Seismic Shifts:High Performing Remote

Teams

April 2020

One thing I have seen or learned or made…

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IQ EQ WeQ RQ

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Leadership Evolution

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Teams are the engine of productivity today

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What conditions or characteristics do you believe are critical for high performing remote teams?

1. Trust and Respect

2. Purpose

3. Conflict Competency

4. Results Focus

5. Alignment of authority

and accountability

6. A good team coach

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1. Psychological Safety

2. Dependability

3. Structure and Clarity

4. Meaning

5. Impact

Universal Truths

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Are there any cracks showing in your team?

Or what cracks are you anticipating?

Approach Mindset

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Who do I want to be during this time of change?

Replicate human connection

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Prioritise

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Structure the Cadence and Content

1:1 Meetings

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Focus

Team Dynamics

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Psychological Safety

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Why is psychological safety so important to performance?

What behaviours does it allow that contribute to performance?

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The Link to Accountability

Source: Edmondson, HBR April 2011

1. Set the Stage 2. Invite Participation 3. Respond Productively

Leadership Tasks: Frame the Work• Set expectations about

failure, uncertainty and interdependence to clarify the need for voice

• Framing is an ongoing process

Emphasise Purpose• Identify what’s at stake,

why it matters, and for whom it matters

Demonstrate Situational Humility• Acknowledge gaps• Be inclusive

Practise Inquiry• Ask good questions• Model intense listening

Set up Structures and Processes• Create forums for input• Provide guidelines for

discussion

Express Appreciation• Listen• Acknowledge and thank

Destigmatise failure• Look forward• Offer help• Discuss, consider, and

brainstorm next steps

Punish clear boundary violations

Outcomes: Shared expectations and meaning

Confidence that voice is welcome

Orientation toward continuous learning

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Leader’s Tool Kit

Source: Edmondson, HBR April 2011

Deviance

• Violating prescribed processes

Inattention

• Careless deviation from process

Inability

• Lack of skills, training, competence

Process Inadequacy

• Prescribed process is faulty

Task Challenge

• Task is too hard to execute reliably

Process Complexity

• Process breaks down due to complexity

Uncertainty

• Reasonable choices lead to failure due to unforeseen events

Hypothesis Testing

• Experiment designed to test an idea leads to unwanted results

Exploration

• Experiment designed to uncover new knowledge leads to unwanted results

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Types of Failure

Source: Edmondson, HBR April 2011

Blameworthy Failure Praiseworthy Failure

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Accountability Dial

Source: Good Authority: Jonathan Raymond

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What gets in the way of you making a “mention”?

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In Summary

Sue Morris

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