Sep 9, 2020
Part of your role as a leader is
to create an environment where people are performing at their best;
and that means creating an environment where risk is mitigated.
However, how safe is too safe? Google conducted a study that looked
into what defines a high-performing team. When people see each
other as humans first, and coworkers second, it builds
psychological safety. Jim and Jan discuss how to provide clarity
for effective teaming, and the generational perspectives on risk…
and reward.
Key Takeaways
[2:55] Teams that followed the
agenda precisely to a ‘T’ weren’t as effective as those who saw
each other as people/humans first and coworkers second.
[3:40] If you’ve ever watched
elk in the wild, you’ll know that they all face outward watching
the horizon so that the herd has everyone’s back. The same is true
in trusted teams.
[7:05] Find the good in
others.
[7:40] It can be a hard pill to
swallow, but your opinions might be wrong.
[10:15] Jim remembers a time
where he and the neighborhood kids would make up new rules when
they played sports and adapt to different situations being thrown
at them. It seems the younger generation has a harder time working
‘off the cuff’ and this might be why there is a backlash with
safety.
[10:40] There are generational
differences in how risk and safety are viewed.
[11:35] Leaders might be sending
two very different messages to people: We’re saying we need to
hyper-communicate/collaborate with the team, but at the same time
you need to work independently and be resourceful.
[13:25] Remember, risk is
relative. As leaders, we need to be hyper-vigilant of what that
looks like to different people.
[18:10] Really pay attention to
the assumptions you and others make. You break out of this by
having difficult conversations.
[23:10] Argue as if you’re
right, but listen as if you are wrong.
[25:50] Stoicism is a balancing
act. You don’t want to completely control your emotions where you
feel nothing. It’s about recognizing them and responding to them
without impulse.
[28:45] You own the
responsibility to be clear to your team. When you have empathy for
the members of your team and the kind of journey they’re on, you
will have much more success getting alignment and engagement from
your people.
Quotable Quotes
- “Argue as if you’re right, but listen as if you
are wrong.”
- “We
have a whole bunch of biases. Check them at the door.”
- “Hold
your views lightly.”
- “Do
we pick actions that are for the greater good or do individual
needs or rights — do they take precedent?”
Resources Mentioned
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