The podcast by project managers for project managers. Amy King is a champion for the homeless! Hear how she boldly addresses the need for safe, rapidly deployable, living shelters, to deliver the dignity of private space for the homeless. This is a complex project which integrates social services to provide a healing community environment in each village, and also seeks to debunk adverse public perception towards homelessness. Table of Contents 02:28 … Meet Amy04:00 … The Homeless Problem05:11 … Homelessness Data06:41 … Designing the Shelters09:27 … Looking at a Pallet Home10:47 … The Prototyping Phase13:29 … Pitching the Project14:59 … The First Client16:35 … Talk to People with Lived Experience17:32 … Impact Stories19:38 … Returning Home21:15 … COVID as a Catalyst22:43 … The Impact of a Pallet Village25:30 … Forming a Team27:33 … Kevin and Kyle28:53 … Overcoming Obstacles33:01 … Requests from Cities33:30 … Overseas Market34:55 … The Goal to End Homelessness37:39 … “What I Wish I Had Known”40:55 … Where to Next for Pallet?42:32 … Access to Housing for the Homeless43:43 … Intrinsic Motivation for the Project45:36 … Find Out More46:06 … Closing AMY KING: So housing, there’s this really popular American narrative which is homelessness is a housing problem.  I 100% disagree with that.  ... A house, four walls and a roof, do not solve a person’s homelessness crisis.  Giving them keys to an apartment does not solve their homelessness.  You have to address the root cause issue.  That person will end up homeless again.  WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds.  With me in the studio are Bill Yates and our sound guy Danny Brewer.  We are so excited you’re joining us today.  We have an incredible project story. Our guest is Amy King, and she is the founder and CEO of Pallet.  This is a public benefit corporation working to end unsheltered homelessness and give fair chance employment opportunities to people of all backgrounds.  Pallet has deployed more than a hundred villages across 85 U.S. cities.  Amy also co-founded Weld Seattle, which is a nonprofit that equips systems-impacted individuals with housing, employment, and other resources conducive to reintegration back into society.  And her passion is just incredible.  I think you’re really going to enjoy her story. BILL YATES:  Yeah, when you take a husband and a wife – and Amy has a background in psychology.  She is a psychologist by education.  Her husband is a master builder engineer.  When you take those two and combine them and take the passion they have, you end up with something amazing like Pallet. Just getting back to it, Pallet offers short-term shelter, community rooms, and private stall bathrooms.  A large interim housing community can be set up in a matter of days with minimal tools using this Pallet system.  Each Pallet structure is versatile.  Units can be used for a variety of purposes from sheltering evacuees to building command-and-support centers or for temporary housing for recovery workers.  Their motto is “No one should go unsheltered when shelter can be built in a day.”  WENDY GROUNDS:  And they’ve done so much more than just build shelters.  When you hear Amy talk, what started as a small project, it grew, and it became more and more, and they got involved in the community.  They got involved in the lives of the people who were living in these shelters.  BILL YATES:  And as we’ll hear from Amy, many of those that have experienced homelessness are now vibrant workers and contributors to Pallet. WENDY GROUNDS:  Hi, Amy.  Welcome to Manage This. AMY KING:  Thank you so much for having me.  I’m excited to be here. Meet Amy WENDY GROUNDS:  We are really looking forward to getting into this topic and to hearing about the incredible work that you’re doing.  But won’t you first tell us a little bit about your background, your career,

The podcast by project managers for project managers. How can agile project managers create conditions for self-organizing teams to thrive? In the agile world of a self-organizing team, the trend is to empower the team so the individuals doing the work can make decisions. So, what role do project managers play?  Hear about the three responsibilities of the new agile leader and some important skills to level up in order to lead an agile project. Table of Contents 03:03 … Humanizing Work03:50 … Empowering Decision-Makers05:21 … Changing the Role of Managers08:20 … Challenges for Project Managers09:32 … Complex Systems11:33 … Defining the PM Role13:58 … Coordinate and Collaborate16:35 … Who Does It Well?18:29 … What’s in a Title?20:33 … The Three Jobs of Agile Management23:49 … Project Manager Skills27:25 … Visualization Skills33:10 … Is Agile Right for Me?36:39 … Contact Peter and Richard38:19 … Closing PETER GREEN: ... one of the things that has been an underlying theme to these amplifier skills we’ve talked about – coaching, facilitation – is a real trust that the people doing the work can figure out how to solve it if I do the three jobs well.  If I create clarity, if I increase capability, and if I improve the system for them, they will be able to knock this project out.  They don’t need me to manage it... WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio are Bill Yates and our sound guy, Danny Brewer.  We’re so excited that you’re joining us, and we want to say thank you to our listeners who reach out to us and leave comments on our website or on social media.  We love hearing from you, and we always appreciate your positive ratings.  You will also earn PDUs for listening to this podcast.  Just listen up at the end, and we’ll give you instructions on how to claim your PDUs from PMI. Our two guests today are from Colorado and from Arizona, so we’re kind of jumping around the place.  But we’re very excited to have Richard Lawrence and Peter Green from Humanizing Work join us.  Richard’s superpower is bringing together seemingly unrelated fields and ideas to create new possibilities.  Richard draws on a diverse background in software development, engineering, anthropology, design, and political science. He’s a Scrum Alliance certified enterprise coach and a certified scrum trainer.  His book “Behavior-Driven Development with Cucumber” was published in 2019. Our other guest is Richard’s co-worker, Peter Green.  At Adobe Systems, Peter led an agile transformation and he co-developed the certified agile leadership program from the Scrum Alliance.  He’s also a certified scrum trainer, a graduate of the ORSC coaching system, a certified leadership agility and leadership circle coach, and the co-founder of Humanizing Work.  What I found interesting was, with all his other creative activities, Peter is also an in-demand trumpet player and recording engineer. BILL YATES:  Which will appeal to Andy Crowe, our founder, because he loves to play the trumpet.  Wendy, we are delighted to have Richard and Peter join us.  We’ve had conversations planning for this today with them, and they bring so much knowledge and experience to the table.  Here’s the thing.  Project managers traditionally are taught to direct and control team members.  So what role does management play in the agile world of a self-organizing team?  If my team’s self-organizing, what am I supposed to do; right?  How can they create conditions for self-organizing teams to thrive?  What is the function of managers in this new world, and what does an agile organization need from its management team?  Those are some of the questions that we want to tease out with them today. WENDY GROUNDS:  Hi, guys.  Thank you so much for joining us. RICHARD LAWRENCE:  It’s great to be here. Humanizing Work WENDY GROUNDS:  We first want to find out a litt...

The podcast by project managers for project managers. If we can identify the reasons why people say no, we can be more effective in getting them to follow our requests. Patrick Veroneau introduces an acronym called GREAT to understand the resistance we may be facing from our team. An offshoot of effective leadership is being able to inspire other people to say yes to our requests. Table of Contents 00:32 … Rise Against Hunger01:57 … Meet Patrick03:39 … Six Principles of Influence05:49 … Signs of Resistance07:02 … Goodwill09:21 … SCARF13:07 … Reactance14:56 … Self-Awareness16:41 … Expertise18:46 … Build Credibility20:55 … Kevin and Kyle22:02 … Apathy24:51 … Trust and CABLES26:16 … Congruence27:22 … Appreciation27:35 … Belongingness27:48 … Listening28:22 … Empathy28:37 … Specifics30:45 … Contact Patrick32:15 … Closing Rise Against Hunger WENDY GROUNDS:  We visited Rise Against Hunger as a company, Velociteach, and we did some meal packing there.  We packed over 1,080 meals that were sent to – I think these ones were going to Zimbabwe. BILL YATES:  Nice. WENDY GROUNDS:  But it was going to people who are not in the position to just be able to get food as easily as it is for us.  Rise Against Hunger is an amazing organization.  They target remote communities with hunger pockets, and they send their packages of food there. BILL YATES:  We had such a great time as a team preparing these, you know, helping put these meals together, packaging them.  And we ended up with all these boxes of packaged meals ready to go.  It was so fun for the team to be together.  It was a team-building event with a purpose.  Those are our favorites. WENDY GROUNDS:  I highly recommend it as a team-building event.  I think that was really fun.  Everybody really pulled together.  We packaged a bit too quickly, almost.  We were so excited about doing this that we got finished too quickly, and then we had to wash dishes; didn’t we. BILL YATES:  Yeah.  But there’s nothing better in terms of bonding than seeing your coworkers wearing hair nets.  It was just... WENDY GROUNDS:  Oh yeah.  Oh yeah. ____________________________________________________________ WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me in the studio is Bill Yates and Danny Brewer. We’re talking to Patrick Veroneau today.  And he’s the founder of the Emery Leadership and Sales Group, and they focus on helping employees and organizations bridge the gap between engagement and excellence.  He had his first management position with a division of Van Heusen Corporation, and he spent over 15 years in the biopharma industry in sales training and leadership development.  He continues to develop and refine leadership and sales models that blend evidence-based research and theory with what happens in the real world.  And what happens in the real world is often we’re trying to lead or to manage people on our projects, and we get resistance.  And so we’re going to be talking about that resistance today. Meet Patrick Hi, Patrick.  Welcome to Manage This.  We’re so glad you’re here today. PATRICK VERONEAU:  Oh, thank you so much for the opportunity to be on the podcast.  Always great to talk about resistance. WENDY GROUNDS:  Yeah.  First of all, tell us about your company, Emery Leadership Group, and what inspired you to start it. PATRICK VERONEAU:  So Emery Leadership Group is primarily an organization that helps other organizations to develop better leaders and really to become more productive.  If you don’t have good leaders, right, if you don’t have people that can inspire other people to say yes to requests, then it’s very difficult to, I think, be as effective as you could be.  And there’s a lot of research in terms of what are the things that inspire individuals to want to say yes to our requests.  And that’s all that leadership is.

The podcast by project managers for project managers. Selecting contractors and negotiating the terms of a major project is one of the most difficult aspects of project management. In this episode Ed Merrow sheds light on fairness in contracting relationships, for the relationships to be self-enforcing, and how not to unwittingly set your contractors up to fail.  Table of Contents 02:53 … Meet Ed05:28 … Contract Strategies for Major Projects06:59 … Hiring Contractors is Never Easy07:55 … Key Principle #209:12 … #1 There is No Free Lunch10:20 … TINSTAAFL11:28 … #3 Complex Projects Need Simple Contracting Strategies13:03 … Collaboration15:07 … #4 Owners and Contractors are Different17:44 … #5 Large Risk Transfers are More Illusion than Reality19:25 … Importance of Scoping21:29 … #6 Contractors have Shareholders23:14 … Ren25:29 … #7 Contracting Games are Rough Sport27:05 … #8 Assigning a Risk to Someone Who Cannot Control that Risk is Foolish29:07 … #9 All Contracts are Incentivized33:20 … #10 Economize on The Need for Trust36:40 … The Value of Prequalifying Contractors40:13 … Getting the A-Team or the B-Team42:48 … Get in Touch with Ed44:02 … Closing ED MERROW: ...both owners and contractors play games.  Contractors usually win those games.  My advice is try to keep games out of your contracts.  Try not to put in a bunch of complex provisions whereby you think that the contractor will “have skin in the game.”  I want owners to remember that skin in the game is almost always owner skin.  WENDY GROUNDS:  You’re listening to Manage This.  This podcast is by project managers for project managers.  My name is Wendy Grounds, and with me in the studio are Bill Yates and Danny Brewer.  We love having you join us twice a month to be motivated and inspired by project stories, leadership lessons, as well as advice from industry experts from all around the world.  We want to bring you some support as you navigate your projects. If you like what you hear, please consider rating our show with five stars and leaving a brief review on our website or whichever podcast listening app you use.  This helps us immensely in bringing the podcast to the attention of others.  You can also claim free Professional Development Units from PMI by listening to this episode.  Listen up at the end of the show, and we’ll tell you how to do that. Today our guest is Ed Merrow.  Ed is the founder, president, and CEO of Independent Project Analysis, the global industry leader in quantitative analysis and benchmarking of project management systems.  Ed received his degrees from Dartmouth College and Princeton University; and he began his career as an assistant professor at the University of California, Los Angeles.  He followed that with 14 years as a research scientist at the RAND Corporation, where he directed the Energy Research Program.  We’re talking to Ed particularly today about his most recent major research effort which is centered on the quantitative analysis of how contracting strategies and delivery systems shape project results.  His new book is on this subject, and it’s titled “Contract Strategies for Major Projects.” BILL YATES:  In our conversation with Ed on procurement and contract strategies, Ed is going to share with us the key principles of contracting that all those involved with planning and executing major projects should know.  Here are three things to listen out for on this episode.  One, contractors may make convenient scapegoats, but they are rarely to blame for bad projects.  Number two, we depend heavily on trust, yet trust is not a contracting strategy.  And number three, contractors are almost always more skilled at playing those contracting games than those owners are. WENDY GROUNDS:  Hey, Ed.  Welcome to Manage This.  Thank you so much for joining us today. ED MERROW:  Well, thank you, Wendy.  I’m glad to be here. Meet Ed WENDY GROUNDS:  We are looking forward to getting into this topic.

The podcast by project managers for project managers. Will your project’s documentation pass the test of time once the project is done and the people are gone? Documentation is at the intersection of information management, organizational design, and personal productivity. Accurate documentation makes teams more efficient and effective. Table of Contents 01:23 … Essential Project Documents03:43 … Defining Information Management04:34 … Adrienne’s Story05:59 … Performing an Information Audit09:19 … Signs Your System is Out of Control11:33 … Dynamic Documentation12:44 … Improve Your Documentation15:19 … Budget for Closing Documentation16:57 … Finding the Right Balance19:12 … Kevin and Kyle20:27 … Strategies for Meeting Notes23:49 … Have a System25:54 … Getting Everyone Onboard27:25 … Documentation No-Nos30:06 … Personal Productivity31:06 … “The 24-Hour Rule”31:41 … Contact Adrienne32:43 … Closing ADRIENNE BELLEHUMEUR: I actually say documentation is at the intersection of information management, organizational design, and personal productivity.  So documentation kind of underpins these three major disciplines, but the personal productivity is often forgotten. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio is Bill Yates and Danny Brewer.  We’re talking today to Adrienne Bellehumeur, and she is the founder of Bellehumeur Company and co-partner of Risk Oversight.  She’s based in Calgary, Alberta.  She’s also an expert on productivity, documentation, governance, risk, and compliance; and has delivered 15 years’ experience as an auditor, accountant, analyst, problem solver, and independent consultant. Adrienne developed a documentation approach called “dynamic documentation,” and she’s a published author of the book “The 24 Hour Rule,” and she’s going to tell us more about that book, as well. Adrienne likes to talk about processes, tools, and methods, and some of the best strategies to use to maintain effective, efficient, and timely documentation.  So as you may have gathered, we’re talking about documentation and information management.  So Bill, my question to you is what are some essential project documents that project managers should be maintaining? Essential Project Documents BILL YATES:  Oh boy, the list goes on and on.  They’re all essential, every one of them.  Let me start with the legal stuff first.  I think project managers who’ve ever done work with, either with outside contractors or their customers, an external customer, they would agree anything related to contracts, addendums, agreements, even the email threads where those may have been negotiated or key decisions were made, those should be considered mandatory.  You’ve got to have those backed up.  They can’t just be living on your hard drive.  They need to be backed up.  Also things like the project charter, anything with signatures that gives authority to the project. And then kind of going down the list, there’s scope things like requirements, scope statement, the product roadmap, the backlog, change requests, logs that keep up with things, task lists, or issue logs.  These are dynamic.  These need to live.  So you have to document them almost with a date stamp on them.  That’s true with a risk log or risk register, as well.  Major communications, major rollouts, maybe you hit a milestone or something significant, you want to keep those documents.  Think about, okay, could someone who doesn’t know anything about this project take a look at it six months, two years later and go, “Oh, okay.  Yeah, I get it.  I see why you guys made that decision.  I see who was involved in it and then what action took place after.” And then one of the biggest challenges, and I think we’ll hear this from Adrienne as well, when you’re getting ready to wrap up your project, that is one of the most difficult times to make sure that you’re doing good docum...

The podcast by project managers for project managers.  Ren Love is the newest member of our Velociteach team and the Manager of Curriculum Development. Hear about her unique management experiences as she talks about leadership, interviewing, the PMP exam, and coping with testing anxiety. Table of Contents  02:19 … Meet Ren02:53 … Ren’s Project Management Journey06:20 … Memorable Success at Projects10:16 … Mammals and COVID11:34 … Preparing for Leadership14:08 … Routes to Project Management16:31 … Leadership Styles for PMs18:16 … Interviewing Tips19:58 … Be Confident in what You Know22:41 … Encouragement to New PMs24:37 … Ren’s Advice Wish List26:03 … Kevin and Kyle27:11 … When the Job is Different to the PMP Training30:35 … Common Questions about the PMP Exam31:54 … Overcoming Exam Anxiety34:47 … Contact Ren35:56 … Closing REN LOVE: ...be confident in what you know, and confident in how you’ll grow.  You don’t have to know everything about everything.  A well-rounded project manager is a lifelong learner.  ...Be confident that your past life experiences have made you who you are and will make you good at project management in the situation you’re in. And then also be prepared to say, there are things that I’m going to grow, and in this company.  What kind of opportunities can your company offer me to help me grow?  WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me in the studio is Bill Yates and Danny Brewer.  We’re so excited that you’re joining us, and we want to say thank you to our listeners who reach out to us and leave comments on our website or on social media.  We love hearing from you, and we always appreciate your positive ratings.  You will also earn PDUs for listening to this podcast.  Just listen up at the end, and we’ll give you instructions on how to claim your PDUs from PMI. Today we’re talking to one of our co-workers.  Her name is Ren Love, and Ren has a very interesting educational background which is almost as diverse as her professional one.  She has done many, many things in her exciting career before joining us at Velociteach.  She has a B.S. in Environmental Science, she has an M.S. in Biology and an M.S. in Instructional Design and Learning Technologies.  And she has worked in zoos, science centers, Disney’s Animal Kingdom, as well as one of the Big Four accounting firms.  So she’s really had fingers in the pie all over the place, and she has also earned her PMP.  She’s a Certified SAFe Agilist as well, as a Certified Scrum Master.  So she’s got some well-rounded advice. BILL YATES:  Yes, she does.  I can’t wait to have this conversation with Ren.  She joined us full-time in fall of 2022 as the Manager of Curriculum Development, and it’s just been a delight working with her, both as an instructor and now full-time on the team.  And we just wanted our listeners to be able to hear from Ren and hear about her experience. WENDY GROUNDS:  And questions about the PMP exam, as well. BILL YATES:  Yes, yes. WENDY GROUNDS:  She addresses some of that.  So we’re looking forward to this conversation.  Hey, Ren, thank you so much for joining us today. Meet Ren REN LOVE:  I’m so happy to be here.  Thank you for having me. WENDY GROUNDS:  We want to jump right in and ask you what your current position is. REN LOVE:  So here at Velociteach I am the Manager of Curriculum Development.  So I started off as an instructor for Velociteach for about seven months before being hired full-time.  And I’m in charge of updating and maintaining all of the course materials that we have here at Velociteach. BILL YATES:  That’s all.  There’s not much to that. REN LOVE:  Yeah, it’s a lot more than what it sounds. BILL YATES:  Yeah, never a boring moment, that’s for sure. Ren’s Project Management Journey WENDY GROUNDS:  Tell us a little bit about your career background,

The podcast by project managers for project managers. Sometimes a project can feel like a three-ringed circus! You are managing the schedule, the budget, and the requirements, and at the same time, you’ve got to consider the stakeholders, team members, and the organization. We are taking a look at the early 20th century traveling circus to see how they kept the circus performing as a “well-oiled machine.” Table of Contents 02:36 … Meet Jennifer03:42 … The Golden Age of the Traveling Circus05:04 … The Impact of the Railroad06:16 … The Project Manager of the Circus08:27 … The Daily Schedule12:13 … Logistical Magic14:07 … Maximize Impact and Profit Margin15:07 … Leveraging the Business Model16:43 … Strategic Planning18:45 … Planning Routes21:56 … Thinking Holistically24:36 … Kevin and Kyle25:42 … Procurement and Inventory Control28:22 … Managing Resources29:31 … Network of Support31:02 … Communicating Lessons Learned34:00 … Planning for Risk Episodes37:07 … Company Culture39:49 … The Satisfaction of a Common Purpose41:02 … Clarity of Roles Builds Trust43:38 … Find Out More45:24 … Closing JENNIFER LEMMER POSEY: ...if you are in this project with me, if you are trying to make this outcome the best that it can be, just like I am, then we’re together, and everything else doesn’t matter.  This is about what we’re trying to accomplish.  I love that attitude.  I think it’s one that we all could learn from.  Put aside your personal differences and get this thing done. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and in the studio with me is Bill Yates and Danny Brewer.  We’re excited to talk to you today about the circus.  Our guest is Jennifer Lemmer Posey.  She is the Tibbals Curator of Circus at the John and Mable Ringling Museum of Art in Sarasota, Florida.  And she’s been working with circus collections and the international circus community for 20 years.  Jennifer’s also served as editor for Bandwagon, the Journal of the Circus Historical Society, and was an advisory scholar for the Smithsonian Folklife Festival celebrating the circus arts in 2017. You may be wondering why are we talking about a circus when we are a project management podcast.  If we listen carefully to the story of the circus, we tie in so many lessons for project management, from building community, to planning and coordination, for being resourceful. BILL YATES:  Some of you may be thinking, “My project is a lot like a circus.” WENDY GROUNDS:  That’s what we were thinking. BILL YATES:  You know, Wendy, the traveling circus back in the early 1900s resembled a small city.  It’s like a traveling city.   It entirely packs up and moves to another city every day or every few days.  The performance and movement of the circus must have required great discipline and carefully executed planning.  But it was so impressive that the U.S. Army sent a number of officers to study Barnum & Bailey Circus for a week.  The report the officers sent back praised the complex logistical operation of this massive project.  Here’s a quote:  “It is a kingdom on wheels, a city that folds itself up like an umbrella.  Quietly and swiftly every night it does the work of Aladdin’s lamp, picking up in its magician’s arms theater, hotel, schoolroom, barracks, home, whisking them all miles away and setting them down before sunrise in a new place.”  It is magical what they did with the circus.  And there are so many tiebacks, so many points that we can connect with the projects that we run. WENDY GROUNDS:  Hi, Jennifer, welcome to Manage This.  Thank you so much for being our guest. JENNIFER LEMMER POSEY:  Hi, I’m delighted to be here. Meet Jennifer WENDY GROUNDS:  So we want to dig in and find out more about the circus.  But you have a very interesting job.  What was your career path?  How did you become the Curator of the Circus at the John and Mable Ringling Museum of Art?

The podcast by project managers for project managers. When it comes to problem solving or innovation, the goal is to generate ideas, make those ideas better, and then implement them to work better together.  Dr. Teresa Lawrence talks about understanding cognitive diversity, managing our thinking preferences to the stages of the creative problem-solving process, and how our preferences influence project team interactions. Table of Contents 01:50 … FourSight Thinking Profile03:43 … Teresa’s Start in Cognitive Diversity06:45 … What is Cognitive Diversity?09:44 … Learning Thinking Tools11:13 … 15 Individual Thinking Preferences12:46 … Creating a Healthy Diversity15:40 … Keeping Everyone Engaged18:21 … Bill and Wendy’s Team Profile20:43 … Holding Ourselves Accountable22:50 … Communicating Thinking Preferences to Your Team27:35 … William’s Story30:44 … Find out More32:31 … Closing TERESA LAWRENCE: The more that we know our preferences, the better teams we make.  And again, just to underscore this notion of this unconscious bias that we have.  It doesn’t matter that I like you or not like you.  When it comes to problem-solving, I’m probably going to find myself moving toward the people who solve it the similar way.  And isn’t that great?  And isn’t that dangerous? WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and in the studio with me are Bill Yates and Danny Brewer. Today we’re talking to Dr. Teresa Lawrence.  She is recognized as a subject matter expert on the integration of creative problem-solving into project management. Since 2017 over 80,000 people have participated in her trainings, workshops, keynote facilitated sessions. She is a master facilitator of FourSight, the industry leading assessment that shows people their team preferences towards problem-solving and innovation. And she’s going to describe what FourSight is and go into a little more detail in our conversation. And we’re very excited to have her with us today. She’s also the president and owner of International Deliverables.  BILL YATES:  Yeah, Teresa is going to be a great guest.  She’s going to take some of the elements that we talked about back on Episode 170 with Amy Climer, and she’s going to go further with it.  With Amy we talked about the creative problem-solving process, and there are four stages that we’ll refer to in the podcast:  clarify, ideate, develop, and implement.  Well, what Teresa’s going to say is, hey, we all have a preference for one of those four stages, or maybe a couple.  And our preferences can influence how we interact with a team.  So she’s going to dive into that and raise our awareness as project leaders so that we can be better with our teams. WENDY GROUNDS:  Hi, Teresa.  Welcome to Manage This.  We’re grateful you’re here with us today. TERESA LAWRENCE:  Thank you.  It’s a privilege, and it’s great fun to be with you this morning.  Thank you for having me. FourSight Thinking Profile WENDY GROUNDS:  Teresa, could you tell us what is the FourSight Thinking Profile, and just a little bit about the science behind it. TERESA LAWRENCE:  So the FourSight assessment, typically known as FourSight, is a research-based assessment authored by Gerard Puccio, who is the department chair in what was formerly known as the International Center for Studies and Creativity, now recognized by title the Center for Applied Imagination, based on six years of research.  And so Gerard, masterful in the creative problem-solving process, said to himself, there are these stages of the creative problem-solving process.  Do people have a preference toward the stages?  And the answer is yes.  And so it has been validated by more than 20 academic journals.  It’s a reliable instrument that measures our thinking preferences. It is an online assessment.  You can do it pen and paper, but it’s just quicker to do it online.  39 questions takes about 10 minutes.

The podcast by project manager for project managers. A great leader strikes a balance between warmth and strength. If it’s time for you to conduct an honest assessment of your leadership style to connect better with your teams and understand your stakeholders more effectively, take a listen to hear how to connect, then lead. Table of Contents 02:47 … Meet Matt04:44 … Social Power and Personal Power06:38 … Knowing your Likeability09:17 … Strength and Warmth12:12 … Strength and Warmth Matrix15:04 … Changing Your Impact17:51 … Make a Stronger Team Connection.20:02 … How Not to Compromise Warmth21:54 … Snap Judgements and First Impressions24:23 … Kevin and Kyle25:20 … Connect with Your Audience27:25 … Preparation is Vital29:44 … Be Your Authentic Self33:03 … Connecting Remotely36:26 … Keeping Energy Levels Stable37:33 … Communicating to Highly Skilled Professionals39:18 … Using Analogies40:05 … Speaking Truth to Positions of Power42:13 … Contact Matt43:57 … Closing MATT KOHUT: Some people tend to go with their strength first, and they backfill on the warmth.  Some people lead with warmth first, and they backfill on the strength.  And it’s sort of like being left-handed or right-handed.  Everybody’s just got a dominant hand.  And as long as you can pick up objects with both of them and not drop them, it’s okay. WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio is Bill Yates and Danny Brewer.  We love having you join us twice a month to be motivated and inspired by project stories, leadership lessons, and advice from industry experts from all around the world.  Our aim is to bring you some support as you navigate your projects.  You can also claim free PDUs, Professional Development Units from PMI by listening to our show.  At the end of the show we will give you advice on how to do that. Today we’re talking to Matt Kohut.  Matt is a co-founder of KNP Communications, and he has 20 years of professional experience writing and preparing speakers for both general and expert audience.  In addition, he has served as a communications consultant to organizations including NASA, the Department of Energy, the Environmental Protection Agency, and Harvard University. Matt is currently a fellow at the Center for Advancement of Public Action at Bennington College, and he’s previously worked at Harvard University as research specialist to the dean of Kennedy School.  Now, this is an interesting conversation, and we are very excited to bring it to you because it follows on so well to our conversation we had with Vanessa Druskat on emotional intelligence. BILL YATES:  Yes, this is an area that I think because of my own experience, I feel like this is an area that a project manager, certainly me, should and can grow in throughout their career.  It’s amazing talking with Matt.  He knows so much about social science.  That’s the background experience he has.  But the advice that he gives is so practical.  Not only did he write speeches, he coached those who were delivering the speeches as to how to make a good first impression, how to connect with their audience, how to not overpower them with too much information.  These are things that project managers struggle with.  These are things that we have to be aware of.  So the advice that Matt gives in our conversation is really going to help us be better at our jobs, connect better with our teams, understand our customers better, and amp up our performance. WENDY GROUNDS:  Hi, Matt.  Welcome to Manage This.  Thank you for being our guest today. MATT KOHUT:  Thanks for having me. Meet Matt WENDY GROUNDS:  We are excited to talk to you about communication and leadership and all of those good things; but I am really intrigued by your other career, the side of you that is a professional bassist.  Can you tell us a little bit about that and your passion for music? ...

The podcast by project managers for project managers. Transformations fail because we are failing to transform our people. In a successful transformation project, it is crucial to manage human behavior and pay attention to aligning culture and strategy. To lead a successful transformation project cultivate a healthy environment that inspires people to follow. Table of Contents 02:06 … Ricardo’s Story04:40 … Transforming Passion into Profession06:20 … Brightline Initiative10:44 … The Failure Rate on Digital Transformations15:54 … When Strong Leadership is a Liability20:18 … Effective Team Collaboration24:32 … Kevin and Kyle25:37 … Aligning Culture and Strategy30:39 … Diversity is More Effective33:26 … Cultivate a Healthy Culture36:17 … Getting Stakeholders Onboard41:33 … Contact Ricardo44:16 … Closing RICARDO VARGAS:  So what happens on digital transformation?  The company say, “We are doing this.  We are transformed.”  And the employee that is there saying, “And so what?  What is in there for me?  What is in there for me?”  And if I don’t see that, what I do?  I will say, you know, “I don’t want to be part of that.” WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and in the studio with me is Bill Yates and Danny Brewer.  We love having you join us twice a month to hear about project stories and leadership lessons, as well as advice from industry experts from all around the world.  And we want to bring you some support as you navigate your projects.  We have one such leadership expert with us today. BILL YATES:  We are fortunate to have Ricardo giving us the time and sharing his experience and knowledge with us.  It’s going to be phenomenal. WENDY GROUNDS:  I’m sure many of you have heard of Ricardo Vargas.  He’s an experienced leader in global operations, project management, business transformation, as well as crisis management.  He’s the founder and managing director of Macro Solutions. And he’s also a former chairman of the Project Management Institute, as well as a PMI fellow.  He also tells us a little bit about being the director of project management and infrastructure of the United Nations, leading more than 1,000 projects in humanitarian development projects.  And we talk to him about the Brightline Initiative.  Ricardo created and led this initiative from 2016 to 2020.  He has the Five Minutes podcast, and he gives some excellent project management advice on his podcast. BILL YATES:  Wendy, it’s going to be great to talk with Ricardo and get his input on the human side on digital transformation projects, complex projects, where sometimes we get a bit fascinated with the technology.  And as Ricardo points out, it’s all about the people. WENDY GROUNDS:  Hi, Ricardo.  Welcome to Manage This. RICARDO VARGAS:  Thank you very much.  I’m very glad to be here with you today. Ricardo’s Story WENDY GROUNDS:  We are really honored to have you.  I think it’s been a long time coming that we wanted to talk with you, so we’re honored to have you with us today.  Can you look back and tell me how you got into project management?  What’s your story? RICARDO VARGAS:  No, that’s very interesting because you know my background, I’m a chemical engineer.  And when I was a student of chemical engineering, this was in the early ‘90s.  One of the disciplines I was studying was operational research.  So how do you put things in order, you know, on the production line, on the project.  And that was the first time I met the concept of critical path, of you know, resource leveling. And coincidentally, at that exact time I was working with Microsoft.  I was owner of a partner of Microsoft in Brazil.  And Microsoft was putting an effort on a new tool that they want to roll out in Brazil that was called Microsoft Project.  And they didn’t want anyone to say, “Okay, who can help us to leverage that?”  Because, Excel has mathematics,