opic: Dealing with uncertainties (Rope Play) ✅🔒 Duration ~ 6 mins Charles needs your help today to develop adaptability. Ready to support Charles in this journey toward building flexibility? Let’s go. Meet Charles Charles is a first-time engineering manager who has recently been assigned to lead a team. Charles has exceptional planning skills, which has earned him a reputation for being detail-oriented, organized, and methodical. However, as Charles prefers to plan things meticulously, he finds it challenging to handle last-minute change requests and unexpected surprises. The Situation Recently, a junior associate approached Charles with an additional requirement for an upcoming release. The customer had requested that a manual process be automated. However, due to Charles’ strict adherence to his plan, he snapped and immediately declined the request, causing the junior associate to feel embarrassed and demotivated. Objective of the conversation You are Charles’ mentor and schedule a conversation with a twofold objective: Acknowledge Charles’ strengths of being detail-oriented, organized & methodical. Help Charles become more comfortable with uncertainties and unexpected demands. After watching this video, click on start the conversation and have a conversation with Charles

视频信息

答案文本 复制

视频字幕 复制

Meet Charles, a first-time engineering manager known for his exceptional planning skills. He is detail-oriented, highly organized, and methodical in his approach. However, Charles struggles when faced with unexpected changes and last-minute requests, which creates stress and challenges in his management role. Recently, a challenging situation arose. A junior associate approached Charles with an additional requirement from a customer - they wanted to automate a manual process for the upcoming release. Due to Charles' strict adherence to his meticulously planned schedule, he immediately snapped and declined the request. This reaction left the junior associate feeling embarrassed and demotivated. Think of management like holding a rope. Charles' approach is like gripping the rope tightly - he has complete control and rigid structure, but the rope breaks under unexpected pressure. A more flexible approach is like holding the rope with a looser grip - it's adaptive to changes, maintains connection with the team, and can absorb unexpected forces without breaking. Here are practical strategies Charles can use to build adaptability. First, incorporate buffer time planning by building fifteen to twenty percent buffer into project timelines and expecting the unexpected. Second, establish regular check-in points with weekly review sessions. Third, reframe his mindset to view changes as opportunities rather than threats. Finally, practice delegation and trust by allowing team members to handle smaller changes while focusing on strategic decisions. To summarize what we've learned: Charles' planning skills are valuable and provide structure and clarity. Flexibility complements planning rather than replacing it. Small changes in approach can prevent team demotivation. Building buffer time and regular check-ins creates space for adaptation. The ultimate goal is balanced leadership that is both planned and adaptable. Recently, a challenging situation arose. A junior associate approached Charles with an additional requirement from a customer - they needed to automate a manual process for the upcoming release. Due to Charles' strict adherence to his meticulously planned schedule, he immediately snapped and declined the request. This reaction left the junior associate feeling embarrassed and demotivated. Think of management like holding a rope. Charles' approach is like gripping the rope tightly - he has complete control and rigid structure, but the rope breaks under unexpected pressure. A more flexible approach is like holding the rope with a looser grip - it's adaptive to changes, maintains connection with the team, and can absorb unexpected forces without breaking. Here are practical strategies Charles can use to build adaptability. First, incorporate buffer time planning by building fifteen to twenty percent buffer into project timelines and expecting the unexpected. Second, establish regular check-in points with weekly review sessions. Third, reframe his mindset to view changes as opportunities rather than threats. Finally, practice delegation and trust by allowing team members to handle smaller changes while focusing on strategic decisions. To summarize what we've learned: Charles' planning skills are valuable and provide structure and clarity. Flexibility complements planning rather than replacing it. Small changes in approach can prevent team demotivation. Building buffer time and regular check-ins creates space for adaptation. The ultimate goal is balanced leadership that is both planned and adaptable.