The Game of Teams

Tara Nolan
The Game of Teams

Teams are the new unit of currency in business. Harnessing the wisdom and brilliance of teams is not easy. It can be messy, confusing, non linear and complicated. Learn from your peers and thought leaders about what it takes. Listen to their stories, pains, and pride when it works. This show is about the magic of mining work and relations for high performance, satisfaction and fulfilment on teams

  1. 1 DE SET.

    How To Build Winning Teams - A Trilogy With James Scouller

    Introduction:  James Scouller spent 15 years researching and writing his trilogy of books, how to build winning teams again and again…   He led three international Companies as CEO for eleven years before he founded his executive coaching practice, The Scouller Partnership in 2004. Today he coaches Leaders and their teams. James is the author of the bestselling book, The Three levels of Leadership: how to develop your leadership presence, knowhow and skill. He is the holder of two postgraduate coaching qualifications, and he has trained in applied psychology at the UK Institute of Psychosynthesis. In addition, James holds a 4th Dan Black belt in Aikido. He lives in London with his wife Tricia. Podcast episode Summary:  This episode explores what you need to know, what you need to do and how you do it to become a winning team. James shares his passion for teams and his quest to reveal what it takes to build real teams. It takes effort. Questions asked & points made throughout the Episode:   o    How would you like to fill in the gaps, in terms of my introduction? James is an ex-CEO and that is an important part of his identity. James firmly believes that if individuals and team want to grow they need to address their unnoticed psychological obstacles. Peoples biggest obstacles are not to do with technical stuff, but it is more to do with psychological blocks. James believes that most people, if they can recognise these psychological blocks and work on them they can not only see greater improvement in work results but also greater levels of personal satisfaction. James has been working for nearly 48 years. 20 years ago he decided to set up on each own as a Coach, to train as a coach and along the way he wrote the book The three levels of leadership which he calls a self-help psychological manual and for the last 10 years his focus has been on writing the trilogy on teams. -that’s James story in a can.   o    What does your first book unearth in terms of the psychological principles you speak?  The first book has a role in the trilogy to describe what you really need to know about teams. What you need to know about teams is firstly the distinction between what a team is and is not, the definition of a team and the many alternative work group units. You also need to know about the psychological forces that are going on beneath the surface and if you do not know about them you are going to end up a victim of them and you will not act and succeed as a genuine team. The third big thing that you need to know is the commit, combust, combine model which James explains is a psychological model but it is also a practical model and a team can use it to determine which issue they are facing.   o    How do you help teams you work with through the collective forces and individual forces material you describe in your book? James is clear that he doesn’t, certainly not in the way he described in the book. He does not take teams into the dual forces model, it is a little academic and doesn’t give a team an immediate “so what”. James remains as a coach with his clients and not an educator, although now the books are out he may find himself having to spend more time in an educative role. What James really wants teams to know is that there is stuff going on beneath the surface. He will use a scaling question from 0-10 where he asks a team how well they can skilfully assert themselves in a conversation 1:1 and with the same question in a group. Typically the response is much lower in the group setting and this helps sensitise a group to the knowing that something more is going on in a group setting. This question and revealing is about as much as James will ever do with a team when it comes to the dual forces model. James will more readily use the other psychological model, Commit, Combust, Combine as well as the material from his second book with teams. James wants to make his sessions with teams as experiential & as developmental as possible. James will always explain The Team Progression Curve, which features in book one, which differentiates the different work groups such as task group, potential teams, pseudo teams, real teams and high performing teams. James find that most teams and in particular senior teams like this mapping. Teams get it, it intuitively makes sense and they see things that they didn’t know that there is a choice of unit and there is a trap called the Pseudo Team. On the same flip chart James will draw arrows on the ascent between the potential team to the real team that shows Commit, Combust and Combine. James is intent on allowing the teams he works with experience what each of these psychological elements feels like and it is only when he is bowing out of a team coaching assignment he will refer back to the explanation of the Commit Combine and Combine model. Instead James gives teams the team fixer model, book three so the team can self-diagnose. In summary James does not give his teams intellectual food on the models discussed in book one.   o    How did you find the synthesis of these three models helped you and your practice? I am a synthesiser. The world of applied psychology frustrates James because he finds that there are so many people describing the same things using different language. The work has an application for James because he can assess which issue is foremost in terms of commit, combust and combine to help him figure out which of the seven principles and action keys, in his 7 principles model described in book two will be most useful for the team and which to zoom in on.    o    James what do listeners to this podcast need to know in terms of the interplay between the three models described in book one? The only thing that team members or team coaches need to take away from this conversation is that there is a model, a dual forces model that explains what is happening beneath the surface that is making it difficult for teams to form easily. James wrote book one to make the point that if a team does not take the material seriously enough it is unlikely to succeed in building teams. He wanted to create some pain to make the point. Book one is going to be of far more interest to psychologists and coaches than to teams other than to make this important point, you have to understand it takes effort to build winning teams. The Commit, Combust, Combine model is much better for teams to help them answer the question “what do I do with this information?” o    Can you give the listeners a thumbnail sketch of each of the three elements in Commit, Combust and Combine? James starts by saying that the world has been fascinated with the idea of Psychological Safety and he will put it in perspective with respect to the C-C-C model. Trust and Psychological Safety are not the first immediate issue with a team. Commit, Combust, Combine is an attempt by James to take the brilliant work of William Schutlz who first came up with a model called FIRO-Elements in 1950, to make this work applicable to teams. Commit is the first issue for Teams. Commit is all about engagement. It asks am I psychologically in this team or am I not? This is not about whether you are physically present on a team, very often you do not have a choice but you do have a choice about whether or not you commit to the team. The commit issue gets revealed with these questions; what is this team going to be like?, is this going to be a good team, what do we have to do here? How does the Leader react to me? How are other people reacting to me? Can I sense a role that adds value to what I think this team is about? Do I feel included and noticed based on  the behaviour of other people towards me and on my experience to date? If team members can say, yes I understand why this team is here, I like the purpose of the team, I can be part of this and I feel noticed & valued and the leader pays attention to me and I can see a role for myself here, then they will likely declare “I’m in” That the simple way of describing the Commit issue and what has to happen to navigate through it successfully. This phase can go on indefinitely and many work groups do not get past the commit issue.   o    Is ambivalence the shadow of commit? Yes because if a team is unclear about the aim of a group, or they do not care about the aim, or they cannot see a role for them in the team then they are unlikely to be able to commit and the result is ambivalence.   o    How long does it take to help a team see their order of Commit? The elements commit, combust and combine do not work like a ladder or linearly. There can be recycling of issues. Moving through or getting commitment can take minutes or months especially with work teams who can often be so fuzzy about their purpose.   o    If we continue with Combust and Combine what do they both mean? When Commit is resolved enough and enough people declare “I’m in” this is when the combust issue emerges. Combust is essentially about Power. Now the team is asking itself questions like; how do we get things done here? How do we make decisions here?, Is that clear and acceptable? Individually questions are asked like; what is my part in those decisions?, how happy am I with my influence over those decisions? Combust is all around influence, power and role. In commit we are trying to sense our role and in combust we are trying to settle into a role that meets our power needs. Not everyone has the same power needs. Combust is resolved when people are happy with their role, influence and how decisions are made.   o    How was the choice of the word combust made? Is it indicative of this phase that combustion will be likely? James lets us into a secret about the naming of his model. He shares that Bruce Tuckman admitted that the real success of his model was because it has a neat rhyming to it and sim

    52min
  2. 1 DE MAI.

    Exploring Team Coaching Supervision With David Rothauser

    Introduction:  David Rothauser, MA, MS, PCC, PsyA is an executive coach, coach supervisor, educator and psychoanalyst who has worked in leadership & human development for over 20 years. David brings together expertise in these areas to offer a unique forum for growth and development.  David trained in executive coaching at Columbia University, psychodynamic group leadership at the Centre for Group Studies, psychoanalysis at the Centre for Modern Psychoanalytic Studies and Coaching Supervision at Oxford Brookes University. David offers individual and group supervision for coaches and is currently the Chair of Coaching Supervision for the Association of Coaching, US region. On a personal note David lives outside of Philadelphia with his wife and two children. Podcast episode Summary:  Supervision is explored through the prism of a live case that I brought to David as my Supervisor. David shares his approach and illuminates what can often remain mysterious & behind closed doors. We both opine on the value of Supervision and how it can bring relief and clarity from a place of being stuck as well as significant personal development. Questions asked & points made throughout the Episode:   o    Who are you? And could you share a bit about how you got to where you are today? David reminded us of his professional identities and when encouraged to go further went on to say that he is a husband, a father of toddlers which means it makes up a big part of his learning journey today. David went onto say that he is a patient in his own therapy, in individual and group therapy & a supervisee with multiple supervisors. o    Supervision has been a vehicle for David, over his career to support his development. o    The invisible parts of our practice means we do not get to see how we take care of our work. o    What interests you or intrigues you about a psychoanalytic approach to team and individual coaching? David is a trained psychoanalyst and he used psychoanalysis for his own development for his work as a coach in the professional world. David started coaching in the educational sector. o    David may not have encountered psychoanalysis if it wasn’t for his sister who was training to be a therapist while David was training to become a school teacher early in his career. Looking across both domains David felt that the field of Psychoanalysis for postgraduate work felt richer and more compelling. David noticed his field was more behaviourally focused whereas his Sisters field was more about people working hard to make meaning. That field was focused on what makes people tick and how can work get done more effectively. David began to dabble and have experiences with psychoanalysis.  He continued & pursued his interest, studied more and at this point is a graduate of two psychoanalytic institutes and has his own psychoanalytic practice. He does not think of his coaching perse as Psychoanalytic.   o    David is interested in being effective. This work has helped David explore cases where he was stuck, where the reasonable and rationale approaches of other disciplines have not been of help. Psychoanalytic training & supervision provides a space where we can access more parts of self & engage creatively when the counter transference is puzzling, when for example emotions are difficult and we don’t know what to do and where we are stuck. This realm has been a major orientation for David,  where the emotional and relational fields are enhanced with a psychodynamic lens. o    What do your clients appreciate about your approach and do they even know? What is common about David’s Supervision sessions is that there is a feeling of relief and an opening up for new creative possibilities. o    David takes an understanding based approach and in a lot of ways David draws on different disciplines, education, sociology, philosophy and psychoanalysis. When we are stuck we don’t understand what is happening. It calls for more meaning making. o    At this point I re-introduced a case I had brought to David for Supervision. My case is a small team about whom I was stuck. I was curious to see if David, for the sake of my podcast listeners, could help me decode the approach David took, the potency of supervision & how it served me and my client at the time. David wondered too. o    David shared that there is something about this work where there is a mystique about it. There are many kinds of supervision some for example where there is direct observation of a coach coaching with their client. The supervisor will observe a person actually coaching whereas a psychodynamic approach happens behind closed doors. o    We decided to try and David asked “how shall we try” Whilst I endeavoured to revisit the case David suggested that “we back up a little” to share how he thinks about the work o    A unique contribution of coaching & team coaching is offering an opportunity to the client to see themselves in new ways, to access their own creativity so that they can make new choices about what they want to do and how they want to be with others. No matter the discipline or theoretical orientation CBT, positive psychology, a PhD in coaching psychology or whatever the way we relate has a profound impact on the quality & outcomes of the work o    One area of work that can always be expanded and deepened is the work we do on ourselves. It is a lifelong process to know yourself and to use yourself. The difficulties we experience with clients like fear, hopelessness, anxiety, shame and not having access to our minds is natural o    Many of us in the helping professions are drawn to this work, either consciously or unconsciously because of the roles we picked up from our family of origin. That was when we were first introduced to our emotional lives. There were things we learnt about our feelings that were going to be acceptable and those we learnt to avoid. Our interpersonal tendencies around openness and avoidance were learnt in our early families. o    Often the feelings that pose challenges for our clients are feelings that we have learnt to avoid or step around. As a supervisor they are the clients David hears about from his supervisees & the ones he brings to his own supervisor. o    I shared my experience of working with my client and the feelings that were evoked in me especially the ones, fear of rejection, that I find intolerable. This is the value of talking. o    Psychoanalysis is the talking cure and coaching is a kind of talking cure too and supervision is too. o    In supervision with David, we dreamed up my case together. In our collaborative dialogue I was able to speak what might have been unspeakable for the client, to say more and more and more about what was happening. David pays attention to his supervisees and their subjective experience. He works to help supervisees make meaning and understand what is inside of them. David is happy to work & to talk about what to do but he leans more in terms of helping clients reach understanding. o    Many of us come to supervision to wonder what to do and the question becomes to what end? o    Looking for ways “to do” can  sometimes be about avoiding  the work of understanding and meaning and sometimes not. Brainstorming things to do or interventions to offer can provide avenues to see a way forward. Using our imaginations for example in a session like “what do I really want to say to this client in a world with no consequences” “what would I tell these people?” Some of those kinds of imagination exercises can be freeing. o    The unconscious is not a civilised place. It can be unruly. This is how we can get stuck with our cases when some of our more unruly parts get activated & our more professional parts are hard at work to make sure those parts do not get air time. That is why it is important in a supervision space to create a playful open space for any words to be expressed. o    How to deal with resistance on teams? Resistance is a word that can bring up a lot of resistance. The view of resistance that is helpful is that resistances are defences. They are needed to protect. There is no such thing as a relation without some form of protection. Peoples reluctances tell us something, they communicate something to us to us non-verbally. We will get a feeling that something is afoot or that this is a no go topic. Sometimes resistances show up not just in the non-verbal field but in the behavioural field, coming late to sessions, cancelling sessions etc.. these are all forms of behavioural resistances. o    Freuds ideas about resistance, the original psychoanalytical conception, or resistance to free association was what he was interested in. He gave instructions to patients to say everything which was of course an impossible task. It was Freuds observation that something would interfere with the patient saying everything and he called that interference the resistance. Each person resisted the task of “saying everything” in a unique way. Freuds idea was that it was the transference or the patients expectations of the authority figure that made up the fuel for the resistance. o    Freud had a particular method of intervention and there are many others ways of working with resistance today that are supportive, relieving and safety making for clients to find new ways to get the self-protection they need. o    What are some of those ways of working with Resistance? A coaching client brought a case to David where the client of the supervisee was not doing the work, the reflection work, the work in between sessions and the coach was left with the feeling that they were doing all of the work. The coach had an uneasy feeling that something was not right. It did not feel to the coach that the client had any real skin in the game. Davi

    36min
  3. 1 DE ABR.

    From Tension to Transformation with Janet M Harvey MCC

    Introduction:  Janet Harvey, MCC is a coach, author, educator, and speaker who invites people to “be the cause of the life that most matters to you” In 2020 she wrote the Book Invite Change and in 2024 has written the book From Tension to Transformation which is the subject of this conversation today. Janet is also CEO of InviteChange which is described as a success culture building organisation for companies. Janet is an ICF Global Past President, Certified Mentor Coach, and an Accredited Coaching Supervisor. Podcast episode Summary:  This podcast explores what it means to be human, to navigate life’s complexities acting  from a grounded sense of self, an inner authority, or Generative Wholeness.  Janet help us appreciate the many tensions we live and what it takes to mine our mindset and transform. Points made across this Episode:   Q1. Who are you? I wonder if you can share a bit about how you got to where you are now Janet?   o    The who are you question is often challenging to answer because so much of our conditioning shapes an answer that is related to what we do. Instead Janet answers this question as it is meant. She is an alchemical seer, sovereign , radiant love, black pearl beauty, savvy , sassy, generous expression, riding on the wings of joy. o    Janet shares that her words describe an essence statement.  Janet describes the journey she has been on as a Coach and Coach trainer taking over the company that is now called Invite Change in 2006.   Q2. How important is it to you Janet to help Leaders declare their essence?   o    Janet explains that there is no there, no goal or destination to reach with an essence statement. Goals are fine and have their place and the question becomes “what are we choosing every moment” This is the intentional self. How are we making decisions about how we show up and interact with others. We do not teach this to people instead of simply expecting they will intuitively get it. o    Neurodivergent Learning is bringing in the more intuitive instinctive sensory systems and ways of navigating the world, in a world that today often does not meet people where they are. This then creates the importance for understanding our essence.   Q3 What motivated you to write this book?   o    Janet describes a story at the start of her book where she was often asked by Leaders or CEOs what she was doing because so many reported that “working with Janet makes my head hurt? She heard these refrains repeatedly which led to a qualitative study to determine what was going on. o    She recognised that most leaders are rewarded for producing results. They are really good at producing results and creating stuff that is really practical. The whole system of business whether you are in a product company or a services company it does not matter. We want someone to purchase our products and services and we want to create these outcomes with excellence. o    So Janet was curious about what they were struggling with, what were the common themes that Leaders would present in coaching sessions? o    Janet touches on the four capacities housed in Generative Wholeness, or what it means to operate from an authentic self. The four capacities include To Originate, To Create, To Learn and To Produce. Leaders tend to be great at creating and producing but often lag in the capacities to originate and to learn. To be able to originate new thinking and to learn in a continuous loop were found to be underdeveloped capacities.   Q4. How do we lose ourselves so massively?   o    Janet was looking for ways to operationalise the authentic self. So many people are writing about authenticity, speaking about the subject but it is still so elusive a concept. It feels like a high spiritual value and it is but it is also very practical. o    When a person is operating from their full authentic self they are listening to an inner authority. We are so much more than just our personality, our ego and what it takes for us to navigate our world. When we set down our inner authority we get stuck. There is so much more to our wholeness and it is a continuous learning process. o    Inner authority is looking at a situation and determining what is the best relationship to it for me. This is what we do as Coaches to give people that pathway to the essence of who they are, turning the dial on their decision making rubric and have it come from the inside out. o    Janet was inspired to write a book that would simplify and make relevant what leaders were experiencing. She wanted to explore the journey from feeling something is not right to transit the form into a new form that works.   Q5. What are you asking of Leaders to get the most from this book?   o    Janet exhaled deeply and shared “frankly to go slow” She encourages Leaders reading her book to not read it as a text book. She further asks that readers do relevant reading o    The skill of noticing, ontologically, can be taken a bit more simply. When we are caught in the busyness of life, we barely notice or notice only so much that we forget. We can get very tripped up by this busyness and not realise that things are catching our attention all of the time. We simply go by these things and because our bodies prefer habits as our bodies are  an energy conservation mechanism, yet the thing we want most is right there. It is right at the edge of our awareness. o    Unless we can break our habits, biases, assumptions and patterns we will not get to our aspirations. It is therefore important to notice, be patient, stay with the tension a minute or longer to  pause, to put in relevance to our lives what we are feeling and noticing. This describes what Janet calls deliberate judgement. o    Janet suggests that we lean into tension, to let tension be our best friend rather than pushing it way. To allow tension to wake us up to realise that something inside of us is asking us to change. o    Janet shares an example of introducing a tension into a team that is apathetic wanting to be inspired. o    As a team coach Janet works with Teams to draw out from them language to describe an experience they are having. Then she will ask them to describe what their imagination is about the experience that could be, if they were feeling highly activated again. Generally apathy shows up in a team that has experienced a real high They are likely transitioning and feeling lost in transit. As a coach, Janet knows if she can help them cast a compelling vision that energy will carry them.   Q6. Could you say a little bit more about Generative Wholeness?   o    Janet answers by sharing how she really does not like models. She feels models are a little too rear view mirror. The challenge is that people do not fit very well into models. They certainly have a use and can be used as a way in or a gateway to a conversation. Yet when Janet was trying to articulate why she made leaders heads hurt she was really looking to describe the continuous experience that human beings have as they are learning growing and changing which all coaching does. Janet knew about the two capacities To Produce and To Create. She knew also that Leaders were with her To Learn and ultimately to originate new thinking or give voice to their thinking in new ways. Beliefs are constructions and so can be deconstructed. o    So the model is about adopting the dynamic capacities of originating, to create, to learn and to produce in a continuous cycle of movement always from the authentic self, that = Generative Wholeness.     Q7 How did you land on the 7 tensions you call out in your book?   o    There are four that Janet recognises are common to all human beings and come from her own journey to consciousness. These include Sovereignty -Performance, Intention - Expectations, Inside out - Outside in and Relationship & Person Oriented - Process & Plan oriented. o    Coaching is about awakening consciousness for each person and everyone they touch in their lives. o    We were all gifted with a tape in our heads  from our upbringing that taught us how to get along, how to do well in life until some point that tape stops working. We then chose to make a different journey and we start to come back home to self. There is nothing wrong with developing a strong ego and when we overuse something it has a tendency to backfire and that is true for any skill, competence or mindset. o    How do we find the formula for realising that we really are in charge? Nobody does anything to us that we were not part cause or agent to. That is often a hard pill to swallow. Janet goes on to describe a story about Northface the company who tried to promote an allyship program that ultimately proved exclusory. They were found wanting. They contributed to making exclusion even more visible. o    As practitioners we are working with Leaders who are trying to move fast in very complex circumstances. It is our responsibility to say slow down. No one person can “know” everything that is occurring. o    The CTO of Zoom was talking about adoption of technology. He shared that it took 18 years for the iPhone to get 100 million users. It took 3 months for ChatGpt. So that essentially means that the large language model is available to so many people on the planet that there is no possible way that any one person can know all of that human knowledge. Human knowledge is doubling every 12 hours. o    So as a leader if you think deep expertise is the key to success you are going to be epically wrong. The skills that replace deep expertise is collaboration, asking questions to receive and be a learner. Discernment is the skill of the 21st century. That is not how we have trained our Leaders so no wonder? o    Janet asks me if I have ever seen a te

    50min
  4. 1 DE MAR.

    Words, Weasels, Triggers & Threats - The Psychology & Neuroscience of Communication with Dr. Laura McHale

    Introduction:  Dr Laura McHale (PsyD, CPsychol) is a consulting leadership psychologist, executive coach and writer specialising in Leader Development, Team Psychology, Communication and Organisational Culture, Laura is the author of the acclaimed book: Neuroscience for Organisational Communication:  A Guide for Communicators and Leaders. Podcast episode Summary:  This podcast explores and explains the impact of communication in organisational life employing the lens of Neuroscience and Psychology of Communication.  Topics covered include Gaslighting, Absentee Leaders, The use of Pronouns, Weasel Words and Communication Practices that undermine employees. Laura sheds a light on a discipline that is often unspoken. Points made across this Episode:  o    Laura can you share a bit about how you got to where you are today? Laura is now a Psychologist and in her mid-forties she made a radical decision to go back to school and take a doctorate in Leadership Psychology. Prior to this move Laura was working in major international investment banks as a Corporate Communications Specialist. In 2010 Deutse Bank moved her to Hong Kong to head up internal communications for the Asia Pacific Region. Laura loved her career working with International Banks & she was really curious about human behaviour at work and wanted to go deeper and in particular understand the mysterious process we call Leadership. o    There were a number of reasons that prompted Laura to study Psychology including several transformative experiences with psychotherapy,  She was curious about the way we frame and talk about work and the psychological injury experienced at work. o    What inspired you to write your book? The book happened organically. As part of Laura’s Doctorate she had a required course on the Neuroscience of Leadership. Laura was fascinated by the discipline and had a sense it would become a big part of her intellectual life as well as her career. She noticed that nobody was talking about organisational communication and neuroscience and Laura wanted to close the gap with her book. o    What are the salient messages housed in your book that explain Neuroscience and Psychology at work? There is a natural interest in behavioural science. It is often hard to make the link about how the science can impact a leaders presence or choices in communication. There is a fundamental tension between the promotion strategies employed by internal communication teams and the prevention strategies they employ. In promotion strategies communicators are very assertive about the companies value proposition, what it offers and its unique differentiator’s. A prevention strategy often results in very cautions communications, judicious and a little bit like politicians the communications are somewhat evasive. Whilst understandable it can be a slippery slope and sets off all kinds of triggers with employees. The tension between promotion strategies, a desire to be open & transparent and prevention strategies can be tricky to navigate. It is often a schizoid perspective where communicators are trying to toggle two different strategies. o    The Psychology of communication is also important for another reason. It is a very difficult time for communication specialists. The scope of the role in the last five years has changed dramatically. Corporate affairs, ESG and Government affairs are rolled up into the typical role of a communications department. This is leading to increased stress. If you add AI, chat gpt and other generative models can pose an existential threat to these groups and teams. The changing nature of the role of communication professionals is also one of the reasons Laura wrote her book to help make sense of the changing landscape. o    The Neuroscience or physiology of behaviour is a bit different. Insights into neuroscience can shed light on how and why we are showing up at work. Understanding rewards and threat centres in the brain, knowing how we use pronouns and its impact on others is fascinating and can be leveraged to be more effective in our communications. o    How do leaders and internal communications understand the paradigm from which they are operating? Important to understand the paradigm you are speaking or when you are moving too quickly between the two. Employees smell spin from a mile off. Internally it can be tricky for executives to  over relying on prevention strategies in their communication. There are a lot of traps Leaders can walk into, sometimes unintentionally or at least unconsciously. Knowing about human needs can really help leaders be effective communicators. o    What are some of those traps that Leaders walk into, maybe unintentionally? Some of it is structural. Pronoun use for example. I and We pronouns can signal more or less personal involvement in any given situation. Pronoun use can also reveal the many assumptions a leader is living. It can also give potent signals about who is in or out or who has a legitimate stake in an organisations success or failure. For example there are two different kinds of We, the inclusive or exclusive We. Senior Executives are often confused about which We they are in and how they are communicating exclusion or inclusion. This sends messages to the brain to trigger threat responses whether we are part of the in group or out group. If in the in group we get a dose of dopamine from the brain & if in the out group we can experience significant amounts of pain. I pronouns are also very interesting, some are cultural, and a really high proportion of I pronoun use can trigger a threat response in the brain. There is also an assumption in organisations that communication needs to be sanitised. This can infantilise employees and does an injustice to the complexities operating in an organisation. o    What is your advice to executives and leaders who erroneously practice sanitising their communications. One of the biggest pieces of advice Laura gives is to speak the truth. Laura references The Loughran-McDonald sentiment analysis research to explain why telling the truth can be so instructive. The two financial researchers used sentiment analysis or the use of positive versus negative sentiment and modal or weasel words. The research showed the lengths that organisations go to obfuscate the truth or to describe adverse events. In fact many of the negative words were couched in positive words that the messages were almost impossible to work out. Curiously the negative words used were very weak words or weasels like impairment, disappointing which suggested something was bad but it was never clear. The companies using negative words more creatively had negative stock performances. The researchers noted that companies use of words in their corporate communications could be used as a smart investment strategy.  o    How do Leaders manage the responsibility they hold to use language appropriately and not Gaslight or cause unintentional emotions at work? Organisations are like people using all sorts of defence mechanism sometimes very elaborate ones to avoid difficult and painful emotions. It important to understand why we are using these words, weasel words. It is because of an environment that lacks psychological safety, where we are not allowed to fail, or ask a question that might be interpreted as stupid. Is it an environment where people get punished for taking risks. Laura does not wish to come across as the language police she also uses weak modals and weasels in her communications too, because they have a purposeful use to indicate uncertainty. None of us can speak in with absolute clarity all of the time. o    The link to absentee leadership is for Laura an interesting link. She imagines that weak leaders, or those who are unable to fulfil the core functions of Leadership, would employ weasel words quite a bit more than strong leaders. o    In 2022 Laura read a “cracker jack” of an article by Robert Hogan who mentioned this phenomenon called absentee Leadership. Laura was struck by the idea that absentee leadership is an epidemic that nobody had ever named but that most of us have experienced in one form or another. It speaks to the idea of people who occupy an authority position of leadership and fail to fulfil its core functions. Laura refers to those functions as giving direction, protection, role orientation, conflict resolution and setting and establishing and protecting group norms. The interesting thing about absentee leadership is how common it is. It is reported 7 times more than any other destructive leadership behaviour. Because it is so common and can feel so mild it can go unnoticed and is experienced as neglect. o    Gaslighting surfaces when someone is at the mercy of an absent leader they can be blamed or they blame themselves for their inability to cope with whatever is occurring. One of the things that inspired Laura to write this article for the psychologist was because of her many conversations with coaching clients. Many of her clients were  being given feedback that they were having trouble managing ambiguity. Managing ambiguity is becoming a core competency. The issue with managing ambiguity is that almost everyone struggles with it. Laura knows this from Neuroscience, it is a known stress trigger. This is a universal biological phenomenon albeit some people can handle ambiguity better than others. Laura wanted to highlight the subjects of Gaslighting, Absentee Leadership and emotions at work in her article in the Psychologist, to shift attention from blaming people for their lack of this competency as a  subjective fault to an understanding of the human needs within all of us and our need for Leadership support. o    The fundamental attribution error is yet another trap that Leaders and executives can fall into. o    What are some of the Villains of

    45min
  5. 1 DE FEV.

    Team Rhythm - Eleven Ways to Lead your Team from overwhelmed to inspired with Iris Clermont

    Introduction:  Iris Clermont is an Executive Coach, author, and professional mathematician. She holds certifications from Team Coaching International, & Conversational Intelligence and is a Professional Certified Coach from the International Coaching Federation. Her mission is to motivate teams to work effectively while having fun and gaining energy from their business life. Iris is also the author of the number one best-selling book Team Magic and has just written her new book Team Rhythm which is the subject of this podcast. Podcast episode Summary:  Iris has chosen a xylophone as an image and metaphor to capture the chapters of her book. The conversation explores her Team Model the ordering of her chapters on this xylophone and why music and maths support her work with teams. Points made throughout the Episode:   Who are you? Deep inside Iris is a mission to inspire teams to have more joy and energy in the workplace. Iris then goes on to share her career history and the early influence of Mother Teresa. After approximately 30 years in Corporate life Iris found herself moving “swiftly and smartly” into Coaching. She figured out that asking people for their ideas instead of telling them her ideas changed the game for her. Is it true you are also a Musician? Iris has played music since she was 3 years old and her interest in music form part of the auspices of Team Rhythm. What inspired you to write the book the way you did? Iris determined that many of the teams she was facing were in egoic conflict and were very serious. She was intent on approaching the solution to team rhythm in a different way using exercises and lightness in her approach. Iris saw that business leaders know what they need in business and what they do not practice like listening and presence. According to Iris teams need to not only speak their concerns but use exercises and lightness as a way to find solutions – As such her book is littered with music riffs and exercises that teams can employ to begin to develop skills As a child Iris listened to a talk given by Mother Teresa that she still carries. Emotional pain is a feature of business life and one Iris’s mission is to help people resolve emotional pain. She develops bespoke exercises for teams depending on their particular concern. Why was it important to cluster the book chapters on a xylophone and in that fashion?   –     Getting Synchronised comprises the first three chapters of the book and details the power of Listening, Creating a Clear vision and having Leadership Presence. Getting synched means looking beyond an individual’s ego and determining what is important to the team . Getting synched means raising a person’s listening skills, followed by a clear strategy & vision – this also requires checking for team and departmental understanding giving others a chance to question. Iris uses cartoons to illustrate her points. She points out that the Leader is there to serve and give direction. Finally Irish explains why her third chapter on Presence is so critical for team life. –     What in your opinion Iris do teams forget about those first three chapters? All three of them. Iris reminds us that we all think we are great listeners but when she encourages her teams to try out some of the listening exercises in her book, members realise they are not that good. Leaders are often pretty clear in their heads about the future strategy but do they check it is understood by all? Do they gain from the experts knowledge how they see the strategy working etc. Presence in the room is often disrupted by insecurity & Iris’s exercises help bring presence more assuredly into the room  Presence can change something. A lack of presence, often especially by the leader can communicate to others that the leader has more important things to do than be there for the team. –     What are some of the exercises you use with teams to build presence? Speaking to the last member in an audience as a choir is an exercise that iris uses with teams, –     What comprises the cluster called raising awareness? There are four topics covered across four chapters with skills that all have room to be enhanced. –     Raising effectiveness with Decisions. Decision making at the lowest level. Iris employs exercises to expand on Frederic Laloux’s work which says that bureaucracy gets in the way of effective decision making. He and Iris suggest moving decisions out and often down to the experts. This requires trust by Leaders to distribute power effectively to experts. Doing this is enabled by having done the work to get synchronised. A solid frame is provided that supports decision making. Trust is a big component for both the leader and the member. A leader can self-check to be curious if he/she does give power to the expert or has explained the strategy well. A member can ask if they trust themselves enough to honour the strategy and make a decision about which they are expert. –     Speed up Conflict Resolution: The blue note is used from Jazz as a way of helping teams to accept what might not be linear or clear from which beauty can surface. There is disruption on teams especially with diverse teams and Iris encourages teams to embrace the disruption and look to wonder what can be created. Iris explores building resolution on teams using Judith Glaser’s work, Conversational Intelligence. Iris explains the dashboard that Judith outlined in her book to support understanding between members on teams. The Conversational dashboard describes 3 levels of communication from distrust to trust. Level 1 is where people tell and ask. Level 2 is where team members advocate and inquire and Level 3 where two or more members are co-creating in a space of trust by sharing and discovering together. Team members have to suspend judgement and premature conclusions to accept that people have good intentions, have value to add and are not stupid. This helps move conversations from red/distrusting to green/trusting. Iris shares that the dashboard is an image or a picture in your home that you have to step back from and observe. Stepping back and inquiring helps a team wonder how they can move into the green area where engagement, encouragement, acceptance flourishes, a place of fun and creativity. Iris loves this chapter and since her work with Judith Glaser she only needs 30 minutes to bring this topic to light & resolution. The team conflict resolution team rhythm exercise helps a team see how they react to dissonance. The exercise is used to see how teams react, what is possible and what is learnt by dissonance and the use of it. Disruption is not always a negative phenomenon it allows for difference to be heard. Trust & Commitment, chapters 6  & 7 in Iris’s book are like twins. If commitment is honoured trust is built. Similarly alignment with the mission and strategy supports trust. Trust also has something to do with each individual and their respective histories. A person has to be willing to look inside and wonder what is blocking with respect to trust and trust for others., There is a team rhythm exercise on trust. The cartoons Iris employs in her book helps people self-assess and wonder about their own levels of trust. Micro-managing for example is an indicator that trust is not widely given to empower teams. –     What are some of the ways teams distract themselves from pursuing some of these ideas on effectiveness? Iris combines the knowledge and wisdom from her Commitment chapter with the chapter on Feedforward to suggest that team members need to be willing to open up to feedforward ideas –     Continuously Empower and Inspire your Teams. This cluster explores 4 topics housed in 4 chapters. The first speaks to the idea that you can add value to a team and its performance by engaging with mechanism and skills that encourage feedforward practices. The next chapter explores the nature of Virtual & Hybrid teams and how teams can move from being I-Centric to We-Centric and ultimately less egoic. The third chapter in this cluster speaks to value of using the power of diversity and moving away from blaming and shaming others for their difference be it with respect to their ideas, perspectives etc to gaining. This chapter uses exercises and rhythm exercises to identify how to make use of the full spectrum of diversity. The fourth and final chapter in this cluster speaks to the idea of gaining from areas outside of your own business. In this  Iris talks about Bands and what can be learnt for business gain. She also looks at film production and what is involved there in that domain a rich resource for business. –     What is important to you Iris about the difference between Feedforward and Feedback? The difference was experienced from Marshall Goldsmith. Feedforward is looking to the future and is hopeful. Feedback is backward looking and historic. –     The last few chapters are very current to the world we live, especially post the pandemic. What was important to you about including them in your book and on the xylophone? Iris wanted to update her book to reflect what she is seeing in business today, that is very different from when she wrote her book Team Magic. Iris is curious to explore with teams how they can gain by diversity. Iris tells a story about her favourite team  a virtual team she was part of twenty years ago.  Iris describes how she experienced this team and remarks that she felt special having team members come from Denmark and other counties. Iris shares that it was a hugely different phenomenon  in her working life then & she enjoyed it, The team worked well together and won a prize for innovation.   –     How comfortable are teams working in a hybrid or virtual way? Teams can get stuck in ways that are unhelpful. There are different types of people some who appreciate th

    45min
  6. 1 DE JAN.

    How to listen Discover the hidden key to better communication with Oscar Trimboli

    Introduction:  Oscar Trimboli is an award-winning Author, host of the Apple award-winning podcast Deep Listening and a sought-after Keynote Speaker. ·         Oscar’s third book, How to listen-discover the hidden key to better communication is the most comprehensive book about listening in the work place. Along with the Deep Listening Ambassador Community, Oscar is on a quest to create 100 million deep listeners in the workplace. ·         Oscar works with Chairs, Boards of Directory and Executive Teams.   Podcast episode Summary:  In this episode Oscar shares what he means by the transformational impact of listening, often beyond words, in the workplace. He provides numerous examples of what it means to listen and how. We reference his book across the conversation to illuminate the richness of his research and to expand on the idea that listening is a skill, a strategy, and a practice – a way to balance how you communicate.   Points made throughout the Episode:   o    Who are you? Oscar responded by saying he is really a confused human. He plays many different roles, the role of Grandfather, the role of carer for his Father and someone who loves to hike in the bushlands around Sydney. o    What motivated you to get into this particular domain, that is listening? Oscar shared 3 stories to answer this question. The first is that as a teenager Oscar required years of orthodontic work and he did not want to draw attention to his features so he became very skilled at asking others questions. The second is that Oscar went to a school with over 23 different nationalities and whilst playing cards teams would tend to form around their own nationalities. Oscar became adept at reading body language. The third story speaks to a seminal moment in Oscar’s career in 2008 at his employer Microsoft. He was part of a larger meeting involved in budget meeting. There were 18 people at the meeting. At the 20 minute mark in this budget meeting Oscar’s boss, Tracy, says “Oscar we need to talk immediately after this meeting” This statement caused Oscar to stop paying attention and to question how he was going to communicate to those that mattered he was about to get fired. Instead the comment altered the trajectory of Oscar’s career and he has dedicated his research and work to decoding the elements of Listening. Essentially his boss said “Oscar if you could code how you listen, you could change the world” o    That profound insight resulted a body of work where Oscar has coded how to listen and that body comprises 3 books, a quiz a jigsaw game and a playing card game that he runs in many organisations today. o    The difference between hearing and listening is taking action and Oscar believes he had made a dent in the business of decoding how to listen. o    What did you have to unearth or discover to know how to code listening? In the moment Oscar had no clue & about 2 weeks later he was asked to audit another budget meeting hosted by the then CFO, Brian. Despite the fact that the meeting proved almost incomprehensible with few people actually speaking, where when Brian spoke people asked clarifying questions, Oscar noticed he was taking a tally of this phenomena and then realised that he as actually beginning  to decode listening. o    Tracy asked Oscar to code how he listened in order to change the world and what he has used since then to decode how to listen  is the research of deep listening institute, the academic literature and interviews with diverse workplace workers. o    In all of this work Oscar is trying to make sense of what it takes to help  a person’s listening  move from  simply nodding and muttering to listening to what is not said. o    Oscar cautions listeners not to try and use a tip they might hear over this podcast on someone that is significant to them to ward against unintended consequences and to make his point he shares a story about his friend Mick. o    What are the salient features that describe the code of listening? o    The maths or neuroscience of listening helps people understand why people are not good listeners. The math is as follows;   1.     People speak at the rate of 125 words per minute 2.     People can listen at the rate of 400 words per minute 3.     People think at the rate of 900 words per minute.   o    What this means is that people can stay in the conversation. Jump ahead and solve or go ahead and judge and anticipate, while they are waiting for the speaker to catch up. o    Oscar analyses the math and helps us understand that what the speaker shares is 14% of what the speaker thinks and means. Good listeners listen to what is said, Great listeners & deep listeners notice what is not said in the 86% o    Most of us are dialoguing using the 14% each way and we can get frustrated. If instead a listener remembers that what a speaker says is only 14% of what they think and mean then the listener can move towards helping the speaker elucidate what is in the 86% o    In teams if you are not taking the time to fully listen this frustration is N squared by the number of people in the room. o    In the workplace as a listener your job is not to make sense of what is being spoken or thought but to help the speaker express what they think and mean.  o    As a nugget Oscar shares a framework which he refers to as a listening compass. First he shares that most of us are coded through our educational systems, to listen for similarities. Pattern matching. Pattern matching trains us to listen for similarities and what is divergent. o    The first question to ask in the compass system is directional to help the speaker say more from their original draft thinking. The question is asked with empathy and genuine curiosity “Say more about that?” This helps the speaker share more about what they are thinking and meaning. o    The second question works to explore the divergent to help illuminate what else might be considered, different perspectives for example. The question is “what else” o    The third question is exquisite silence. Silence and listen share identical letters. Silence is like a magnet to draw the speakers meaning to the fore. o    Silence is a sign of respect, wisdom and authority. A leader can shape the presence of the group or team to listen to each other and not just the active speaker. o    People can immediately complain that this form of listening will take time when in fact it saves time over time. o    What are all the ways we assume we listen and we don’t? o    Listening happens before, during and after the conversation and it is important that as a listener you learn how to listen to yourself. o    Many of us are not conscious of our own state, the state necessary to be able to listen. o    Many people are stuck at level one listening, listening to yourself. Level two is listening to the content, level three is listening for the context, level four is listening to what is not said and level five is listening for meaning. o    91% of workplace listeners are paying attention to a notification that is electronic, some of which are getting closer to our bodies such as our digital watches. We are distracted. We do not know the difference between paying attention and giving attention. We have so many browser tabs open in our mind, we are over flooded and what we want to do is shut them down so that we can give attention and listen. o    The best tip Oscar can give to those who host meetings it to set the time for the meeting 5 mins past the hour and to run the meeting for 50 minutes, to let people decompress from their previous meeting and be on time for the next. o    Most people are physically present when they arrive at a meeting but mentally present about 5 minutes after. o    You can change your state by changing your calendar appointments by 5 mins each side of an hour, by drinking a glass or water and by noticing your breathing and by listening to music before a meeting or conference call o    Oscar explains why he uses the negative in some of his questioning like asking people to wonder in an exercise “what am I not listening to in  myself” most people are used to listening to the noise so it takes a certain stillness to appreciate what wants to be heard. o    What are the villains of listening? Oscar, in response to a request from a CEO who wanted to help more in his organisation appreciate the value of listening, did some research to generate a quiz that organisational listeners could take. They based their survey on a few very simple questions like;   1.     “what’s the other person doing when they are not listening?” 2.     “What do you struggle with when it comes to listening?” 3.     How do you rate yourself as a listener? And how would you rate others that listen to you?   o    It proved interesting that people were able to describe in much greater detail and length what others were doing when they were not listening compared to what they personally struggled with as a listener. o    Similarly there was a massive differential between a raters self-rating and their rating of others o    74% of people rated themselves well above or above average for listening and when asked the other way only 12% of people who listened to them rated well or above average. From this analysis the research company were able to build like cohorts which became the Villains of listening. 4 Archetypes emerged.     1.     People who were unproductively using emotion- they were getting hooked into the story 2.     People who were time or productivity obsessed – they tend to interrupt a lot 3.     People who came across as vague, disinterested or distracted-people

    1h14min
  7. 02/10/2023

    Exploring the Board of Directors as a Team with Brendan Lenihan

    Introduction:  Brendan Lenihan is a professional non-executive director, a management consultant, a chartered accountant, and an accredited mediator.  Previously he was a Partner with Andersen (with whom he worked in Dublin and New York) Through his consultancy, Navigo Consulting, he provides strategic, financial and governance advice to clients in Ireland and the UK as well as having a non-executive director portfolio in private companies, public bodies and charities. His is currently; Chair of Irish International Trading Corporation Cork plc which is 103 years in business and turns over in excess of €80m per annum, as well as Chairing the Advisory Board of Regan Wall, a business law firm specialising in mergers and acquisitions.      Chair of Good Shepherd Cork, a sizeable charity providing emergency accommodation and services to homeless and vulnerable families.   Podcast episode Summary:  This podcast explores the nature of Boards, our understanding of the role of Boards, and whether we can consider boards are Teams. In addition, Brendan illuminates the constraints on boards and the potential that exists to support boards be more effective. Points made throughout the Episode:   o    Brendan has led a portfolio career to date. An accountant by nature but he is more than that. His eclectic portfolio and experience has meant that he has learnt how to sell, navigate & supervise professional service bodies. o    Brendan doesn’t rush towards fires but he has noticed that he ends up in the thick of things. Around the time of the crash in 2008 in NYC he was involved in the Enron Scandal and as Finance Director for a Property Company he was instrumental in supporting them through the crash. Similarly he was involved with the HSE for 4 years through Covid 19- where he put his consultancy experience where it was most needed. o    10 years ago as the President of the Chartered Institute of Ireland it became clear to Brendan that accountants do 3 things,  they measure, communicate and decide. Brendan observed that if someone like him, even with his vast experience, were to survive he needed to move up the value chain to where decision making and governance happened. Decision making is the business Brendan is now in. o    The Myths of Boards: The great man myth and the myth of omnipotence of boards is very much alive.  The myth that the CEO is the eternal fountain of all knowledge and the organisation pivots around him/her is similarly active. The truth is that the health and direction of a company cannot revolve around one person, especially as CEOs come and go. There is also a great myth that board work is easy, you turn up, listen and go away. That is not the case. o    There is a grain of truth in the idea that the smartest group of people are the executives and the wise comprise the board. The smart and wise sit down together and generally the wise people approve everything the smart people have to say, although it is not always the case. The smartest and wisest is the relationship between the Chair and the CEO. There is some grain of truth to all of this but it should not be how people think for a heathy, dynamic and growing organisation to operate. o    A lot of people end up on boards because of their success in role and the because of their functional expertise but often they do not know what the role of a board member is. o    A healthy board is one that has a very clear sense of its role & its purpose. Many boards have an impoverished view of what their role is as a Board. Often  they encapsulate their role as their function to support management. That definition is too simplistic and too narrow a definition. o    A healthy Board is one you cannot assess on paper. As well as a board appreciating their role & purpose it is also crucial that Board members understand each other as people. A healthy board is one where the relationships are really strong, where people can deal with conflict and differences of style etc. o    What defines Governance? This is the starting conversation with new boards or new board members. Two central elements to Governance (based off an OECD definition) The first element is the notion that Governance is a network of relationships. The relations within the entity such as staff, the board and the executive management team as well as the relations outside of the entity such as shareholders, funders, regulators, customer as well as suppliers. The first role of a Board is to understand and add to the strength and functioning of these relationships. The second element is about the setting of objectives. What objectives is the entitiy trying to achieve, how are the objectives set and then how  are they managed and monitored. o    The degree to which this network of relations is worked governs the degree to  which the entity achieves its objectives. That is the role of Governance. o    Two further dimensions have to be considered. One, the compliance perspective to understand and appreciate the rules of the road with respect to this network of relations and two, a performance dimension to understand what travels over and between the network of relations. Brendan makes the point that too often people assume governance is simply about compliance and not about the management of ideas & the performance of objectives across this network of relations. o    Management has a governance role as well but this podcast is focused on the top level of the organisation, the Board. o    If you are sitting on a board you should be focused on the strength and productivity of the network of relations described above. In addition a Board needs to question what objectives are being set and whether they are being achieved. o    For the person in the street the subject of Governance comes down to the simple question, who is in charge? o    The interrelation between the work of the board and management is often confused and ambiguous. The biggest problem Brendan sees in his work is that folks on boards devolve everything to management. o    The Board should in fact be setting objectives, be providing Leadership and operating with an amount of oversight where the board asks whether the organisation is on plan, getting close to its objectives etc. o    Many board members especially new board members do not realise the many functions of boards and the many mindsets involved. 3 different mindsets prevail on Boards. The first deals with Leadership the second the entity strategy and the third oversight & compliance. Compliance for example requires an evidential focus. Strategy involves a creative process, a heavily laden communication process and psychological process. Oversight is where you are asked to form an opinion and decision based on the question “are we there yet?” o    Boards mix those 3 roles into one combined headset. o    Too often too, a board may be comprised of formerly successful executives you end up Micro Managing senior executives and end up squashing capability. o    In the absence of understanding of the many headsets required of boards duplication, frustration and missed opportunities are inevitable. o    The same is true of teams where there is lack of resources and lack of role clarity. This absence drives conflict and dissent and is especially evident at the interface between senior executives and the board. o    Board members end up on Boards because of their industry expertise, functional expertise and not because they know much about Governance & especially corporate governance. o    The rise of concern about Culture and the question about who is responsible for Culture in an organisation has contributed to the confusion that abounds. The idea that the Board is in fact responsible has really stretched and challenged boards. o    It is not clear what the headset needs to be with respect to the role of Culture setting  but it is clear from Corporate Governance that the responsibility lies with the Board. o    Making the interventions that shape Culture is the honours question that boards are struggling with today. o    The board is responsible for there being a well-defined strategy and it is also responsible for the culture of the organisation that is appropriate for its environment and strategic objectives. o    Boards are decision factories with very limited opening hours o    Consider for example the Public Broadcaster here in Ireland which has just faced a critical Corporate Governance crisis this year.  Its board would have met about 9 times in the year which is incredibly limited opening hours to get through an enormous remit. o    There is a real paucity of time that drives a lot of the dynamics of boards. o    Brendan works with boards to become as efficient as is possible with oversight and monitoring as a role to free up time to spend on Strategy, Culture and Leadership conversations. o    There are ways at releasing time and working smartly as a board but a week Chair and a board that does not appreciate its full role will fudge and burn time ineffectively leading to frustration and embarrassment as  likely possible negative outcomes. o    Brendan works with Boards by sharing simple ideas to support the various roles they play. Leadership for example is about two simple ideas, having a plan and doing the right things. So Leadership from the Board perspective is about making sure there is a plan and challenging the board and executive to be curious about the right things to discuss. o    Too often the senior management team is preoccupied with being busy 60-70 hours a week and they do not often get the opportunity to see the big things on the fringe about which they need to discuss. o    There is so much value a board can bring in terms of ideas, opportunities and even

    59min
  8. 01/09/2023

    Purposeful Curiosity How asking the right questions can change your life with Costas Andriopoulos

    Introduction:  Costas Andriopoulos is Professor of Innovation and Entrepreneurship at Bayes Business School (City University of London) He is founder of Bayes X, the Cnentre for Innovation and Disruption. He is also the Director of Avyssos Advisors Ltd. an Innovation management consultancy. Costas was born in Athens, Greece. He was educated in Greece and the UK & prior to joining Bayes Business School, City University of London in 2014, he held posts at Cardiff, Strathclyde, Aberdeen and Brunel universities. Costas researched New Product Design Consultancies and tech companies in Silicon Valley and was a visiting professor at Said Business School (University of Oxford) Costas is also an author and his book, Purposeful Curiosity  is the subject of this podcast. Costas now lives in West London with his wife and daughter. Podcast episode Summary:  In this episode Costas shares his Curiosity Journey and the work he undertook to understand what it takes to employ Curiosity in a meaningful fashion. We discuss what it takes to be purposeful, the distractions we must refuse, and the permission needed to nurture the “Itch” within us all to follow our passions and execute our dreams. As Adam Grant, #1 New York Times bestselling author of Think again shares, Costas’s book “Nails the difference between idle curiosity and a productive drive to discover”.  Points made throughout the Episode:   o    What more can you say about you the person? Costas shares that since we was a child he was a very curious person. He took things apart and his friend was his screw driver. He is very grateful that his parents encouraged this fascination with how things worked, with his curiosity as a child. This same curiosity has taken him to different parts of the world to study and work and by way of it he has met incredibly interesting people. o    When you show interest in what others do it leads you to some very interesting answers. o    Costas wanted to become an Architect. Whilst his parents at that time discouraged that path it is not surprising to Costas that his PhD and research focuses on Creative & Innovative organisations, some of whom were design studios and others of whom where Architectural firms. There is something we are passionate about, sometimes we are steered away from pursuing these passions but if you like something so much it will always come back. o    Costas encourages people to do something about which you are passionate and good. We can follow many topics and we need to understand these topics. Costas became curious about Curiosity and he wanted to nurture that passion and understand what it takes to pursue curiosity purposefully. o    Because Costas knows Creativity, Innovation and Curiosity are closely linked or brothers he found researching Curiosity to be within his gift. o    He makes the point that if he wanted to research Rockets he would find it very difficult because he wasn’t very good at physics or related disciplines and most probably he would not be interested in any case. o    We have to care about something, we have to be passionate and we have to understand the subject to pursue purposeful curiosity. o    Notwithstanding the fact that Costas has studied Innovation and Creativity when he first mentioned his interest in studying Curiosity everyone he spoke with thought he was crazy. o    The external voices were really projecting their fears onto Costas about the potential pitfalls and opportunity cost of his project. When we embark on something new, and Curiosity is a new field for Costas, people are going to project their fears. o    People who surround us normally care for us. They want to protect us from failing and still if we are passionate about something we have to learn to silence these external voices to follow our path. o    Costas is not encouraging blind faith or reckless pursuits he is taking about projects where you prepare and surround yourself with professionals or people who know something about what you are trying to achieve. o    To illustrate his point Costas tells us about his new interest in Kite Surfing and how he approached becoming skilful when initially it seemed daunting. In the same way as before external voices tried to dissuade him. He was told of all of the dangers associated with Kite surfing and as before he noticed people were simply projecting their fears. o    Costas chose a good instructor, he went online to read up as much as he could about safety, essentially saying he did not go to his first lesson unprepared. o    Being curious about something means you go to your first meeting being prepared. o    Costas’s motivation to write his book was to research Curiosity and it became his purpose. o    Purposeful Curiosity is about translating our curiosity into something. We can be curious about stuff, satiate our curiosity somewhat and move to the next thing. Doing this means nothing happens, no processes get better or the community doesn’t benefit etc. It is a bit of a selfish act. o    Costas noticed he was doing this, his colleagues and others were too. o    He was curious to understand if there were people who followed their curiosity and executed change, translating their curiosity into a service, a product or a start-up o    For his research Costas interviewed 60 people from different walks of life, different geographical locations from Japan to California. o    What Costas noticed was that the people he studied stayed with their curiosity longer. Too often when we are curious and something doesn’t work out we drop it. What Costas found was the opposite with those who were Curious and executed. If something did not work out they became even more curious. o    Costas describes how when he began his research and project he got so curious his world disappeared and it became like a movement to him. o    Costas was curious to know how we can help people be more curious, to execute their curiosity and to improve life, communities, solve problems and provide solutions to life questions. o    It was important for Costas to address the subject of fear in his book Purposeful Curiosity. He admits himself that when he starts something new he feels fear. He is not fearless. Instead however he uses his curiosity to overcome his fears. o    When he started Kite Surfing in the Summer of 22, he saw Kite Surfers jumping 5 or 6 metres and he was afraid. By being curious he tried to figure out what could go wrong. He developed a list of mitigating solutions. He used his curiosity and questions about his fear to help him move closer to his goals. Fear doesn’t necessarily go away but you can make it become second nature to you. o    Costas uses his failure to learn, to ask for feedback and to course correct. o    Costas wrote this book during Covid. It was bemusing to Costas that he chose to do something so creative in isolation because he is a person who enjoys company. o    Costas explains making fear second nature by saying that the more we do something the more it becomes like skin. We get used to it. He uses the example of writhing his own book to explain this phenomenon. o    Writing a book is a big endeavour. Writing 300 pages in a year and a half takes commitment, it takes time and over time writing  & pursuing this project of writing a book about Purposeful Curiosity became second nature to him. o    Costas admits that writing is not something that comes naturally to him, in fact it makes him a bit uncomfortable, because for Costas it is about disseminating his thoughts onto paper for others to read. o    You have to be comfortable with discomfort. o    When Costas started writing he was very uncomfortable, it was taking him more time than he thought it should, he was stressed and he was beset with his inner critic asking “will he get it?” but curiously the more Costas wrote, the more time he took he started to get comfortable with his discomfort to the point that he began to enjoy it. o    Costas never felt paralysed by his fear, he felt energised. He studiously worked to bring down his fear by doing more research, reading books that were close to the kind of book he wanted to write, talking to people etc. o    To execute Curiosity you have to first give yourself permission to go on the Journey. Do not wait for others to give you the green light. o    Curiosity leads us to be relevant. o    All of us have to be lifelong learners. o    Costas encourages us to figure out “our itch” to take ownership for our particular Curiosity Project. If you have a passion, a curiosity, open a folder, take notes, do your research, have boundaries, don’t be seduced by the internet, there are a lot of smart resources like Udemy etc give yourself permission become a bit of an expert. o    Costas also notes that when you are starting out, following your itch and learning about your passion or topic you need  to find a Tribe. o    Ask “who is your tribe” go to meetings, participate & talk to discover. o    Don’t be afraid. The important thing is to continue learning, to continue asking questions to surround yourself with a Tribe, people who are passionate, different, open and open to being surprised and can add meaning to your project. o    Costas expands on his acronym Curiosity which neatly describes the qualities of a good team and in this case Tribe. o    Assembling a dream Tribe/Team is about hiring curious people. People who are Collaborative, Unabashedly passionate about the subject, Resilient, Iconoclastic, Open to outside interests, Urgent and Surprise seeking. o    What Costas admires in his field and in his career or on his teams are the people who bring you questions. They are not waiting for him to solve for everything.

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Sobre

Teams are the new unit of currency in business. Harnessing the wisdom and brilliance of teams is not easy. It can be messy, confusing, non linear and complicated. Learn from your peers and thought leaders about what it takes. Listen to their stories, pains, and pride when it works. This show is about the magic of mining work and relations for high performance, satisfaction and fulfilment on teams

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