Vidya Dinamani’s Post

So relatable Vidya. To my network, encourage you to check out the full podcast episode Spotify https://lnkd.in/gFUvTeMj or Apple https://lnkd.in/gGSXJCNq #product #leadership #customerfeedback

Can you guess the secret ingredient for high-performing teams? Hint: It's not caffeine ☕️ I'm talking about psychological safety, the unsung hero of team effectiveness, as proven by project Aristotle from Google and many subsequent research project. Always been a fan of it, I've seen firsthand how it can transform the dynamics of a team and foster a more innovative and effective work environment 🚀 Here at Product Weekend, Sergiu and I are whipping up a framework around this concept. We want to make it actionable, something that Product Managers and Leaders can use to supercharge their teams' performance and drive innovation. We've been learning from dozens of Leaders both in our in-person events and online discussions, like the ones in our podcast. More recently, we started recording a series with some leaders to dive deeper into this topic and get further feedback about our framework. We may be releasing some of these recordings in the future - let us know if this would be relevant to you! So, if you're a Product leader and this topic resonates with you, I'd love to hear from you. 📩 Drop me a message and let's exchange thoughts over a call. We value your insights and experiences and would love to take them into account as we fine-tune our framework. Because at the end of the day, we're all about creating tools that make your job easier and more fulfilling. Let's make the Product Management world a safer place, one team at a time. #productmanagement #psychologicalsafety #teamwork #innovation

What is the right frequency for your performance reviews & Feedback: It's usually the time of the year when we review our past year performance to make some resolutions & set goals for the next year personally or Professionally. But do we have to wait for a year to provide feedback or review the performance? The other day, i was listening to a podcast by Chris Davis, Member of the Board of Directors of Berkshire Hathway, talking about our life span of 30,000 days and his perspective of segmenting it into different phases. It's an interesting thought to measure something in different periodicity, where the whole world does it otherwise. What is the right frequency for any feedback / reviews - Hours | Days | weeks | Months | Quarters | Years | Decades (aged Whiskey)? And how to determine, so that we neither micromanage nor get things out of our hands. I rely upon this 5V's to determine the review frequency: A. Velocity of the actions (what is the pace?) B. Versatility of the responsible (Emotionally & technically capable?) C. Validation requirements (Require signoffs?) D. Volatility of the project / situation (When & whom to involve?) E. Value Creation (Does your intervention really create value?) P.S: I really like Charlie Munger's quote of "Go to bed smarter than when you woke up". Ask this question every night before hitting the bed, answer is your daily performance review!!! #PerformanceReview #Feedback #Berkshirehathway #Sureshnathamani #ChrisDavis

A board alone will not create any routines, neither will it change culture. ☝🏼 Let's talk about failed shopfloor management implementations. Very often I hear: ❌ We're stuck in our routines ❌ We've implemented "this board" because we were engaged to do so ❌ Our routines remain the same and we're unlikely to catch up on our key results My observation is, that mainly such a board gets implemented by someone else. Mostly someone who sells a ready made solution. Fair enough. What happens is that the colleagues who are the internal recipients and creators of the information and who are "asked to report" results from their operational doings were left out in the discussion. Alisa and I discussed a step by step guide and its possible traps in our latest podcast episode. To create a successful board that serves YOUR needs and that helps YOUR team to be better, I think the following is needed on deck: ✅ the core team of the particular process ✅ the main pain points and most relevant topics related to their process that the team is faced to solve day in and day out ✅ the solutions and ideas THEY come up with to handle their work and to further improve ✅ what have we learnt from the last improvement and how does the change impact us? ✅ a clarification of: who ownes the information, who is responsible for it (my take is: the whole team 😁) Walter has found his own way to show his team that he as had a look at the numbers and developed his own unique way to give feedback. Bottom line: You simply cannot expect everything to change over night if your expectation is - a board and shopfloor management will solve my issues. What are your experiences from your #ShopfloorManagement implementations? Let me know and lets discuss in the comments. 🎧🎧 Link to the latest episode of Zusammen mehr Elefant will also be in the comments 🎧🎧 #Lean #Agile #Kaizen #Behaviour

How to gamify successful operational excellence implementations Feedback Loops Establish continuous feedback loops where employees receive constructive feedback and recognition for their efforts. This keeps everyone aligned and motivated to improve continuously. Feedback loops create a culture of transparency and accountability. They provide employees with the information they need to understand their performance and identify areas for improvement. Regular feedback helps in maintaining high standards and fostering a growth mindset. Jane Austen in *Pride and Prejudice* wrote, "It is a truth universally acknowledged, that a single man in possession of a good fortune, must be in want of a wife." Similarly, a successful team in pursuit of excellence must be in want of feedback. Constructive feedback is essential for continuous improvement and operational success. Incorporating feedback loops into your operational excellence strategy can lead to higher levels of engagement and performance. Employees feel valued and supported when their efforts are recognized and their development is prioritized. Feedback loops are a powerful tool for driving continuous improvement and operational excellence. For additional insights, actions, and executable discussions around Operational Excellence, please visit our website, DynamicOperation.com (Education to Execution) and follow our podcast on Spotify, Dynamic Operations Excellence - Start Anywhere and Become Excellent. #operations #success #leadership #dynamic #dynamicoperation #dynamicoperationsinstitute #educatetoexecute #dynamicoperationsexcellence #excellence #failure #communicatio #training #changemanagement #employeeengagement #engagement #employees #data #analytics #dataanalytics #process #optimization #processoptimization #Quality #control #qualitycontrol #reource #resources #resourcemanagement #continuous #improvement #continuousimprovement #performance #measurement #performancemeasurement

I loved your story Melissa Firth - so many threads of wisdom. On the lead up to ProductCamp Vancouver, thought I'd share this with my product peers who are hungry to learn more about building careers in product. It's worth a list but key things for me were: - Product managers should not be project managers - Product managers need to understand their stakeholders - in other words how do they measure success - Make friends with you finance officer and get them to explain what they think is important for the business - Separate streams of work are required to innovate or explore how to evolve product to new streams of value

I LOVE watching this episode of #TheBear! #FORKS is a vehicle for leadership and finding your calling... There are so many lessons to be learned about yourself, customer service, and leadership in this episode! How they packed so much in there and not make it seemed hurried still amazes me! #EverySecondCounts #DetailsMatter #ActInTheMoment https://lnkd.in/gX7ckQDN

We're wrapping up 2024, and as the saying goes: "It's been a year". As Adam Avramescu and I are gearing up for our year-end CELab episodes, I'm thinking about all the things I've learned in just 2024 that are changing the way we help our customers adopt and grow. ROI - Return on Investment at the business level is still one of the biggest challenges. Customer Education has, in a way, really taken the lead. We are fortunate to work in businesses where we are able to tie training activities to outcomes - but it still isn't easy. It's even harder if you're in L&D. Leadership - I've met many leaders who "get it", but still have immense challenges of getting support from executives and peers. Implementing scalable programs that include education isn't hard, but it takes a tribe and a cultural shift to become a learning-centric organization. Technology - AI is changing everything. Every software vendor is working on this, but it's important for all of us to learn how to adapt and leverage tools daily. There's so much more to talk about, but if you've learned something you want to share please reach out! And stay tuned for upcoming episodes - we've got some great content coming up!

A team that can iterate quickly and shift directions to account for new information is a resilient and effective team. In this podcast episode, Matt LeMay and I discuss processes that can build team agility and reduce wasted effort. Enjoy! https://bit.ly/3Usc1PO

One of the biggest challenges I see product leaders face is the expectation gap. There’s often a significant disconnect between the expectations of: 🤩 How we believe things “should” be - influenced by product gurus, books, podcasts, posts 😬 The reality of the situation - feature factories, low / no discovery, limited metrics 🕴 How our key stakeholders believe things “should” be - based on a different set of ideologies and books. Navigating this gap can be exhausting. We’re trained in product management, yet we find ourselves in roles leading transformation whilst keeping up the (already demanding) day job. 🐟 Leading change is extremely tough. It can feel like you are alone in swimming against the current. 😓 We feel like we’re failing. Our product process doesn’t look how it “should” do meaning we feel like we’re not adequate. 🚚 The mis-match in expectations between product leaders and stakeholders often results in us being held accountable for delivery, yet we most often have limited influence over it. It takes time, patience and top class influencing skills to work through this problem set. Sometimes we have to make compromises in order to make longer-term progress. This is not failing, it’s being smart. 👩🎓 To avoid burnout, it’s critical you put the right energy infrastructure in place for yourself. The activities that recharge you become non-negotiable in your schedule. If you’re navigating this situation right now and would like a coach / mentor, get in touch!