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How To Create A High Performing Team

According to  Ron Ricci  and  Carl Wiese , authors of the book,  The Collaboration Imperative ,   high-performing teams have the following characteristics : People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas. Everybody is working toward the same goals. Team members are clear on how to work together and how to accomplish tasks. Everyone understands both team and individual performance goals and knows what is expected. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts. Disagreement is viewed as a good thing and conflicts are managed.  Criticism is constructive and is oriented toward problem solving and removing obstacles. The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or executive sponsor,
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How To Embrace And Learn From Failure

When you read the book,  Right Kind of Wrong: The Science Of Failing Well , you’ll gain a greater appreciation for the benefits that comes from failure, and how to embrace failure as part of your journey to achieving greater success.   Author  Amy Edmondson ’s book and revolutionary guide will undoubtedly transform your relationship with failure.   She defines  failure  as an outcome that deviates from desired results. Failure is a lack of success. Failure is different, explains Edmondson, from  errors  and  violations . “Errors (synonymous with mistakes) are unintended deviations from prespecified standards, such as procedures, rules, or policies. Violations occur when an individual intentionally deviates from the rules,” adds Edmondson.   After decades of award-winning research, Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure— basic ,  complex , and  intelligent —she highlights how to minimize unproductive fai

How To Use Mindshift To Transform Your Leadership

  Eleven years ago, I featured on my blog Brian Solis’ book What's The Future (WTF) Of Business: Changing The Way Businesses Create Experiences .  I wrote about that book, “You can likely already imagine that I consider this a must-read book for any business owner and any leader  –  even leaders who manage businesses that don't directly connect with consumers.”  “WTF is incredibly relevant and timely because Solis explores the non-stop transformation happening in business today, driven by new social and mobile technologies.”  Today, brings another fascinating book by Solis, Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future .  “Mindshift is the opening of your mind and heart, it’s your ability to see something new or differently; to learn and unlearn; to react creatively in times of change,” explains Solis.  As background about this new book, Solis declares that every company needs leaders who can spot and seize opportunities at a moment’s noti

Resolve To Find A Mentor In 2025

Having a mentor is one of the best things you can do to advance your career as a leader. So, decide soon to secure a mentor who will work with you during 2025. Make that one of your New Year’s resolutions. A mentor can benefit leaders new to their leadership role and they can benefit experienced and seasoned leaders, as well. A strong mentoring relationship allows the mentor and the mentee to develop new skills and talents, to build confidence, and to build self-awareness. Proper mentoring takes a commitment from both parties and it takes time to develop and to reap the rewards of the relationship. Plan to work with your mentor for no less than three months, and ideally for six months or longer. When seeking out a mentor, think about these questions : 1.  Will the relationship have good personal chemistry? 2.  Can this person guide me, particularly in the areas where I am weakest? 3.  Will this person take a genuine interest in me? 4.  Does this person have the traits and skills I want

Important Questions To Ask Your New Hires At 30, 60 And 90 Days After Hiring

In  Paul Falcone ’s book,  75 Ways For Managers To Hire, Develop And Keep Great Employees , he recommends asking new employees the following questions 30, 60 and 90 days after they were hired:   30-Day One-on-One Follow-Up Questions Why do you think we selected you as an employee? What do you like about the job and the organization so far? What’s been going well? What are the highlights of your experiences so far? Why? Tell me what you don’t understand about your job and about our organization now that you’ve had a month to roll up your sleeves and get your hands dirty. Have you faced any unforeseen surprises since joining us that you weren’t expecting?   60-Day One-on-One Follow-Up Questions Do you have enough, too much or too little time to do your work? Do you have access to the appropriate tools and resources? Do you feel you have been sufficiently trained in all aspects of your job to perform at a high level? How do you see your job relating to the organization’s mission and visio

Learn How To Achieve The Upside of Disruption

Today’s leaders navigate an increasingly complex and volatile world that changes by the minute, facing uncharted forces from AI-driven disruption to talent scarcity and geopolitical risk. Yet we often overestimate the risks of bold decisions and underestimate the downside of standing still.   More specifically, according to Hack Future Lab :   93% of leaders expect significant AI-driven disruption over the next five years, but only 27% have the right mindsets and capabilities to respond.   81% of leaders agree that they feel overwhelmed by the speed and scale of business disruption.   77% of leaders believe that their organizations suffer from talent-crushing bureaucracy.   64% of leaders agree that their future readiness muscle is an obstacle to boldly seizing the future.   59% of leaders agree their organizations prioritize control and efficiency instead of agility and intelligence.   51% of leaders agree they don’t have enough time in their day to achieve t

How CEOs Learn To Lead From The Inside Out As Part Of Their Leadership Journey

  The new book, The Journey of Leadership , brings the experience of one of the world’s most influential consulting firms ( McKinsey & Compan y ) right to your fingertips.   “We offer in this book a step-by-step approach for leaders to reinvent themselves both professionally and personally,” explain co-authors Dana Maor , Hans-Werner Kaas , Kurt Strovink and Ramesh Srinivasan .   This book includes revealing lessons from McKinsey & Company’s legendary CEO leadership program, The Bower Forum , which has counseled more than five hundred global CEOs over the past decade.   The authors assert that if you are a traditional left-brained leader who’s great at numbers, planning and scheduling, your job might be threatened in the future. “Going forward, the differentiating factor will be human leadership that gives people a sense of purpose and inspires them, and that cares about who they are and what they’re thinking and feeling.”   As you read the book, you’ll discove