
Team: Getting Things Done with Others

The most common mental model of work is that it’s like a 100-meter race (not even a 100-meter relay race, just a race)—as if a team is a single runner and can just pick up the pace, improve their conditioning, or improve their technique. Comparing work to a race and your teams to independent athletes obscures the complexity of work and leads to pro
... See moreAndrew Davis • Flow Engineering: From Value Stream Mapping to Effective Action
For burst taskers like Thomas, I often recommend two tactics. One is to see the benefits that greater predictability can bring. When you’re working toward more steady-as-she-goes goals, you, your team, and your loved ones at home can count on knowing when you’ll deliver and when you’ll be available. As one colleague described, it’s like a squirrel
... See moreAmy Jen Su • The Leader You Want to Be
The better question, though, might be: what makes us think that people need to be put under pressure to perform? Research shows that when people pursue a meaningful purpose, and when they have the decision-making power and the resources to work toward that purpose, they don’t need pep talks or stretch targets.
Frédéric Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Clarity and shared understanding of goals (i.e., everyone gives the same answer to the question “Why are we building this and what do we hope to achieve with it?”). Unity around the specific work required and how each person will contribute to it (i.e., everyone can give an answer to the question “What am I supposed to be doing and how does that fi
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