Neuropsychological studies have shown that we are strongly wired to sense and value belonging. There are 3 primary ways that members of a group send and receive belonging cues to each other.<ul><li>Energy – Individuals are engaged with the group. They invest in the exchange that is occurring</li><li>Individualization – Each person is valued and his/her opinion listened to.</li><li>Future orientation – There is a sense that the relationship has a future.</li></ul>

A Sense of Belonging

<ul><li>Rank your priorities. What are the primary things that are most important to your group or team? </li><li>Be clearer than you think you need to be. Ask group members what your vision is. </li><li>Decide on where you will aim for proficiency and where you will aim for creativity. This means defining the areas where the team and team members need to be proficient in specific skills</li><li>Embrace catchphrases. Cultures that have a sense of belonging often have a shared vocabulary. </li><li>Measure what matters. </li><li>Focus on bar-setting behaviors.</li></ul>

How to Establish a Purpose For Your Group

Leaders should ask their group members for specific feedback in 3 areas:<ul><li>Name one thing that I currently do that you’d like me to continue to do?</li><li>Is there one thing I don’t currently do frequently enough that you think I should do more often?</li><li>What can I do to make you more effective?</li></ul>

Leaders Should Seek Honest Feedback

The trick to building effective catchphrases is to keep them simple, action-oriented, and forthright:"Create fun and a little weirdness" (Zappos), "Talk less, do more" (IDEO), "Work hard, be nice" (KIPP), "Pound the rock" (San Antonio Spurs), "Leave the jersey in a better place" (New Zealand All-Blacks), "Create raves for guests" (Danny Meyer’s restaurants).

Embrace the Use of Catchphrases

“The road to success is paved with mistakes well handled.”

Being vulnerable does not mean indiscriminately sharing fears and shortcomings. Instead, it means specifically being honest about your concerns about a project. Sharing vulnerability can also mean taking an honest look at how things went. Sharing our own vulnerability about what we are concerned about, or what we think could be improved creates an environment where others feel free to share their concerns as well.

Sharing Vulnerability

Giving honest feedback is risky because it can easily result in people feeling hurt or demoralized. By aiming for candor—feedback that is smaller, more targeted, less personal, less judgmental, and equally impactful—it’s easier to maintain a sense of safety and belonging in the group.

Avoid Brutal Honesty. Aim for Candor

“We are all paid to solve problems. Make sure to pick fun people to solve problems with.”

Many highly cooperative groups use language to reinforce their interdependence. For example, navy pilots returning to aircraft carriers do not “land" but are “recovered."  Groups at Pixar do not offer “notes" on early versions of films; they “plus" them by offering solutions to problems. These might seem like small semantic differences, but they matter because they continually highlight the cooperative, interconnected nature of the work and reinforce the group’s shared identity.

Align Language with Action

In order to move toward a target, you must first have a target. Listing your priorities is the first step. Most successful groups end up with a small handful of priorities and many end up placing their in-group relationships—how they treat one another—at the top of the list. Their greatest project is building and sustaining the group itself. If they get their own relationships right, everything else will follow.

Name and Rank Your Priorities

Every group skill can be sorted into one of two basic types: skills of proficiency and skills of creativity.<ul><li>Skills of proficiency are about doing a task the same way, every single time. They are about delivering machine-like reliability, and they tend to apply in domains in which the goal behaviors are clearly defined, such as service. </li><li>Creative skills, on the other hand, are about empowering a group to do the hard work of building something that has never existed before. </li></ul>

Figure Out Where Your Group Aims for Proficiency and Where It Aims for Creativity

You might think the success of a team depends on the individual team members’ skills. However, to a great extent it depends on 5 specific factors that can predict with accuracy how well a team will perform:<ol><li>Everyone in the group talks and listens in equal measure, keeping contributions short.</li><li>Members maintain high levels of eye contact, and their conversations and gestures are energetic.</li><li>Members communicate directly with one another.</li><li>Members carry on side conversations within the team.</li><li>Members periodically break, go exploring outside the team, and bring information back to share with the others.</li></ol>

Team Performance

The Great Quit can be conquered and turned into a great opportunity, Here is how to do that.

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Corporate Culture

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Business

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Leadership & Management

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Countering The Great Resignation

The Culture Code analyses the mechanism behind a successful team and what makes people genuinely engage in organizational goals.

"Coyle spent three years researching the question of what makes a successful group tick, visiting some of the world's most productive groups--including Pixar, Navy SEALs, Zappos, IDEO, and the San Antonio Spurs. Coyle discovered that high-performing groups ... generate three key messages that enable them to excel: 1. Safety (we are connected), 2. Shared risk (we are vulnerable together), 3. Purpose (we are part of the same story)"--

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NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow’s leaders with the tools to build a cohesive, motivated culture. NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND LIBRARY JOURNAL Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In The Culture Code, Daniel Coyle goes inside some of the world’s most successful organizations—including the U.S. Navy’s SEAL Team Six, IDEO, and the San Antonio Spurs—and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded. Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together. Praise for The Culture Code “I’ve been waiting years for someone to write this book—I’ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water.”—Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take “If you want to understand how successful groups work—the signals they transmit, the language they speak, the cues that foster creativity—you won’t find a more essential guide than The Culture Code.”—Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better

Daniel Coyle is the author of the upcoming book The Culture Code (January 2018). He is the New York Times bestselling author of The Talent Code, The Little Book of Talent, The Secret Race (with Tyler Hamilton), and other books. Winner (with Hamilton) of the 2012 William Hill Sports Book of the Year Prize, he is a contributing editor for Outside magazine, and also works a special advisor to the Cleveland Indians. Coyle lives in Cleveland, Ohio during the school year and in Homer, Alaska, during the summer with his wife Jen, and their four children.

DANIEL COYLE

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"Conflict is information, and handled well, conflict is opportunity."

ADAR COHEN

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