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.
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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.
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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.
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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.
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Article by Carolin Webb for McKinsey Quarterly
Patrick Lencioni is the author of several bestselling books, including “The five dysfunctions of a team”. In this entertaining talk he speaks about the essential elements for high performing teams. I also highly recommend reading his book “The Advantage: Why Organizational Health Trumps Everything in Business” in which Patrick provides a foundational construct for conducting business in a way that maximizes human potential and aligns the organization around a common set of principles.
Watch 39 Min Video
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A recent meta-analysis confirmed there is a positive relationship between how much team members trust one another and the achievement of team goals. What’s more, it seems trust between team members is related to team performance even when you take into account other factors, such as trust in a team leader and past team performance. Trust seems to matter most for teams that concentrate decision-making responsibility amongst a small group and least for teams where individuals can work relatively independently to complete their work.
The role of the leader is changing, yet it’s more important than ever. To create adaptive organizations, leaders need to actively shape an open culture that fosters collaboration and builds trust.