The goal of good decision making is to get as many views as possible to make informed decisions with speed.
If everything is important, nothing is.
Informing has its place, for sure, but two-way interaction is the best way to get buy-in and commitment.
We need to engage in “deeper, richer collaborations with people we often have no control over to fulfill our mission.”
Resilience is more than just “working smarter”
Micro-affirmations are visible signs of support, and include nodding, smiling and looking interested.
Research shows teams perform best when there’s equal participation from everyone.
Courage is contagious.
When we process unconsciously, it’s really fast, which often makes it feel intuitive. The key is to check that.
A lack of alignment should be seen as a welcome mat for team conversation about the purpose and how it does or does not align with strategy.
How is your employee’s confidence in their ability to do the job?
Psychological safety exists when It’s supported by management – in words and deeds
Is the job set up that if they do pour themselves into work, it is a meaningful experience?
Workaholism is related to working hard and performing well, it is additionally associated with poor well-being.
We encourage teams to be explicit and set team norms with inclusion in mind.
(or The Underpinnings of Success)
Three lessons from my time at camp
Your “why” can impact how you show up
Are you truly right-sized?
