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It’s far easier to hire for traits you need than to try to transform a person who doesn’t have them into someone that does. The more people in an organization that successfully demonstrate a trait, the easier it is for others to emulate and adopt it.
Some people ask more questions, have more doubts, and are willing to act on them. They are harder to manage since they naturally challenge authority, but if you want assumptions challenged that includes the assumption of hierarchy.
If healthy debate is encouraged the results will be the best synthesis of different assumptions.
If you as the manager continually demonstrate that you are comfortable being challenged, or yielding your idea to a superior one suggested by a colleague or subordinate, everyone who works for you will emulate that behavior.
If you dismiss challenges or yell at people who challenge you, the culture of fear your behavior creates will dominate no matter who you hire or how great you proclaim it is to challenge assumptions.
Most heated debates involve people who have trouble separating their opinions from their identity. If I draw what turns out to be a bad idea on a whiteboard, in a healthy culture it’s reinforced that the idea is lame, but I’m not. I can still be smart and valuable.
SIMILAR ARTICLES & IDEAS:
Interviewers ask questions like "tell me about yourself " to determine if you're qualified to do the work and if you will fit in with the team.
It might be a good idea to share something about yourself that is doesn't relate directly to your career.
For example, interests like running might represent that you are healthy and energetic. Pursuits like being an avid reader might showcase your intellectual leaning. Volunteer work will demonstrate your commitment to the welfare of your community.
This is a simple formula to construct your response.
"It is within anyone’s grasp to be the founder and culture-creator of their own team, whether you are the first em..."
The foundation of a good culture is clearly stating the purpose - why something is (or isn't) taking place.
While it is important to share the importance of a project, we should not forget to identify the part is can play in our team's personal development. So, for each project, establish the main goal of the team and identify what everyone hopes to get out of the project.
Clearly defining roles & responsibilities can help foster good communication. Then people can know exactly what they are accountable for and what not. They will also be able to identify whom to ask their questions when they appear.
... that's capable of executing in a remote setup:
In a remote team, you'll need the right tools to make sure everyone stays on the same page and can continue to execute without a physical person standing next to them.
You likely will need a tool in certain categories like group chat and video conferencing to make remote successful.
Good processes let you get work done in the absence of all else. They provide structure and direction for getting things done.
A few examples from Zapier: