Why do we do this?
We interview great leaders, review the books they read, and speak with highly influential authors who study them.
How we do this?
#1 We interview great leaders.
#2 We review the books great leaders read and write.
#3 We have fun!
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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