more questions or a lot of stones that are unturned, and you may not have really had a prototype to get you in the right direction.   The other one is almost the opposite: sometimes I've seen this happen in organizations where it's like they’ve got to do a design sprint because they have to check a box. ‘Oh, yes, we're going to go do this for a few days, and then we're going to make whatever we think anyway.’ I've seen that sometimes where teams do this and they feel like they're doing it because management wants them to do it and not necessarily embodying the actual outcome. That's another mistake I've seen where the team goes through the motions but they may not pay enough attention to what's actually happening, or management is for forcing the mechanism on a team when it may not be 100% right, or management's thinking ‘I'm going to have a working prototype at the end that's going to mean these features are ready to go.’ Sometimes they're done to confirm bias, which can be a problem: we're just confirming what we already know and that's a bias; you've got to watch out for that. Sometimes people are only paying attention to things that will confirm what they already believe, rather than listening to something that may go against it. The other one probably would be the mistake of not spending enough time in the understand phase to really understand the problems. Sometimes teams assume they have a good understanding of the problem, and they don't really peel the onion back a number of layers to get into what the problem really is. There might be a symptom, and some people stop at the symptom level and don't realize that below it could be an even deeper problem. Making the move to design leadership Sometimes people think that being a good designer means they’re good at being a manager or a leader, and that isn't always the case. That was something that management has only started to really integrate into management and HR culture—somebody who gets really, really good at design, they're a good designer; if you turn around and now force five designers to report to that person and this person goes from designing everyday to now managing everyday, it's a significant switch. Designers oftentimes may or may not have developed communication skills, so depending on what level of communication skills they've developed, they're going to have to really put an effort on that if they want to be a good leader because to be a leader means being a good communicator. Mike Monteiro talks about, if you can't sell the work, you haven't done the work. Part of making that jump from being designer to leader is your ability to communicate and essentially sell ... I need you to understand why I've made these design choices, I need to teach you. The ability to teach somebody will help you be a good design leader. The ability to communicate and have that level of client [relationship], whether they be an internal client or not, even a coworker; ... if you're a designer in a product team, your product team is your client and you still have to be able to sell them on your ideas and your designs and your design choices and how they fit to the objectives that the business wants to achieve.

Richard did video interviews with smart design leaders across the profession. This desire to know what other design leaders think led to a book called Design Leadership. Richard gets transparent in this interview as he talks about how he had to change as a leader - focus and patience were his initial downfalls that he had to change. True creative leaders will stop doing many things, and will instead focus on the one thing only they can do well.Creation of a vision, and the values that support that vision need to be:- timeless- disconnected from technology, and- have immense focus built into themThere are many more leadership nuggets in this interview!

Join guest host Nicholas Napp - Partner at Thingovation and special guest Richard Banfield - Founder and CEO of Fresh Tilled Soil, as they discuss why user experience is so critical to the success of any IoT product.

The CEO of digital experience design firm Fresh Tilled Soil speaks about the reality of designing for multiple devices, the future of embedded and wearable technology, having to work for a living on a tropical island, and why most responsive websites are actually infinitely scrolling pieces of crap.

On today's episode of Build, host Maggie Crowley sits down with Richard Banfield, CEO and co-founder of Fresh Tilled Soil, a leading user interface design and experience agency, and co-author of Product Leadership, the manual Maggie lives her life by. On this episode, Richard dives deep into how to build high performing product teams. Be sure to tune in for actionable insights you can apply to your own team today. Before you go leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! Be sure to check out more insights on the Drift blog at drift.com/blog and find us on Twitter @maggiecrowley, @drift, @seekingwisdomio and @RMBanfield.