Leading Questions Podcast Dawn Kuczwara and Jer Lance

It's time to talk about No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Miller

 
Our next will be Upstream: The Quest to Solve Problems Before They Happen by Dan Heath

In this episode, we answer the question:
During a recent job interview, I was asked "what values are most important to you as a leader"? What am I supposed to do with that? I was thrown, and I think it hurt me in the interview. I didn't get the job.
We discussed "Values Inventory" websites in this episode - here's one that you can use, although there are a bunch of others out there. You don't have to use this one. Use whichever one you like - we're not your mother:
https://www.lifevaluesinventory.org/
Popinjay (n.): a person given to vain, pretentious displays and empty chatter
Don't forget to read along with us - in our next bookclub we will be discussing No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer.

Our question this episode...
My boss gave me a hugely complicated project that involved coordinating a lot of external vendors. I put in quite a bit of legwork in preparation. A month later, he told me he no longer wants to do it.
How would you suggest breaking this information to all of the vendors I've been coordinating with?
Don't forget to read along with us as we tackle No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer for the bookclub!

Let's discuss Tribes by Seth Godin.

Next up - No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings & Erin Meyer

This episode's question...
 
My position is cross-functional - I work with people from across the business in a multitude of disciplines. One of the people that I interact with has no boundaries - he is constantly working, day and night and weekends. While that may work for him and his leader, it's not how I and my team operate. Additionally, he refuses to communicate with anyone over anything but a call or meeting. The problem comes in when my team needs to interact with him. He expects others to act the way he does - he sends out emails on Saturdays and Sundays demanding a call over the weekend, he expects others to be available at any time, anywhere, with no regard to their schedules. If they respond that they are booked or unavailable, he replies "It will only take a few minutes." This guy is the core of several projects, so we MUST interact with him, and his leader isn't really - he doesn't coach or train his team and refuses to deal with problems head-on, assuming they will just work themselves out. How do I reign this guy in and protect my team from his craziness?
In case you're looking to make a Pink Squirrel for yourself after hearing about it, you can find the recipe over on Liquor.com.

Don't forget about our bookclub! We're currently reading Tribes by Seth Godin

This episode's question...
Recently, a former team member interviewed for a postion at my new company. Previously, this person had certain challenges that made them difficult to work with. I have concerns about them bringing those same issues with them now. I asked them about the issues, and they acknowldged the issue and discussed how they had grown from there. I'm skeptical. How do you balance knowledge you have of a person from the past and what they describe of their growth path over the years between then and now when deciding on whether or not to hire them?
Don't forget about our bookclub! We're currently reading Tribes by Seth Godin