How Can I Build Credibility with My Team?

Coaching Real Leaders

Harvard Business Review / Muriel Wilkins

Executive, Business/careers, Leadership, Careers, Business/management, Sessions, Hbr, Coaching, Review, Society & Culture, C-suite, Leaders, Harvard, Business, Management

4.8 • 660 Ratings

🗓️ 27 June 2022

⏱️ 48 minutes

🔗️ Recording | iTunes | RSS

🧾️ Download transcript

Summary

She took on a leadership role as a scrum master because she wanted a new challenge. But after a few months on the job, she worries that she lacks the technical knowledge and years of experience to truly lead her team. Host Muriel Wilkins coaches her through how to build credibility with her older, more experienced colleagues.

Transcript

Click on a timestamp to play from that location

0:00.0	HBR Presents.
0:03.0	I'm Yario Wilkins and this is Coaching Real Leaders, part of the HBR Presents Network.
0:18.0	I'm a longtime executive coach who works with highly successful
0:22.2	leaders who fit a bump in the road. My job is to help them get over that bump by clarifying
0:27.5	their goals and figuring out a way to reach them so that hopefully they can lead with a little
0:32.5	more ease. I typically work with clients over the course of several months, but on this show, we have a one-time coaching meeting focusing on a specific leadership challenge they're facing.
0:48.3	Today's guest is someone will call Yara to protect her confidentiality.
0:53.0	She's based in the Middle East and recently changed careers.
0:56.0	Her previous role felt a bit routine and she wanted a new challenge.
1:01.0	I was seeing all people getting into the software development and hearing a lot about software
1:06.0	development and how it's booming and how it's that challenging industry. And I'm a person who really
1:13.1	likes to be challenged. So I applied for this job from Master Team Lead role. I studied for the
1:22.0	agile certified practitioner. I got the certificate and I applied for the job. It's something new to me.
1:30.5	And I like it because there is a lot to it that I didn't know about and it's a whole new way
1:37.1	of working. She chose to become a scrum master in particular because it felt more suited to her
1:42.7	personality. The scrum master has to be the one who's removing impediments,
1:49.0	who's caring a lot for the team, always working to help the team
1:54.0	reach their maximum efficiency,
1:58.0	deliver the highest value, and so on. I wanted the part of removing impediments being
2:07.2	the mother of the team and solving all their issues, all their blockers that we're facing,
2:14.3	help them get their work done very smoothly, and actually protect them as well from any
2:22.1	distractions outside the team.
	...

Please login to see the full transcript.

Previous episode | Next episode

Disclaimer: The podcast and artwork embedded on this page are from Harvard Business Review / Muriel Wilkins, and are the property of its owner and not affiliated with or endorsed by Tapesearch.

Generated transcripts are the property of Harvard Business Review / Muriel Wilkins and are distributed freely under the Fair Use doctrine. Transcripts generated by Tapesearch are not guaranteed to be accurate.