Thursday, September 7, 2017
A recent Harvard Business Review article shares some research on how to engender psychological safety from a study on high-performing teams at Google:
1. Make friends with conflict as a collaborator, not an adversary. Ask yourself, what is trying to happen here vs. what is wrong.
2. Speak human to human. Meet each other as equals in your humanity regardless of title, class, gender, culture. Instead of thinking you are higher (better) or lower (worse) ask how is this person just like me?
3. Anticipate different perspectives. Focus on content not identity.
4. Replace judgment with curiosity. Go for understanding vs. being right.
5. Invite and give feedback. Illuminate blindspots productively. Capture lessons learned. Correct vs. punish.
6. Create team agreements on how you will handle conflict and mistakes.
Click here for the entire article "High Performing Teams Need Psychological Safety" by Laura Delizonna
Thursday, August 24, 2017
He lyrically asserts that what we desire of the world and what it desires of us will not happen as we would like because we tend to follow "three abiding manufactured illusions."
If we believe that "we can somehow construct a life in which we are not vulnerable, will not have our hearts broken and can plan enough and arrange things to see our path from end to end" we are bound to miss the magic and the point.
Yet as we are willing to meet ourselves and people, places and things authentically, walk in presence fully grounded in our Being and in choice and release that which no longer serves, each step is revealed and we realize that we already are that which we seek.
Check out David's recent Ted Talk for more.
Thursday, August 17, 2017
It helps mitigate common leadership traps such as:
- Trying to control outcomes or people
- Solving the wrong problem
- Going for decision speed over understanding
- Discussing being perceived as agreement
- Explaining, blaming or justifying low performance
- Ignoring, complying or protecting the emotional state of stakeholders
- Defaulting to limited solutions
- Focusing on the future without consideration of the past or present
- Wasting time second guessing decisions
Slow down to go fast and focus on what you can influence by clarifying 4 things:
G-Goal Seek clarity and alignment on the what and why
R-Reality Discuss and name context or what is going on (vs. what is wrong) including constraints, barriers, perceptions, experiences, environment, marketplace, what is working, what is not, etc.
Do not go to O until you are clear and aligned on G and the stakes are lowered or acknowledged regarding the R. You may need to change the G.
O-Options Explore alternatives or the how based on G&R
W-Way Forward Identify the who, when, where and support needed
The more time you spend on G&R the better and faster the O&W. Try it to find out!
Thank you Amy for the resource.
Thank you Amy for the resource.
Thursday, May 4, 2017
1. What surprised me today?
2. What moved me or touched me today?
3. What inspired me today?
Try it each night for a month and notice what happens to how you sleep, wake up, move through your to do list, interact with others and evaluate your impact. You may find your work is filled with more meaning and humanity than you realized!
For more info check out: Rachel Remen