All in Teams
Our lives and ideas and perceptions are made up of all of our collective experiences, pieced together in different ways, sometimes elegantly, often not.
As such, how we view ourselves is, in many ways, an aggregation of these stories. It's important, then, that we focus on and interpret these stories carefully, as I discuss in today's episode.
We’re at that time of year when young adults emerge from college, armed with their degrees and ready to enter the working world. For most, this is their first real job and they’re both excited and nervous.
In addition, they’re also entering the workforce right in the midst of all the debates about work from home (WFH) has some real benefits but also poses real challenges for the new entrant.
One of the most common conversations you’ll have, as someone who manages others, is the conversation about goal achievement.
That is, what will it take to achieve our goals? What needs to be in place for us to get there? It’s a good discussion (usually) that keeps all of us grounded on the practical steps that should be taken to enable us to get to where we want to go.
At some point, I think we all have to decide if we’re “For-Profit” or “For-Purpose”.
Yes, we can and should be about both, but one has to take precedence in defining who we are and what we’re doing.
To be “For-Profit” is to be focused on the numbers.
Self-awareness is a tricky thing.
I mean, we intuitively recognize its importance, but truly practicing it - balancing it - is another thing altogether. Certainly, we’ve seen examples of folks who run the entire spectrum.
Those who are like a bull in a China shop, completely oblivious to whatever anyone around them says or thinks - or perhaps they are aware but simply don’t care or believe it’s necessary to consider their views.
From early on, we’re taught to be “good” at our work which typically translates to developing strong, technical expertise.
We’re required to learn the right processes, the tools to be deployed and the results to be achieved as a result of following that process.
If we do this well, we’re hailed as ‘process experts’ which, generally speaking, is a good thing.
Confidence and volume are two separate ideas, but often, when it comes to our communications, we tend to conflate the two.
There is a material difference and, as I discuss in today's episode, it's important we work to understand that distinction.
I’ve always held to the view that the root cause of poor behavior (towards others) is low self-esteem. That’s always made sense to me: if we don’t have enough self-confidence or belief in ourselves, how can we expect to accept others’ (differing) perspectives - and not react in some way?
Well, Adam Grant posited a somewhat different - perhaps a more nuanced - point of view, based on research published in journals such as Psychological Review.
How we spend our time on a day to day basis is materially influenced by the extent to which we're responding to signals or to noise.
In today's episode, I speak to the need to think about which cues we pick up and what we react to - the signals versus the noise.
Trevor Noah once referred to our culture as our operating system, one that we're rarely even aware of.
That's an apt explanation of the role and value of culture. It's something that can make us - but just as equally, it can break us.
I’ve been mulling over this tweet ever since it was posted about a week ago:
“Every time I have a programming question and I rly need help, I post it on Reddit and then log into another account and reply to it with an obscenely incorrect answer. Ppl don’t care about helping others but they LOVE correcting others. Works 100% of the time”
Culture matters. They define whether an organization will be successful or not.
But, as I discuss this in episode of the podcast, cultures aren't created overnight - they take intention, strategy and work to build. I share several strategies to help build great cultures.
There’s a golden rule that applies in all aspects of our professional lives:
Look for agnostics, not atheists.*
An atheist is someone who is convinced that there is no God, while an agnostic is someone who neither believes nor disbelieves that God exists.
That’s a meaningful difference in perspective.
As we continue on our long, meandering path out of the pandemic, one thing that (I believe) is here to stay is the idea of Work From Home (WFH). In fact, if anything has seen a tidal shift over the last two years, it’s the very idea that WFH can be a viable practice.
Yes, I realize that many folks had been practicing the concept for some time prior, but it really wasn’t an accepted practice before the pandemic.
Rivalries in sport and in business are fueling mechanisms.
They spur us on to stay alert, work harder and innovate more deeply, to ensure we stay ahead of our competition. More often than not, that’s defined as one or two specific competitors. In that respect, competitive rivalries are a good thing - they keep us focused on the end goal and make us better. The greatest rivalries are the stuff of legend.
The idea of balance - and its importance - is discussed by all and sundry as being key to a healthy life. And it is - in the long term.
But in the short term? Balance doesn't move you forward, and it doesn't help you achieve greatness, as I discuss in today's podcast.
In the list of priorities of any organization, and specifically the management team, keeping everyone happy cannot be high up there. Any mission and its related strategy will - if done with concerted intent, structured focus and ability to execute in mind - polarize. That is, it will have its proponents and its detractors.
And if you, as a leader, have done your homework and have determined that that strategy is fit for purpose and the best path forward, then bringing everyone along cannot be a priority.
One of the hardest but most valuable abilities we can develop is the ability to maintain strength in our convictions, our beliefs and our vision. This is true in all walks of life, but particularly so where you’ve been tasked with achieving a specific objective or leading a team towards a particular end goal.
In that quest, you are called upon to define the specific path, chart out how best to navigate it, and then, as you embark on the journey, bring others with you.
Judging someone's character is a difficult thing to do. A one-off incident or action shouldn't be taken out of context (with a few exceptions) and presumed to represent the entirety of who someone is.
But patterns are different. If the behavior is repeated, if it's recurring, it tells you something. Patterns matter.
There’s an adrenaline rush, a state of heightened performance, that comes with growth, when things are going well. It’s a positive state because it’s a sign that others value what we’re doing and, by definition, in increasing numbers.
All of us want that kind of growth for our enterprises (and ourselves) because it is a sign that things are working. That kind of growth motivates the organization and pushes us to believe, commit ourselves and achieve more. All good things.
