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5 things, Wed 19th June 2019
- 1. 5 key takeaways from top-notch nonfiction
- 2. Hi – What’s this all about, huh Danae Shell, The Fearless Organisation Andy Irvine, A More Beautiful Question Kate Ho, The First 90 Days Ask us anything (kinda) fin. Agenda(ish) 8:15 8:20 8:25 8:30 8:35 8:55
- 3. 5 things about The Fearless Organisation
- 4. A book about Building happy, productive teams who can innovate through uncertainty.
- 5. The highest performing teams report the most mistakes. 1. 2 3 4 5
- 6. Managers are treating knowledge workers like 19th-century factory workers. 1 2. 3 4 5
- 7. Psychological safety exists at the team level, not the company level. 1 2 3. 4 5
- 8. To build psychological safety, set context and urgency for feedback. 1 2 3 4. 5
- 9. There are three types of failure: preventable, complex, and intelligent. 2 3 4 5.
- 10. The best teams talk about their mistakes without fear. Fear is the mind-killer for knowledge-workers. Low psychological safety can lurk in “good” companies. To build psychological safety, normalise uncertainty. Don’t treat complex failures like preventable ones. 1. 2. 3. 4. 5.
- 11. 5 things about A More Beautiful Question
- 12. A book about Seeing things differently by asking better questions
- 13. If you want do something interesting, stop accepting reality 1. 2 3 4 5
- 14. Challenge the status quo by asking 3 types of question: Why, What if, and how 1 2. 3 4 5
- 15. School is designed to stop us asking questions. 1 2 3. 4 5
- 16. The art of asking questions can be encouraged and taught 1 2 3 4. 5
- 17. Businesses should reward better questions, not better answers 2 3 4 5.
- 18. Do something interesting: Don’t accept reality Challenge the norm: Ask Why, What if, and how School is designed to stop us asking questions. Encourage questioning Businesses: reward questions, not answers 1. 2. 3. 4. 5.
- 19. 5 things about The First 90 Days
- 20. A book about How to make an impact early in a new role by effectively navigate the organisation
- 22. Set yourself milestones for value delivery 1. 2 3 4 5
- 24. Know that you need to own negotiating success with your boss 1 2. 3 4 5
- 25. 5 Conversations Situation: How does your boss see the company situation and how they want you to contribute? Is your project a startup? A turnaround? Accelerated growth? Realignment? Sustaining success? Expectations: What are you expected to accomplish? Aim for early wins, identify untouchables, educate your boss, clarify, clarify, clarify Resources: What resources do you have at your disposal? Financial resources, technical support, expertise? Style: How can you best work together? Scope out dimensions of decision making; adapt to your boss’s style, surface difficult issues Personal development: What is going well? And what do you need to do differently? Asking for feedback and developing new skills required for your new role
- 26. Action is not always better; in the early days, put time in to learn the history, challenges and opportunities 1 2 3. 4 5
- 27. 1. What are the biggest challenges the organisation is facing (or will face)? 2. Why is the organisation facing these challenges? 3. What are the most promising unexploited opportunities for growth? 4. What would need to happen for the organisation to exploit the potential of these opportunities? 5. If you were me, what would you focus your energy on?
- 28. Create Alliances - understanding the influencers will help you be more effective 1 2 3 4. 5
- 30. Secure early wins by delivering change in waves 2 3 4 5.
- 32. Set yourself milestones for value delivery Know that you need to own negotiating success with your boss Action is not always better; in the early days, put time in to learn Create Alliances - understanding the influencers will help you be more effective Secure early wins by delivering change in waves 1. 2. 3. 4. 5.
- 33. THANKS!
Editor's Notes
- In the original study of hospital workers, they assumed that the lowest mistakes would be from the best-performing team but actually found the opposite - in trying to figure out why, they stumbled on the idea of psychological safety. The highest-performing teams don’t make the most mistakes, but they do report the most because they don’t fear reporting and learning from those mistakes and see them as an essential part of getting better.
- We are living in a VUCA world and running companies with nowhere near the amount of certainty. Volatility Uncertainty Complexity Ambiguity There are no playbooks, experience has a strong survivorship bias, and the only way to succeed in a VUCA world is to learn and innovate which you can’t do if you’re afraid. And you can’t learn or innovate if you are afraid - fear directly limits problem-solving, insight and creative thinking.
- Signs that there’s low psychological safety: “It’s not worth saying anything” A team full of workarounds People won’t correct their boss publicly People are afraid to say things without checking with their boss first
- Acknowledge VUCA Explain how important their feedback is and why it’s essential in a VUCA world Invite feedback and build it into your processes - “my door is always open” isn’t enough Positively reinforce any feedback you get
- This is important context to set - people may feel like failure is preventable when it’s really complex, and feel terrible when something goes wrong. Ask yourself, “How is this our fault in the leadership / management team?” and start from there with complex failures. And make sure you’re contextualising intelligent failure for what it is.