Podcasts about lateral leadership

Global Agile Summit Preview: Unifying Strategy, Discovery, and Delivery in Product Development With Roman Pichler In this BONUS Global Agile Summit preview episode, we explore a crucial topic that's shaping how we approach product development—sometimes in ways that serve us well and sometimes in ways that hold us back.  There's a growing trend in our industry to explicitly separate strategy, discovery, and delivery into distinct activities or even different teams. On the surface, this seems logical: strategy decides the right thing to do, discovery figures out how to do it, and delivery gets it done. But is this division actually helping us? Or is it creating barriers that make great product development harder? The Origins of Product Discovery "I think it's partly based, at least on Marty Cagan's work, and his insight that many teams are very much focused traditionally on delivering outputs, on writing code. And I think his original intention was to say, 'Let's not worry about creating outputs. Let's also make sure that what we creating makes sense.'" Roman Pichler shares insights on how the concept of product discovery emerged as a reaction to teams being overly focused on outputs rather than outcomes. He explains that conceptually distinguishing between product strategy, discovery, and delivery can be helpful—much like organizing clothes into different sections of a wardrobe. However, in reality, these activities must be connected, informing and guiding each other rather than existing as sequential steps. The Risks of Separating Product Strategy, from Discovery, and from Delivery "If we have a group of people who takes care of strategic decisions, a different group focusing on product discovery, and another group—the tech team—who focuses on product delivery, and those groups don't talk as much as they could and should do, then suddenly we have a sequential process and handoffs." One of the primary challenges with separating strategy, discovery, and delivery is the risk of creating handoffs between different teams. Roman highlights how this sequential approach can slow down value creation, lead to knowledge loss, and increase the likelihood of introducing mistakes. This separation can create barriers that ultimately make product development more difficult and less effective. In this segment, we refer to the podcast interview with Tim Herbig on the concept of Lateral Leadership, and how that is critical for product people. Integrating the Work Streams "What I usually use as a visualization tool is three work streams: a strategy work stream, a discovery work stream, and a delivery work stream. The strategy stream guides the discovery stream. The discovery stream guides the delivery stream, and then the delivery stream informs the discovery stream, and the discovery stream informs the strategy stream." Rather than seeing strategy, discovery, and delivery as separate phases, Roman suggests visualizing them as parallel work streams that continuously inform and guide each other.  This approach recognizes that strategy work doesn't just happen at the beginning—it continues throughout the product lifecycle, adapting as the product evolves. By integrating these work streams and ensuring they're interconnected through feedback loops, teams can create a more cohesive and effective product development process. The Power of Collaboration "The important thing is to make sure that the different areas of work are not disjointed but interlinked. A key element to make that work is to use collaboration and teamwork and ensure that there aren't any handoffs, or avoid handoffs as much as possible." Collaboration and teamwork are essential to successfully integrating strategy, discovery, and delivery. Roman emphasizes the importance of bringing product people—who understand customer needs, business models, and stakeholder relationships—together with tech teams to foster innovation and create value. This collaborative approach helps overcome the challenges that arise from treating these activities as separate, sequential steps. Building an Extended Product Team "Form a big product team, a product team that is empowered to make strategic decisions and consists not only of the person in charge of the product and maybe a UX designer and a software developer, but also key business stakeholders, maybe somebody from marketing, maybe somebody from sales, maybe a support team member." Roman advocates for forming an extended product team that includes not just product managers, designers, and developers, but also key business stakeholders. This larger team can collectively own the product strategy and have holistic ownership of the product—not just focusing on discovery or delivery. By empowering this extended team to make strategic decisions together, organizations can ensure that different perspectives and expertise inform the product development process. Practical Implementation: Bringing it all Together "Have regular meetings. A specific recommendation that I like to make is to have quarterly strategy workshops as a rule of thumb, where the current product strategy is reviewed and adjusted, but also the current product roadmap is reviewed and adapted." Implementing this integrated approach requires practical mechanisms for collaboration. Roman recommends holding quarterly strategy workshops to review and adjust the product strategy and roadmap, ensuring they stay in sync with insights from development work. Additionally, he suggests that members of the extended product team should attend monthly operational meetings, such as sprint reviews, to maintain a complete understanding of what's happening with the product at both strategic and tactical levels. Moving Beyond Sequential Thinking "Unfortunately, our software industry has a tendency to make things structured, linear, and assign ownership of different phases to different people. This usually leads to bigger problems like missing information, problems discovered too late that affect 'strategy', but need to be addressed in 'delivery'." One of the challenges in adopting a more integrated approach is overcoming the industry's tendency toward linear, sequential thinking. Roman and Vasco discuss how this mindset can lead to issues being discovered too late in the process, after strategic decisions have already been made. By embracing a more iterative, interconnected approach, teams can address problems more effectively and adapt their strategy based on insights from discovery and delivery. About Roman Pichler Roman Pichler is a leading product management expert specializing in product strategy, leadership, and agility. With nearly 20 years of experience, he has coached product managers, authored four books, and developed popular frameworks. He shares insights through his blog, podcast, and YouTube channel and speaks at major industry conferences worldwide. You can link with Roman Pichler on LinkedIn and check out the resources on Roman Pichler's website.

In this episode, host Lee Scott welcomes Darren Virassammy, co-founder of 34 Strong, TEDx speaker, and talented bass player. Darren shares his personal journey of discovering lateral leadership through his home life and how this has shaped his approach to workplace dynamics. Explore the concept of lateral leadership across organizations, industries, and business relationships, with practical tips on how to build strong, lasting partnerships. Tune in for actionable advice on how to build trust, handle conflict, and become an "Unleashed Leader." Additional Resources Connect with Lee on LinkedIn Learn more about Unleashing Leaders Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network https://www.linkedin.com/company/34-strong-inc-/ (34 Strong) Connect with Darren on LinkedIn Strengths Whisperer (on PF

Hi everyone! Welcome back to a new year and new episodes with Her HypeSquad with Bosstrack. I'm thrilled to finally share my conversation with Jenn Rivera, founder of Ascender Consulting. Jenn and I talk about lateral leadership, clear communication, professional development, tantrums, and messy desks. About Jenn Rivera Jenn Rivera is the founder of Ascender Consulting where she helps business leaders crush operational bottle necks and develop communication strategies with their most important stakeholders. Prior to starting her business, Jenn became an award-winning business developer, program manager and video producer in her corporate roles as Director of Business Development and Director of Operations. Her corporate experience includes leading award winning programs of between 50 and 200 employees, coaching leaders in grass-roots marketing and critical relationship building, and new program development. Her formal education includes a Bachelor of Science in International Business & Management from the University of Tampa and a Master's in Communication from Johns Hopkins University. Most recently, Jenn launched XMZ Society, an educational and professional networking group that champions Gen X-ers, Millennials and Gen Z-ers looking to propel their professional and personal lives forward. Her goal is to help businesses and rising stars put the priority back on the right people - employees, customers and communities - to lead and succeed. Where to find Jenn Instagram: @ascender.consulting LinkedIn: @jennascender Website: www.ascenderconsulting.com

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The relationship between the Product Owner and the team is a critical aspect of the team’s performance. In this episode, we talk about two contrasting perspectives on building that relationship between PO and team. The Great Product Owner: Deliberately building a relationship with the team Great PO’s deliberately build a relationship with the team, but always have a clear idea of what the customer needs. Putting those two together, the PO is able to very clear about what they need to do to help the team deliver on the product vision. We also discuss how the PO is very much a leadership role.  In this segment, we refer to the concept of Lateral Leadership.  The Bad Product Owner: The PO that was “far” from the Scrum team This story starts with a team that had 2 Product Owners. And even if both PO’s were passionate and wanted to do a good job, Rob noticed that the Business PO was very far from the team. In this segment, we discuss how the Product Owner is an “outreach” role, which tries to bring the team and the customer closer together.  Are you having trouble helping the team working well with their Product Owner? We’ve put together a course to help you work on the collaboration team-product owner. You can find it at: bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO’s collaborate. About Rob Cooper Rob is a Lead Agile Coach at Sainsbury’s, focusing on how the whole business uses Agility. Rob is an experienced Agile Coach at Enterprise, leadership, and team levels. In this career, he worked with change in organizations using a range of frameworks, including Scrum, Kanban, SAFe & LeSS approaches. He’s experienced in program & Project Management and has helped multiple teams transition from waterfall to Agile.  You can link with Rob Cooper on LinkedIn.

In today’s Agile Atelier podcast episode, I am chatting with Product Management coach and consultant Tim Herbig. Before going independent, Tim was the Director of Product for the Enterprise-level A/B Testing tool iridion. Tim is also a published author of the book Lateral Leadership. Tim’s workshops, talks and online courses are a result of 10+…… Continue reading Episode 27: Product Discovery and Dual Track Agility with Tim Herbig

Andy Hunt on Greater Than Code, David Sohmer on SPAMCast, Josh Seiden on Scrum Master Toolbox, Tim Herbig on The Product Experience, and Wyatt Jenkins on Product Love. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting April 1, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. ANDY HUNT ON GREATER THAN CODE The Greater Than Code podcast featured Andy Hunt with hosts Janelle Klein, Avdi Grimm, and Jessica Kerr. Andy talked about the origin of his book The Pragmatic Programmer and his workshops on iterative and incremental development where he has students play Battleship while making all their shots upfront. He talked about one of my favorite iteration strategies, the walking skeleton, which he introduced back in 2000 in the same book. He talked about the need people have to be given an estimate and how it comes from a cognitive bias to have closure. He also talked about why scaling Agile doesn’t work at a lot of places: people are ignoring the context that made Agile work for the pilot teams. He suggests that instead of trying to “lock it down”, you should “open it up.” iTunes link: https://itunes.apple.com/ca/podcast/120-expect-the-unexpected-with-andy-hunt/id1163023878?i=1000431206698&mt=2 Website link: https://www.greaterthancode.com/expect-the-unexpected DAVID SOHMER ON SPAMCAST The Software Process and Measurement Cast podcast featured David Sohmer with host Tom Cagley. David started by saying that a key ingredient for an agile or lean transformation is to first help the organization understand the “why” of the transformation because things are going to get worse before they get better by design and when that happens, it is good to have already discussed the “why” so that the focus can always be on how to fix the problems that come up rather than falling back to the old way of doing things. This deeply resonated with me because I have seen people fall back to the old ways of working even after half-heartedly trying and even actually succeeding with more agile ways of working because their expectations were so different from reality, especially about the amount of work they would have to put in to see results. David also talked about the shift away from individual contributors and toward self-organizing multi-skilled teams and how this can be controversial in organizations that have weak teams and strong individual contributor heroes. He says part of the trick is getting people who actually want to be T-shaped rather than specialists. He went on to talk about intermediary groups who are not on the business side or the technology side but want to be the handoff between the two and create the documentation and have control and power in the organization and are quite destructive to the relationship between technology and the business. He talked about the things he aimed for during the transformations he has done such as ensuring XP technical practices are part of the transformation and he listed the things he tried to avoid. iTunes link: https://itunes.apple.com/ca/podcast/spamcast-536-executives-view-agile-transformations/id213024387?i=1000430995898&mt=2 Website link: http://spamcast.libsyn.com/spamcast-536-an-executives-view-of-agile-transformations-an-interview-with-david-sohmer JOSH SEIDEN ON SCRUM MASTER TOOLBOX The Scrum Master Toolbox podcast featured Josh Seiden with host Vasco Duarte. Josh talked about how, in the early days, there was a focus on producing beautiful deliverables: wireframes, research reports, personas and other work on paper that teams had to interpret and act on. He described Lean UX as way of working in the UX problem space with less focus on deliverables and more focus on results. Josh described the “lean” in Lean UX as coming from knowing that the work we do with technology is filled with uncertainty, so the best way forward in those environments is to test our assumptions continuously. The activities of Lean UX then become: declaring assumptions, writing hypotheses, and thinking about your work as tests and experiments to help you learn. The people doing the work of Lean UX, he says, are small, cross-functional, colocated, collaborative teams that minimize handoffs and get different points of view that build on each other’s ideas. Vasco asked Josh how he defines the minimum viable product. Josh prefers the Eric Ries definition in which it represents the least amount of work that one can do to learn what one needs to learn next. Vasco also asked Josh what he means when he uses the word experiment. Josh clarified the difference between an experiment in the product development sense from simply abdicating decision-making. iTunes link: https://itunes.apple.com/ca/podcast/bonus-josh-seiden-on-lean-ux-toolbox-for-product-owners/id963592988?i=1000431422661&mt=2 Website link: https://scrum-master-toolbox.org/2019/03/podcast/bonus-josh-seiden-on-lean-ux-a-toolbox-for-product-owners-and-agile-teams/ TIM HERBIG ON THE PRODUCT EXPERIENCE The Product Experience podcast featured Tim Herbig with hosts Lily Smith and Randy Silver. They discussed Tim’s new book, Lateral Leadership, and what he means by the title. He describes it as how to lead and influence people without formal authority. From conversations Tim had with product people, not many of them are aware that they have a leadership responsibility, but the implicit expectation from the environments and the stakeholders is that they step into leadership responsibility. He talked about how he recommends product people attend developer community-of-practice meetings to listen, learn how to ask better questions, show that they care, and gain credibility. Randy asked about warning signs of ineffectiveness as a lateral leader. Tim said a big warning sign is when people become resigned to just ask for more granular specs to simply get their job done. He says that this would show an unhealthy hierarchy in the team. Another potential warning sign is whether your peers feel safe about opening up about what really makes them struggle at work in the environment you have created. Lily asked about what tools Tim uses to set the mission or goal for the team. He referenced Stephen Bungay’s mission briefing idea from The Art Of Action. Tim likes the mission briefing because it helps you develop a shared language together and it lets product teams and the people within them have the autonomy to succeed in their specific job by improving the clarity you create up front. Randy compared the Bungay Mission Briefing framework to Teresa Torres’ Opportunity Solution Tree concept. Lily asked whether the mission briefing is defined by just the product manager and team or other stakeholders as well. Tim says that, in the early stages of an idea, he uses it to capture his own thoughts. He may then do another iteration with the team in which he holds back his input. Then he runs it by his boss and boss’s boss to ensure there is alignment and buy-in. Lily asked about what happens when you don’t get alignment. Tim started his answer by distinguishing between alignment and agreement. He then quoted Jeff Bezo’s statements on being able to disagree and commit. He sees reaching alignment as something that would allow you to get started with an idea that you can adjust along the way. He says alignment is much easier to obtain when you don’t feel the need to also get agreement before you start anything. iTunes link: https://itunes.apple.com/ca/podcast/how-to-influence-without-power-tim-herbig-on-product/id1447100407?i=1000431209799&mt=2 Website link: https://www.mindtheproduct.com/2019/03/how-to-influence-without-power-tim-herbig-on-the-product-experience/ WYATT JENKINS ON PRODUCT LOVE The Product Love podcast featured Wyatt Jenkins with host Eric Boduch. After a discussion of Wyatt’s career journey from disc jockey to product manager at Shutterstock, Optimizely, and now Patreon, they got into a discussion about the why and how of market-testing your features and ideas. For Wyatt, such tests are about understanding customers better and de-risking product ideas before rolling them out. Some of Wyatt’s favorite kinds of tests are the price tests that were popular at Shutterstock. Eric related how pricing seems to be particularly challenging for product managers. They got into a discussion of pricing tests like the painted door test and what to do for the customers who signed up for a service at prices lower and higher than the final chosen price at the end of the test. Eric asked what Wyatt would recommend to a product manager wanting to learn about pricing. Wyatt recommended the book Monetizing Innovation and he recommended reading up on the stories of the companies that have had some of the most successful pricing changes and some of most disastrous ones. iTunes link: https://itunes.apple.com/ca/podcast/wyatt-jenkins-joins-product-love-to-discuss-pricing/id1343610309?i=1000431181574&mt=2 Website link: https://productcraft.com/podcast/product-love-podcast-wyatt-jenkins-svp-of-product-of-patreon/ FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/channel/UCysPayr8nXwJJ8-hqnzMFjw Website:

How can you lead in Agile? We chat with Tim Herbig, a passionate product leader, remote work enthusiast, author and speaker about Lateral Leadership (the title of his new book).Tim's book is published by Sense & Respond Press and is available on Amazon and other selected places.Show notes:Book: https://www.amazon.co.uk/Lateral-Leadership-Practical-Product-Managers-ebook/dp/B07HHGXLWH/ref=sr_1_1?keywords=lateral+leadership&qid=1576677206&sr=8-1

ÜBER DEN PODCAST Digitale Leute Insights ist der Podcast für Passionate Product People. Wir interviewen Top-Produktentwickler aus Deutschland und werfen eine tiefen Blick auf die Tools, Taktiken und Methoden digitaler Professionals und Unternehmen. Episode 01 - Tim Herbig - Product Leader Wenn es eine Sache gibt, die gängigen agilen Frameworks fehlt, dann ist das Empathie. Das sagt Tim Herbig, Product Leader aus Hamburg, der unter anderem für Xing in der digitalen Produktentwicklung tätig war. Wir haben den leidenschaftlichen Produktentwickler, Buchautor und Empathie-Verfechter zur Premiere unseres Digitale Leute Podcasts eingeladen. Im Gespräch mit den Hosts Stefan Vosskötter und Thomas Riedel von Digitale Leute erklärt er sein Konzept von Lateral Leadership, das er in seinem Buch um die Säule der Empathie erweitert. Shownotes: https://www.digitale-leute.de/interview/digitale-leute-podcast-episode-1-tim-herbig-ueber-lateral-leadership ÜBER DIGITALE LEUTE Hinter Digitale Leute steht das Team von deutsche-startups.de. Wir schauen hier mit einer neuen, frischen Perspektive auf die deutsche Digitalszene.

Tim Herbig on Using Hypothesis Template for Product Development, Lateral Leadership and other PM insights

In this episode of the 5 Leadership Questions podcast, Todd Adkins, Eric Geiger, and Daniel Im discuss how to lead laterally. They discuss the following questions: What is lateral leadership? When have we seen lateral leadership go well and poorly? How do you lead laterally without being a jerk? How do you allow yourself to be lead laterally without being a push-over? What are the practical ways you can start leading laterally right now? BEST QUOTES “Lateral leadership is influencing people who you don’t directly oversee and those people also don’t oversee you.” “The things that are going to make you successful at being a lateral leader are principles that also make you successful leading down and leading up.” “Execution always fails because of a lack of coordination and communication.” “Hire people on your team that you would enjoy spending time with.” “If you want to lead laterally, you need to be a friend.” “At the end of the day, lateral leadership is about getting things done across the organization.” “If you have a poor relationship with another leader, your teams will also suffer.” RECOMMENDED RESOURCES No Silver Bullets by Daniel Im Enchantment by Guy Kawasaki Silos, Politics and Turf Wars by Patrick Lencioni Fighting with Ed Stetzer, Becoming Friends Again, and Lateral Leadership by Eric Geiger