April 2020 - Accelerate Cape Town...why it matters, and for whom it matters Demonstrate Situational...
Transcript of April 2020 - Accelerate Cape Town...why it matters, and for whom it matters Demonstrate Situational...
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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