Guide: Understand team effectiveness

Much of the work done at Google, and in many organizations, is done collaboratively by teams. The team is the molecular unit where real production happens, where innovative ideas are conceived and tested, and where employees experience most of their work. But it’s also where interpersonal issues, ill-suited skill sets, and unclear group goals can hinder productivity and cause friction.

Following the success of Google’s[ Read more ]

Sally Helgesen, Fred Kofman

The exclusive focus on monetary rewards inevitably leaves organizations fighting a fierce but losing struggle to balance individual and team results. Rewarding high performers serves the imperatives of accountability and excellence but can undermine alignment and cooperation among team members. Yet basing pay on team results in order to incentivize collaboration often ends up inadvertently rewarding subpar individual performance and penalizing individual excellence. Neither approach … [ Read more ]

Aaron De Smet

What we found is teams with psychological safety and a supportive work environment actually benefit from being edgy and pushing to do better. But you put that same edge, that same kind of push, on a team that doesn’t have psychological safety or an open and supportive work environment, and it has the opposite effect. It actually makes the team go into a sort of … [ Read more ]

Jiaona Zhang

Build a team in the same way you would build a product. Just as you would think about your users and their pain points, you should think about your team and the problems you’re facing so that you have clarity on what you’re solving for.

When Leaders Say They Are Aligned—But Aren’t

Five key practices can unify leaders up, down, and across the organization—and spark concerted action.

Rituals at Work: Teams That Play Together Stay Together

Rituals—even seemingly silly ones—help employees bond and add meaning to their work.

Theodore Kinni

One of the challenges of leading remote workers is ensuring that they share a clear understanding of four key areas: their goals, their individual roles, the resources at their disposal, and the norms that will govern their interactions. This alignment can be hard to achieve when employees are co-located. But it becomes even more difficult when they are working separately and at a distance.

Class Takeaways — Managing Successful Groups and Teams

How do you build successful, diverse teams? How do you offer structure and control while also inviting participation?

In this video based on her class Managing Groups and Teams, Stanford Graduate School of Business professor of organizational behavior Deborah Gruenfeld shares five key lessons for team leaders.

Content: Multimedia Content | Author: Deborah H Gruenfeld | Source: “Stanford University” | Subjects: Organizational Behavior, Teamwork

The Ultimate Guide to Running Executive Meetings — 25 Tips from Top Startup Leaders

Great meetings don’t just happen, they’re meticulously crafted. At its best, an executive meeting strengthens the bonds of your leadership team, surfaces mission-critical problems facing the business, and carves out plans for the future. But as you wade into the executive meeting waters, there are waves that can toss you around.

The executive team’s time is worth a lot, so it’s a shame to waste it. … [ Read more ]

Molly Graham

When I was managing a team I didn’t have tons of expertise in […] I first started with: Do people’s roles make sense? Do they know how they fit in? How they align to the business? Then the second piece is, do they know what’s expected of them? Do they know what success looks like? 80% of the time when I go into a team … [ Read more ]

How to Lead a Meeting People Want to Attend

Gallup research shows that satisfaction is an attitudinal outcome, like loyalty or pride, and doesn’t always relate to employee performance.

Engagement is different, deeper and more emotional, and it predicts important business outcomes, like profitability and productivity.

Job satisfaction beats misery or annoyance any day, but it’s not exactly something to strive for.

If you want people leaving the conference room fired up by an idea or excited … [ Read more ]

Darren Lee, Mike Pino, Ann Johnston

Many conventional teams are inductive, starting with a theory and looking for data that applies; others are deductive, trying to form hypotheses only after all known data is gathered and analyzed. Abductive reasoning, by contrast, is an iterative process. You start with the data you have and test it, drawing a preliminary hypothesis and continuing to adjust the concept over time. The types of problems … [ Read more ]

Bob Moore

Make your remote team members first-class citizens. If a benefit, perk or experience is created for your in-office team members, find a way to create parity for those who aren’t in person. That means mailing items given to your in-office team to remote workers — or if you cover lunch for your in-office team, send your remote team a gift card or stipend for food … [ Read more ]

Benton MacKaye

My own doctrine of organization is that any body of people coming together for a purpose (whatever it may be) should consist of persons wholly wedded to said purpose and should consist of nobody else. If the purpose be Cannibalism (preference for Ham a la Capitalism) then nobody but a Cannibal should be admitted. There should be plenty of discussion and disagreement as to how … [ Read more ]

7 Strategies for Better Group Decision-Making

There are upsides and downsides to making decisions in a group. The main risks include falling into groupthink or other biases that will distort the process and the ultimate outcome. But bringing more minds together to solve a problem has its advantages. To make use of those upsides and increase the chances your team will land on a successful solution, the authors recommend using seven … [ Read more ]

Ron Carucci

For teams to run effectively, the number of layers within a hierarchy and the number of direct reports on a leader’s team must be carefully determined based on two factors: the type of work people are doing and the amount of coordination that work requires. Highly complex or high-risk work […] often requires extensive coordination to execute effectively. Therefore, it makes sense to keep a … [ Read more ]

How Highly Diverse Teams Can Help Untangle Complexity

Top teams work best — and fastest — when they are based on the right criteria and include a highly diverse group of people from all levels across an organization, including outside stakeholders, write David Komlos and David Benjamin in this opinion piece.