As teams become the core unit for getting work done in the modern organization, we need to consider how the social experience of being on a team can impact individual engagement levels.
Steve Jobs was a great role model for many things. Original thinking and nonconformity. Seeing the future more clearly than others and working relentlessly to create that future. Obsession with beautiful design and quality. Building a world-class tech company without knowing how to code. That doesn’t mean he was a great role model for how to treat others. Disrupters are often disagreeable. But you can be disagreeable without being an asshole.
Written by Adam Grant, published on LinkedIn
The critical gap often missed when it comes to building empathy is confirming one’s understanding of the situation. You can try to put yourself in what you believe to be the other person’s shoes, but you are making an assumption that you know ‘their shoes.’ All you know is how you think you would feel if you were in their situation based on your lived experience, but that does not mean you understand what they think or how they feel. This is where the concept of building empathy as is often discussed does not fully stand up. It does not work if it is one-sided. It does not work if your interpretation, your assumption, is not correct. It takes two to build empathy.
Written by Stacey Nordwall, published by CultureAmp
Tim Leberecht the author of the book “The Business Romantic” argues for designing organizations and workplaces that celebrate authenticity instead of efficiency and questions instead of answers. In this talk he proposes four (admittedly subjective) principles for building beautiful organizations and leading with beauty.
Watch 12 Video by Tim Leberecht, published by TED
Despite your best intentions and efforts, it is inevitable: At some point in your life, you will be wrong. But mistakes can be hard to digest, so sometimes we double down rather than face them. Our confirmation bias kicks in, causing us to seek out evidence to prove what we already believe. Psychologists call this cognitive dissonance — the stress we experience when we hold two contradictory thoughts, beliefs, opinions or attitudes.
Written by Kristin Wong for The New York Times
What factors play into turning a group of individuals into an engaged, high-performing team? In his talk at BetterWorks Goal Summit 2016, Google’s VP of People Operations Prasad Setty dives into Google’s best practices and recent research on the driving forces behind team effectiveness.
Watch 42 Min Video published by Better Works
A lack of conflict isn’t necessarily a sign of a like-minded, fully-aligned group with a project that is humming along smoothly. On the contrary, it usually means that essential conflict isn’t happening, resulting in disengaged team members and the rare, honest conversations happening in the shadows.
Written by Carolyn Kopprasch, published on OpenBuffer
In this talk leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”
Watch 45 video published by 99U
Startups don’t always fail because of a bad product or no market. Most of the time it’s due to human factors. The awesome part about realizing this is that it’ll help you avoid making these mistakes with your own team.
Written by Hiten Shah, Co-Founder of KISSmetrics and Quick Sprout
Evidence shows colleagues will behave more like their best selves, more of the time, if leaders take a few modest steps to foster an environment where people’s brain’s aren’t overloaded—more focused on rewards than threats—and have their fundamental social needs met. With a little behavioral science in their toolkit, leaders can build a more productive team—and a happier one at that.