This was one I recorded in late February but only getting around to release now.
It's an excellent panel discussion with the 3 authors.
The notes below are lengthy but cover off the main points. Enjoy!
Key takeaways from the interview:
•Knowing what you’re for and what you’re against
•Building High Trust Relations and focusing on Trust is so useful right now – for teams that don’t have this it’s showing up so much!
•Key Question – where does this passion come for wanting to help people?
oHard wired in this way and being naturally a helper
oHaving empathy intrinsic to her and embedded in her DNA
oWhen you find this overlap between meant to, love to, and make a living at
oHaving exposure to supporting and managing people from an early part of her career and developing a real interest in this – wanting to do the right thing for people
•Self-Awareness is at the core of everything as a leader and a human!
•We never get there….but we need to keep trying!
•Others view of you matches how you perceive yourself
•Self-awareness and how to build it within Teams…
•How Leaders can develop their own self-awareness and in others?
•The Spinach Analogy!!!
•We need to be able to give others insights that they are not self-awareness
•How do you approach a leader that think they are self-aware when they are not?
•Creating Curiosity as the key for the leader to be more self-aware!
•Tool – Look in the mirror – reflecting a different image of what you have!
•Using Data to bridge the gap of self-awareness – 360 Data or interviews with a Leader
•Data driven feedback is invaluable for developing the self-awareness of the team
•Tool – Team Assessment to find out trust about the leader and the individuals
Q – The idea for the Loyalist Team – where this idea came from?
•Based on a passionate believe that everyone deserves a great team
•Developed an approach that can be assible and felt that writing a book would extend this reach!
•Identified 4 different team types and lots of examples of each
•How they developed the model itself to give people a common language around the team types they were experiencing
•Team work, Candor, Accountability and Results as some of the stand out traits
•Testing hundreds and hundreds of teams and validated that there was the 4 team types that existed
•The emergence of the idea – a lot had been written leadership but not as much on teams
•What makes a good leader in a suboptimal team?
•The way people show up on a team impacts how other people perform?
•Observing teams and then developing teams
•The importance of data in team analysis moving the team from Saboteur to Loyalist
oFound % variance attributed to team leaders – 15%
oIf you’re enable to fully engage the full team – 70%
•Key point – get the whole team engaged
•Where does gut and feeling come into moving the team to Loyalist
•Exercise – Imagine the best team they were ever on?
oWhat was in there
oIdentify the key characteristics
oBuild out this list, this really reflects what YOU would want in a loyalist team
oWhat made it your best team?
oThere could be sadness in this…as they could go back a long time…
•Key Point - Teams are only as strong as the weakest link between any 2 people on the team – every single relationship matters and has to be strong
oThe leader has to see what is happening with the team
oAre they supporting, or competing with each other?
•The toughest part of leadership is to be able address these challenges between team members
•How does the Leader breakthrough this?
•Exercise – set up the safe environment & assuming positive intent
oCome up with agreements and team norms so the team can measure...