Vladimir Baranov: Startup Stressors for CTOs



Joanie interviews Vladimir Baronov, who is a Founder and the Chief Technology Officer (CTO) of AdvisorEngine.  They build powerful and intuitive technology for financial advisors. Vladimir oversees the company’s software development and technological operations. He has nearly 15 years of experience designing and building successful technology solutions.  Vladimir shares keen insights on the stressors that arise for CTOs and others in startups and how to manage them.  We also dive into overwork, how to talk about it, and how to maintain your health in a startup environment, and how to prevent burnout.

Highlights:

Q: What does a CTO (Chief Technology Officer) do?

“The CTO role is very differently implemented depending on the organization, but generally you’ll see a mix of technology strategy, software development practice, with the infrastructure, internal applications, data compliance and security.  Sometimes it’s shared with a CIO.”

Q: What does a CTO do differently at a startup?

“In larger companies, the role of a CTO is better defined.  In startups you have to wear many different hats throughout the day to be successful because you don’t have people in those roles to delegate that responsibility to.  At a startup, you also have to exercise hands-on skills more frequently.”

Q: What kinds of stressors come up for CTOs in startups?

“Let me start out by saying that everyone experiences stressors in startups, not just the CTOs.  Where the stress is the most concentrated is in the product development process, interpersonal issues, the inability to delegate, and overwork.  I have personally experienced these kinds of stressors and I’ve seen others experience them too.”

Q: Let’s start with product development.  What stressors come up there?

“Scope and client needs get merged.  A lot of translation is needed for both sides.  Business speaks to the client, then business speaks to the CTO.  Then the information that flows through the business gets converted into something else then when the CTO takes in the information and shares it with the team.  That’s another step when it gets translated for the developers.  It takes a period of time to fix that.  Basically, it’s the case of a broken telephone.”

“In a startup, process terminology is very different because most people have come from different companies.  Different companies have different processes and bringing that terminology can lead to a number of misunderstandings.  People may think they understand each other but find what they have agreed to has a very different meaning.”

“Another one is roles and responsibilities.  In a startup, you’re oriented around a specific problem, not necessarily a responsibility and things may fall through the cracks if they’re not the responsibility of a specific person.”

Q: What kinds of stressors come up with the people?

“The personal conflict that comes up in a startup is different than in a bigger company because the conflict between two people is right in front of you and not in a different office, or in a different region.  In a smaller group, any conflict between two individuals is a conflict for everybody else.  Everybody takes part even though they are passive observers.”

Q: How did you get good at resolving conflicts?

“It’s a lot of pain.  As humans, we experience it on ourselves and we think, how can I get away from this pain?  I dabbled in a little self-education.  I’ve read books on negotiation, on self-improvement, on emotional control.  I’ve taken acting classes on improvisation.  I’ve read books in psychology and on peace negotiations.”

Q: Is this typical of CTOs or do you stand out?

“I may stand out as a CTO, but not as a leader.  All leaders require this kind of skill set or they will not be successful.”

To hear what books Vladimir reads on leadership, how he manages conflict, delivers feedback, and reduces overwork, listen to the episode.

Words of Wisdom

“A startup only has a certain number of attempts to get it right before the client walks away.”

“Most conflicts have three sides: one person is right, the other person is right, and they both are right.”

“I think all of us are running our own startup of giving feedback, experimenting on the best way to give feedback.”

“Any feedback has to come from a place of empathy.”

Shout Outs:

7CTOs and Etienne de Bruin (for good people!)

RescueApp (for reducing screen time)

Contact Vladimir Baranov:

Vladimir@AdivsorEngine.com


Alex Balazs: The Benefits of Inclusive Leadership



Joanie interviews Alex Balazs, Senior Vice President and Chief Architect at Intuit.  Alex shares the story of his transformation from being a quiet engineer to becoming a communicative leader.  He also shares his insights on inclusion and describes how he is supportive of women in tech.  Being inclusive is key for Alex and he shares why.  He is also on the Board of Lead Inclusively, Inc., a company that helps companies be more inclusive.  We cover a lot in this episode, so be sure to listen to the end.

Highlights:

Q: Tell us the story of how you came to work at Intuit.

“I was born in Ohio and was raised in the Midwest. I always had this feeling that I needed to expand my horizons.  Post graduate, I moved to Northern California and worked for Carl Zeiss.  My first professional program language was Assembly.  I went to work for a startup in Boston and it didn’t work out, but a mentor from Carl Zeiss had just bought a small startup called Intuit and invited me to interview.  I started at Intuit in 1999.”

Q: How did you branch out of being a quiet engineer?

“I was a total introvert growing up.  I was always confident in my personal ability but didn’t know how to communicate.  There was a dissonance between what I felt I could say and what I felt was coming out of my mouth.  And it led me to not say things.  I was afraid I would say something stupid.  I felt the need to be the smartest person in the room and if I didn’t feel I was then I didn’t say anything.”

“There were a couple of events in my early Intuit career where my leadership moved on.  This was the leadership that was responsible for communicating to the rest of Intuit and figuring out which projects we should be working on.  When they all left, I said, ‘Now what am I supposed to do?’  I felt really sorry for myself.  I was afraid. I was angry.  I was upset.  And suddenly I just said, ‘This is an opportunity for me, and I don’t know how I’m going to do it, but I’m going to transform myself into someone who can communicate.’  Through that process I learned that I had to start putting myself out there.”

“The last part of the transformation for me was the transformation from hoping I was the smartest person in the room to expecting I was the dumbest person in the room.”

Q: How does surrounding yourself with people who are smarter than you improve your leadership?

“I do think as you get into leadership roles, it is the only way to be successful.  I’ve seen leaders who’ve tried to be leaders and the smartest person in the room, and it doesn’t work.  Smart people don’t want to work for you.  Smart people with ideas don’t want to speak up.  As an engineer, your job is to assert and to take up space.  I realized as a leader, my job is to create space so that other people can step into that space.”

“And when I did that, the notion of introvert/extrovert became a misnomer.  It wasn’t necessarily about me becoming an extrovert.  It was about me bringing in diverse thought and viewpoints from everyone, including many engineers who are introverts.”

To hear Alex’s tips on how to bring in introverts, how he is inclusive of all diverse people, and how he supports women in tech, listen to the episode.

Words of Wisdom:

“Think of three concentric circles: your comfort zone, your learning zone, and your panic zone.  The only way to make your comfort zone bigger is to get into your learning zone.”

“Surround yourself with people who are smarter than you.”

“I don’t know how a company can survive without being diverse.”

“Working for tech companies, we actually have privilege.”

Contact Alex Balazs:

LinkedIn: https://www.linkedin.com/in/alexgbalazs/

Twitter: @alexgbalazs


Lisa Kaczmarczyk: People Issues in Project Evaluations



Dr. Lisa Kaczmarczyk is an award-winning computer science researcher, educator and book author. She provides independent evaluation services for academia and the hi-tech industry.  These evaluations are used as evidence of project viability to secure funding from grant agencies and investors.

Her clients have included Google, Stanford University, the University of Illinois, Purdue University, California State University and the Broward County Florida Public Schools. Dr. Kaczmarczyk is also an Adjunct Faculty in the Computer Science Department at Harvey Mudd College in Claremont California. Dr. Kaczmarczyk holds advanced degrees from the University of Texas at Austin, the University of Oregon, Northeastern University and Tufts University. Dr. Kaczmarczyk was lead author on the 2014 ACM Education Policy Committee report “Rebooting the Pathway to Success: Preparing Students for Computing Workforce Needs in the United States” and is author of the book “Computers and Society, Computing for Good.”  She is passionate about working with clients who share her desire to use computer science to make the world a better place.

Highlights:

Q: Lisa, you recently received an award for the Top Computer Science Education Research Paper of the Last 50 Years.  What was this paper on and why is it so important?

“The paper is sharing the results of a research study about misconceptions that novice computer science students have.  Computer science is also a very abstract topic and the mistakes that students make are often baffling.  The paper reports on the misconceptions that students have and why they have them. It’s important because this paper was the first to apply rigorous research methods to investigating misconceptions.”

Q: How does this research fit into your current work?

“It does in that the ‘misconceptions study’ presented faculty with evidence-based information to help them make strategic choices about how to improve their instruction so it would be more effective.  The work that I do now in project evaluation is also about providing people in organizations research-based information to help them make strategic decisions about their projects.”

Q: What is project evaluation?

“Project evaluation can exist in any field.  I work primarily with computer scientists and engineers.  They may be in universities or K-12 school systems, or they may be outside of academia.  It’s when you have a project and you want to know that the project is having the impact that you hope it is having. In the case of the work I’m doing, there’s a formal research component that is being conducted by the people in charge of the project, but there are a lot of other factors that impact whether the project will be successful or not.  So, the evaluation comes in and takes a look at what are their needs, what do they need to know.  I develop a customized plan for whoever I’m working with to figure out the best way to gather information to help them with their project.

Q: Why would you need to do a project evaluation for an academic project?

“Nowadays it’s very difficult to get funding from the National Science Foundation if you don’t have a project evaluation.”

Q: What kinds of people issues come up during project evaluations?

“Very often I’m asked to take a look at complex projects where there are a lot of people involved.  Recently, I concluded a project with the Broward County Schools in Florida.  The project they had funding for was to integrate computer science into the elementary day classroom.  There was a research program to look into the effect on student achievement of the elementary school students.  It spanned across the entire district and there were about ten schools involved and there were a lot of different moving parts.  There were a lot of different people who needed to be on board for it to succeed.”

To hear more about the complex people issues that arise in Lisa’s project evaluations with schools, high-tech incubators, and non-profit organizations, as well as about Lisa’s surprising background, listen to the episode.

Words of Wisdom:

“Trust-building is what it’s all about.”

“The ideal scenario is that nothing is a surprise.”

“If I see something bothersome, I won’t wait.  I say, ‘Let’s talk.’”

Contact Lisa Kaczmarczyk:

Twitter: @lisakaczmarczyk
LinkedIn: https://www.linkedin.com/in/lisakaczmarczyk/
Website: http://www.lisakaczmarczyk.com/


Nihar Bhakta: People Skills for Scientific Collaboration



Joanie has a conversation with Nihar Bhakta, who is a project team leader at Gossamer Bio.  Nihar is a kidney transplant physician by training and has worked in biotech and pharma for about 14 years. Nihar has a very thoughtful approach to collaboration and teamwork and discusses the challenges that arise in biotech and pharma and what he’s done to lead teams effectively.  Not surprisingly, a lot of his learning was from trial and error, and Nihar is very open about how he leaned into his humility to succeed.

Highlights:

Q: What do you do at Gossamer?

“I am the project team lead for one of our assets.  A lot of my responsibilities revolve around ensuring that all of the various items that need to get done on our project team get accomplished.  It’s enabling and helping the team get through decisions and key pain points, etcetera, and also making sure the team is collaborative.”

“One of the things that’s vital to any team is ensuring that they have good lines of communication where there are challenges or issues are resolved.  As team leaders, a lot of the time we spend focused on is ensuring what needs to get done, what the important work is that the team should be focused on, and how can we work best together.  A lot of that has little to do with my training, both as a physician and in terms of what we do from a broader perspective in drug development.  It really is about how our teams function and collaborate together.”

Q: How is it that you didn’t have the training in pharma and biotech for what you’re doing?

“We’re trained as scientists and data really drives so much of what we do.  How you conduct experiments is so important.  We all are trained to make sure we’re designing the right experiments and the best experiments.  But what we don’t realize is that we have a lot of different people who have different thoughts about how to design the best experiments because no one knows everything.”

“Every scientist has a blind spot in that individual people can drive great successes, but if you ask almost any great scientist, there’s always a team of people who they’ve worked with, there are always people who have collaborated with them, or there are other people who’ve they’ve based their work on.”

Q: How did you learn how to collaborate and communicate?

“Most of it was trial and error.  Most of it is being an individual contributor, knowing the biology, the side effects, and so on.  That’s how you develop your expertise.  With what we do in biotech and in drug development, you have to apply the science of what you’ve learned. The application of that work is often driven individually, but sometimes it’s the interpretation of what comes out of those results.  And the interpretation can be a very collaborative effort.”

“Some of those skills I learned a long time ago. During training, when we’re residents, there is a lot of education that goes on and there are a lot of people you have to mentor.  That’s the role of a senior resident or attending physician.  I’m not proud of this by any stretch of the imagination, but I had a proclivity to make interns cry in residency.  It wasn’t because I was yelling at people.  It was because I would be talking to them about science or trying to educate them on what they might have done which wasn’t appropriate for the patient, and that lead to some very difficult interactions.”

To hear Nihar’s example about a real patient and to hear more about his approach to teamwork, leadership, and collaboration, listen to the episode.

Words of Wisdom:

“How you get the work done is just as important as the work you’re getting done.”

“It’s important to think about how we can design the best experiment, not how I can design the best experiment.”

“We all collaborate in some capacity.”

“Data is complicated. It can be overwhelming for one person to interpret it.”

“When you’re talking about data, you have to realize who you’re talking to and what mindset they’re in.”

Contact Nihar Bhakta:

LinkedIn: https://www.linkedin.com/in/nihar-bhakta-3a53b69/

Website: https://www.gossamerbio.com/

 


Joe Molina: People Strategies for Techies and Vets



Joanie interviews Joseph Molina, the Executive Director and CEO of the Veterans Chamber of Commerce.  Joe draws from his experiences in the military, teaching at Cal Poly, being an entrepreneur, writing books, and working with veterans to bring us his lessons learned about the people skills needed to be an effective leader.  He talks specifically to veterans and techies.

Highlights:

Q: How did your varied experiences lead you to be the CEO of the Veterans Chamber of Commerce?

“I’ve been teaching since I was a teenager.  I always wanted to teach.  My first class was teaching adults how to get their GED, and I loved it.  Then life comes around and you start going in different directions and I started doing business and teaching business.  I always enjoyed doing business. It gave me the opportunity to try things out.  One thing I’m not afraid of is failing.  Learning has always been part of my life and I’m always moving forward.”

Q: Certainly, people in the military have had experience conquering their fear. How does that help them when they transition to the workplace?

“When we get out of the military, when the vast openness comes in and we go from having one, two, or three options to having a hundred, five hundred, or a thousand options, that becomes the challenge.  Regrouping becomes the issue and the mission.  We all feel that way. One hundred percent of people I talk to feel that way, of feeling lost, and wondering what to do now.”

“When we are in the military, we have a purpose.  We have an identity.  When we get out of the military, that identity has shifted and maybe even disappeared. Coming out you are somebody different.  It brings up so many questions.  That’s what motivates me to really, really want to work with veterans.”

“When we are in the military, we have a good support system.  We have a lot of friends.  The moment we cross the gate, we can’t go back.  For someone who has been in the military for ten years, when they go home, nothing is the same. Things have changed.  Friends may not be there anymore.  Lives have changed.  When we come out of the military, we become a ghost. The new community doesn’t know us. We’re not connected to the old community anymore. What do we do now?  One of the programs we’ve created at the Veterans Chamber of Commerce is to connect veterans to organizations.”

Q: How do you help techie veterans connect with organizations?

“If I’m the person who has the techie skills, I need to understand the person doing the hiring is probably an HR person who is not techie.  The first step in applying a job is the resume.  The resume should have what it is that I know how to do so that anyone can understand it.  Transmitting that message in the way that a nontechnical person can understanding it will give you a leg up.  Communication skills for the techie person, the nerd, are so important.”

Q: What can organizations do to support veterans, such as hire them?

“One thing that organizations should be aware of is that you get the best employees when you hire veterans.  You have individuals who are committed to reach the goal, together, with other people.  They know the team approach.  They always complete their tasks; nothing is left half-way done.  They always follow you; loyalty is huge.”

“When we’re talking about techie people, we know that this individual is going to perform 110%.  They’re going to follow the instructions given.  They’re going to complete the task or the mission the way it’s been presented.  This presents a challenge to the manager, because the manager needs to know how to communicate their message with their vision clearly so that others can understand it.”

Joe talks about much more than just veterans.  To hear Joe’s advice for leaders, like how to motivate techie people and how to delegate, listen to the episode.

Words of Wisdom:

“There’s one thing that stops people from moving forward and that’s the “f” word—fear.”

“Anyone can be trained in a computer language but you cannot train someone in motivation.”

“You get the best employees when you hire veterans.”

Contact Joe Molina or the Veterans Chamber of Commerce:

www.vccsd.org


John Thornburgh: When Nerds Go to Trial



Are you looking for free legal advice?  Tune in as Joanie interviews John Thornburgh, a patent litigator and principal at Fish & Richardson, about the people skills you need if you go to trial over your technology.  Whether you’re suing or being sued, you may end up testifying some day and it’s a totally different language in court.  They don’t speak in binary; interpreting the law lands you smack in the gray area.  This can be difficult for engineers and scientists who are used to being precisely correct or incorrect.  The lesson is that it takes a lot of work to prepare to explain technical things to judges and juries.

Highlights:

Q: Tell us about what you do.

“I’m a patent litigator, so I’m the kind of lawyer who helps to enforce patents in court and defend people who get sued.  I’m not the kind of lawyer who goes and obtains the patents.  We call them ‘patent prosecutors.’ They go to the patent office and file the patents.  Once people have patents, I go out and sue people or defend people.  It involves a lot of technology.  I have mostly over the years worked on computer cases both hardware and software, but I’ve also done all sorts of other things, like recently eye surgery and roller blades and all sorts of technical things.”

Q: What’s the major people challenge that you have to deal with in court?

“Lots of times we go to trial to enforce a patent and some of the jurors will probably have a college education and some will only have a high school education and they’ll be asked to decide which Ph.D. expert is right about some circuit design.  If that sounds hard, it is.  It’s hard for them, but they tend to take it very seriously.  One of our jobs as lawyers is to help our expert witnesses and our client witnesses explain these concepts to ordinary people in a way that will make sense.  We try to be accurate, but we try to focus on the key things that will decide the case and be understood.”

Q: How do you know if the juries understand your message when you don’t get feedback from them during trial?

“That’s really hard because juries are generally not allowed to ask questions or tell you what they think.  There’s a good reason for that.  In our judicial system, in general, we have rules of evidence so only certain questions can be asked.  For example, there’s the rule against hearsay.  You can’t say what somebody else said.  You have to say what’s true that you have personal knowledge of.  You can’t expect jurors to ask proper evidentiary questions, so that’s the main reason they’re not allowed to.”

“In general, it’s up to the lawyers to guess what questions the jurors may be having and ask those.  It’s not a complete guess.  We have experience with this, and we do a lot of tests.  We hardly ever go to trial without practicing in front of a mock jury.”

Q:  What kinds of people challenges come up for witnesses who have to testify in court, who may be engineers, coders, scientists, or inventors who are not expecting to speak to juries?

“We are typically working with engineers and scientists as witnesses, both as client witnesses and expert witnesses.  It’s a very alien experience for them.  Engineers are typically used to working in an environment in which truth is binary, that the circuit is either correct or not correct.  It either works or doesn’t work.  The shades of gray that are introduced by language and lawyers and litigation are oftentimes a challenge for them.”

“They are also challenged by how they may be treated by the other side.  They’re used to being respected and they’re trying to explain something and tell the truth.  Yet, the other side may look for ways to make them look bad and humiliate them.  They need to be prepared for how to deal with that.”

Q: How do you prepare technical people to go to trial?
“We practice cross examinations.  We subject them to the kinds of adversity they might experience.  We try to make them comfortable with the process.  We spend lots and lots of time brainstorming how to explain something complicated in simple language.”

To hear more advice on going to trial and entertaining stories that illustrate his points, listen to John’s interview.

Words of Wisdom:

“The truth is complicated.”

“A lot of times the jury may not understand the details, but they will understand the body language.  Don’t be argumentative.”

“You have to be careful about analogies.  Every analogy usually breaks down at some point.”

“It’s unlikely in normal technical work that anyone is quite out to twist their words as an opposing lawyer may be.”

“Lawyer shows on TV are not accurate.”

Contact John Thornburgh:

Email: thornburgh@fr.com

Website: https://www.fr.com/john-w-thornburgh/


Jamie Leben: The Joy of Connecting with People



Joanie has a conversation with Jamie Leben, serial entrepreneur and co-founder of the Loveland Makerspace.  A self-proclaimed nerd, Jamie has developed from a socially awkward kid to a community builder.  He has a strong sales background as well.  As a community leader, he exhibits humility, gratitude, teamwork, and giving.

Highlights:

Q: What is a Makerspace?
“It’s simply a community workshop.  Makerspaces have been around for roughly twenty years, worldwide, starting back in Berlin and MIT, for example.  You’ll also hear the term ‘hackerspace’.  It’s a place where we do our best to make access to prohibitive tools, a workspace, and a community of people working on projects and hopefully motiving each other.  We make that accessible physically and economically as well.  The Makerspace is a volunteer project of mine.  It’s my volunteer passion project.”

Q: Why is the Makerspace such a growing phenomenon globally?

“There’s been such a development in technology and tools.  Computer controlled machines have come down in price such that most people can pool together to afford them, but they are often too large to fit in a person’s house.  We pool resources to share tools.  The resources are also available to the community.”

Q: What people challenges come up at your Makerspace?

“We have people of all ages, some very smart people, people who are very good with mechanical tools, some people on the spectrum.  There’s interaction between people with different perspectives.  In return of all that ferment and the different personalities, you get some wonderful things that come out of it.”

“For instance, our Makerspace has birthed several companies.  It’s like a ‘try before you buy.’  You might think, ‘I’ve worked with this person on volunteer projects and I know I can spend hours a day grinding away on something that makes us success and I might like working with this person.’”

Q: How do you create an environment where people want to interact with each other across traditional boundaries, like age and culture?

“They look for hierarchy.  I say, ‘no this is our place.’  We have a do-ocracy.  We do things.  This is our community, if you see something you want to engage in, please do it.”

Q: What kinds of conflicts have come up and how did you move through them?

“This is an interesting challenge.  Sometimes it’s a case-by-case basis.  If I don’t have the emotional bandwidth to deal with it, my colleague being able to take it on and deal with it is important.  It is a team effort.”

“The first rule of the Makerspace is The Golden Rule, or ‘don’t be a jerk.’ Having the diverse experience and backgrounds of people who can say ‘I’ve got this, I’ve seen this before, let me give this a try’ helps in dealing with conflicts that arise.”

To hear more about Makerspaces, the benefits from being a member of one, and the joys and challenges of leading one, listen to the episode.

Words of Wisdom:

“You have things to share with me, I have things to share with you.”

“Surround yourself with smarter people and listen to them.”

“Be a mentor, not a hero.”

“Being able to laugh at yourself really helps.”

Contact Jamie Leben:

https://jamieleben.home.blog/
https://www.linkedin.com/in/jamie-leben-5253a061/
https://www.facebook.com/jamie.leben
https://twitter.com/jamieleben


Nick Armstrong: Super Skills for Super Leaders



Joanie interviews Nick Armstrong, a Super Nerd who founded Fort Collins Comic Con.  It’s a completely volunteer-run Comic Con that donates all of its proceeds to the local library reading programs.  It has burgeoned into a thriving, welcoming community of generous geeks who bring joy to themselves and the broader community.  It’s also a very affordable Comic Con.  Listen to Nick’s story of how he started this venture and what led to its success.  By the way, he also started FoCo TEDx and there’s a story about that too.

Highlights:

Q: How did you come to found Fort Collins Comic Con?

“I almost died.  I was a really horrible programmer for about two years.  They paid me to stop.  I had nine jobs during that time and was only fired from two of them.  It’s what most Millennials do.  It was after my last job and I didn’t feel well.  My stomach ache never went away…  My appendix almost burst.  The doctor came over to me after the surgery and said ‘What are you doing with your life?  You just got a second chance.  What are you going to do with it?’  I didn’t know.  And then I decided to start my own company.”

Soon after, “the Fort Collins Library District said, ‘We’d like to do something big for our summer reading campaign.  What have you got?’  I said, ‘Let’s make a Comic Con!’  Like any successful business venture, we recruited a bunch of people who could do it better than us.  It’s 100% volunteer run.”

“The idea of the value of a dollar: if you donate it to the Food Bank, they make five meals out of that.  At Comic Con I wanted to make sure we stuck to that core value of you have something to come to as a geek and you don’t have to pay a lot for that platform.”

“We focused on the fun and kept it family friendly.  It’s super affordable.  For less than a hundred bucks, you get a family of four in.  We donate every dollar we make from our Con to the library.”

Q: What kind of people skills come up in Cos Play?

“It takes a lot!  A lot of people think you can just go to the Halloween store to get a costume, but you can’t.  People usually make their own from scratch.  It takes a lot of creativity.  You have to be able to imagine that other half of the costume that you’ve never seen on the screen.”

“The Cos Play community, in particular, teach other cos players the tricks of the trade.  They work well together.  We’ve got some amazing talent and they are so generous with their time and their talents.  Extending that to the larger community to bring joy to people’s lives.”

Q: What people skills have you developed to lead people?

“I always look at the Star Trek characters to emulate their skills.  They all have their different style.  Each character has their own temperament, and each is adaptable is some way.  Star Trek really lends itself to leadership abilities and competency.”

“Growing up I had a lot of really strong female role models.  Business leaders and mentors, who when I was creating my business, were key in creating the sense of community and allowing the people who really shine at something to step forward and do their thing without machismo getting in the way.  I owe a lot of credit to, not only fictional people, but real people.”

Q: How do you make money?

“The thing that allows me to be generous with my time and money is that I have clients that I work with on a number of things, on marketing and marketing strategy, and I create events for them that have the same impact that Comic Con has for us.”

Listen to the episode to hear more about the impact that a volunteer-run Comic Con has.

Words of Wisdom:

“I don’t have ton of control and I think that’s a great thing.”

“The things that have turned out really great are the things that I’ve invited other people into.”

Contact Nick Armstrong:

Website: https://wtfmarketing.com/

Email: nick@wtfmarketing.com


Vidya Dinamani: Connecting with Product Managers



Joanie interviews Vidya Dinamani, founder of Product Rebels.  Vidya uses her impressive experience in product management to teach others how to do it.  She calls herself a fully qualified nerd, having started her career coding, with a physics degree in her pocket.  Vidya is quite articulate and has really nailed how developers and product managers can work together successfully.  She doesn’t go with the canned messages, but rather has her own that will no doubt resonate with you.

Highlights:

Q: What kinds of nerds do you work with?

“I have been very lucky to work with some really awesome nerds, some really smart people. I worked at Intuit for ten years. Intuit attracts great people—engineers, designers, researchers, product managers.  There really isn’t a dud among them. At Mitchell, I worked with product design teams.  I’ve worked with and coached hundreds of product managers.  We always extend to working with engineers as well.  You can’t have one without the other; it’s symbiotic.”

Q: What do you mean by product management and design being like a marriage?

“Think about it.  You spend more time together than you probably do with your spouse.  It’s like a marriage whether you like it or not.  When I think about a great relationship, a great marriage, I think about having someone on your side, someone who’s got your back.”

Q: What kind of challenges tend to arise in this relationship from the product management perspective?

“A product manager is the representative of the customer at the table.  People who are good product managers take that very seriously.  They take the solutions to make sure they really work for the customer.  When you get deep into your customer’s shoes and see the solutions, you jump into the ‘how.’”

“We’re all problem solvers, as nerds.  This is why we do what we do. We often throw solutions at problems.  That gets us into trouble when we don’t step back.  You’ve got to think about a problem in a way that whether you and your elegant product existed or not, the customer still has the problem.  That’s really hard to do.”

Q: How do you help customers understand they may not know what their problem is?

“A lot of time, asking the customer what they want isn’t the way to do it.  You have to watch the customer in their natural habitat.  You turn these observations into fully formed sentences.  Then the magic of product management happens.  You get “ahas.”  You create hypotheses.  Product managers spend a lot of time testing their hypotheses and then go to the engineers when they’ve figured out the problem. Then they talk through solutions.”

Q: How does trust break down between development and product management?

“It can feel like high-level business speak to say, ‘we’re all on the same team.’  It can feel like something different when you’re trying to get a product out.  The developer is trying to get the best, most elegant solution.  The trust breaks down when they’re being told what to do.  When the trust breaks down, the product manager feels like the only thing to do is to tell them exactly what to do.”

Q: How do you reduce barriers to trust?

“I like decision matrices.  I invite you into my world, but I am the decision-maker.  When it’s my world, I make the decision.  When it’s your world, I can contribute, but the engineer makes the decision.”

To hear more about respecting boundaries, setting roles, and trusting others, and much much more, listen to the episode.

Words of Wisdom:

“Share the pen.”

“You’ve got to be okay with others being wrong and turn it into a learning mindset.”

“You’ve got to be bold to try things you’re going to be surprised with.”

“Ask ‘why’ next time in a meeting.”

Contact Vidya Dinamani:

Website: productrebels.com

Email: vidya@productrebels.com

Twitter: @vdinamani


JV Crum III: Conscious Strategies for Entrepreneurs



Joanie interviews JV Crum III, author of Conscious Millionaire: Grow Your Business by Making a Difference. In nerd speak, JV is a Jedi Master.  Not only has he mastered the art of helping entrepreneurs make money, but he also uses the Force for good.  JV says you have to get in touch with yourself and know what your purpose is before you will be able to take focused action and have the biggest impact. The people skills for this episode center around communicating with one person: yourself.

Highlights:

Q: What is your book, Conscious Millionaire, about and what inspired you to write it?

“It really starts with purpose.  I start in a different place from most people.  Most people start with something external to the entrepreneur: ‘here’s what you need to do, do some research, and build a business based on that.’  I agree you need to do all that, but it’s not step one.”

“Step one starts with what’s that internal sense of purpose that you have that’s within you, that’s bigger than you, that makes your life really meaningful.  If you bring that in at the core of your business, you’re going to create a bigger vision of what your business can be, who you can help, and the impact you can make.”

Q: What does it mean to be conscious?

“It took me a while to figure that out.  I use conscious in three ways.  The first way is that conscious comes out of psychology—being aware, having an awareness of how to build a business.  The second way is visionary consciousness, like Steve Jobs or Martin Luther King or Ghandi’s visions.  This is where disruptive businesses come from.  The third way is social consciousness.  In the past two decades, people have become more socially mindful, but it has also been where big money is being made solving these problems.”

Q: There are so many companies that fail.  What’s your advice to help entrepreneurs thrive?

“Create the business model that will achieve your objectives.  My process is: conscious focused action.  Most people want to skip the conscious step.  That’s where you get clear about your number one priority, whether it’s for ninety days or three years. You can’t take the action until you’re clear about what your number one priority is.”

Words of Wisdom:

“There’s a fulfillment piece out of doing something that matters.”

“Ask yourself: what can you do that can have a thousand times the impact and have a thousand times the revenue than what you’re doing now?”

“The biggest way that you can win involves others winning and society becoming a better place.”

“The entrepreneurs who are just saying “what’s in it for me” are missing the biggest money that’s on the table.”

“You can’t have too much good will.”

Free Gift:

Download JV’s High Performer Formula at ConsciousMillionaire.com/highperformer.

Contact JV Crum III:

Text JV on his personal cell phone at 303-641-0401 and include your name.

Website: ConsciousMillionaire.com