letter to a new manager

Beyond measure – The secret sauce that makes excellent teams

In brainstorming, Communication, creativity, crisis leadership, emotional intelligence, failure, humility and leadership, influence, listening, teams on July 12, 2015 at 9:10 pm

 

(c) Wayne S. Grazio

(c) Wayne S. Grazio

 

I’m enjoying the new series of short books (long essays really) put out by the TED group. These are single topic books that you can buy for your kindle for approx $10-$15 Canadian. I’ve enjoyed all that I’ve read including this first one called “Beyond Measure.” The book is a good and easy read but I’d welcome a longer treatment of the topic – it’s an important one.

The thesis on this one is that great teams are made by something difficult to measure and this is a strong work culture. The author calls it the secret sauce of organizational life.  Culture is comprised of small actions and though often beyond our control as managers, it is happily non-linear in its spread.

You can create a strong work culture by building trust in an environment that generates the best ideas.

Unhelpfully. our brains like efficiency and search for matches including in hiring when we tend to hire mirrors of our selves not people who will help us be windows to the outside world. This means we don’t get the best ideas.

To generate a stronger team culture where new ideas are introduced including ones that will run against the grain, we need courageous leadership.  This is a culture that will see people calmly raise issues and concerns. Unanimity is a sign that participation isn’t really whole-hearted. (She uses harrowing examples of plane crashes caused by bad work cultures and lack of communication, to illustrate this point).

She makes a good point there is often more give in most systems than we’d expect for raising new ideas.  The challenge is to solicit discomforting data which will help us elaborate what we’d see if we were wrong.  She uses a great example of US intelligence sniffing out the end of the cold war in her text.  Basically, the top gun had been told that the cold war was in full force but when he stated probing if contrary data was available he found it. (meat being stolen from trains with no state recourse).

Hearteningly, she tells us what it takes to get collective intelligence in a team:  ensuring each person speaks an equal amount of time, getting a group that is socially sensitive (to needs of others, group dynamics) and groups that include more women (this is thought to be linked to the second element).

The higher the social capital of a group, the better it can deal with conflict. The capital is created through a culture of trust and the ability to build on good ideas to make them even better.

Finally she cites “Project Oxygen” the study Google did on what makes a good manager. Subject matter expertise was found at the bottom of the list which was a surprise to many. At the top, good managers were ones who believe in and care about their staff and take an interest in their lives and allow employees to sort things out by asking them questions instead of giving direction.

Getting to yes with yourself and other worthy opponents

In anger and leadership, Communication, empathy, mindfulness, persuasion on July 5, 2015 at 9:00 pm

Getting to yes with yourself and other worthy opponents by William Ury

This is a review of a recent read billed as a prequel to Getting to Yes the famous negotiation text that focuses on finding solutions of mutual agreement. I liked it because it knitted together other books that have changed my thinking such as the Art of Possibility and texts on non-violent communication.  The book is about exploring how much of a negotiation is within your own control including attitudes and behaviours.   Most powerful for me were two bits: 1) the reminder that we can find ways to create shared value to overcome scarcity thinking (the win/win/win approach – where are winning for each party and the greater good).  For example a union/management dispute might focus on the customers and 2) the exploration about self care through mediation as a path to creating space for empathy for others.

The book is framed around six tenets and largely illustrated with a combination of stories from negotiation in high stakes conflicts and raising a daughter who has required 14 major surgeries. I think it might have been a slightly richer read of you had “Getting to Yes” fresh in your mind but is a stand alone book.

1) Put yourself in your shoes

This is about holding true to what you really need and remembering that only one person is needed to transform a relationship.

2) Think about your best alternative to a negotiated agreement.

This is about making an unconditional commitment to take care of your own needs no matter what other people do. This gives you confidence of an alternate plan and less dependent on others to meet your needs though the alternatives may not be obvious or easy

3) Reframe your picture

This is about seeing the world as a place of safety and saying “yes” to the world the way it is. If you see the world as hostile you will react differently than if you see the world as friendly.  With exceptions, we are generally more resilient than we’d imagine and significant events, good or bad will not have a lasting effect on our happiness (whether you lose both legs in an accident or win the lottery, researchers have found that people have the same level of happiness a year later). Most of our losses and worries are overblown. Some conflict is because we think that only another person can make us happy, especially through relinquishing when we have more capacity within our selves for making happiness.

4) Stay in the zone

This is about trying to put ourselves in a place where we can neutralize reactions and access our natural creativity. We want to try to be in a state of relaxed alertness so we can look for the present opportunity – we can see openings if we are in a place to see them.

We are trying to let go of our internal resistance that takes the form of resentments of the past and anxiety about the future. We need to trust the future and have confidence can meet challenges. Having trust is not a one time shift in attitude – we have to constantly choose between fear and trust. We are destined to lose many things so goal is to focus on what lasts and accept what passes

On a practical level, staying in the zone requires us to:
– observe the fear and release it
– take deep breaths
– use simple reality testing questions to determine if threats real or imagined?

5) Respect even if…

Respect and give positive positive attention without feeling the need to like a person or behaviour. We are saying yes to a basic humanity that exists in all of us. Having capacity to extend this respect is related to meeting our our own needs – meditation enhances our ability to see others and dissolves artificial social distinctions to increase elemental respect.

6) Give and receive

The biggest driver of win/lose thinking is scarcity thinking. It would be better to look at ways to expand the pie to sufficiency and even abundance before you divide it. Move from giving and taking (win/lose) to win/win/win thinking. Go from taking to giving and creating value for others.

Under stress a fear of scarcity can take over and we will only create value for ourselves and not others If we feel satisfaction and sufficiency we can address needs of others.

An attitude of giving is to:
– give for mutual gain, give for joy and meaning, give what you are here to give.

Persuasion

In Communication, influence, persuasion on May 25, 2015 at 8:00 pm

A whiteboard video on persuasion summarizing many years of study on the the psychology of persuasion.  Also the key components from a book that is on my “to read” list.

The key shortcuts to persuasion are:

– reciprocity
– scarcity
– authority
– consistency
– liking
– consensus

Though it’s useful to have shortcuts that can be used ethically to influence, I have likely benefited more from reading about how to communicate with people in a way that is compelling  (like the Heath brothers’ work, Made to Stick).

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