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The 3 things that great teams have in common

Psychological Safety

Psychological safety is when a group is able to freely share their ideas without the fear of being criticized and being their natural selves.

Organizations that have psychological safety are more likely able to: profoundly contribute uncommon and remarkable ideas, admit to mistakes made and take responsibility, and are forward-looking towards growth and improvement.

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Measuring Employee Productivity
Measuring Employee Productivity

Fixing employee productivity in the industrial age, when most workers were handling machinery and it’s parts, was a tedious but doable process. The managers had to fix the people who were making mi...

The Old Productivity Formula

The basic productivity formula(productivity= output divided by input) worked well in the industrial age as the output and input were clearly defined and measurable.

Today’s leaders need innovative solutions to measure and improve productivity in a knowledge-based workplace, as the measurement of output and input is not what it was.

Quality And Quantity

While assigning value to the output of knowledge workers, we cannot simply measure the output like before.

Coders and doctors cannot be measured by the hour, as their output is not uniform or consistent every hour.

"Creativity echo chamber"

When information keeps coming from the same place, teams may find themselves in a creativity echo chamber. 

Instead of generating fresh lines of thinking, people keep bouncing ...

Push the boundaries of debate

Constructive conflict can produce creative solutions. When teams engage in rigorous debate, they are often forced to examine underlying assumptions, challenge the status quo and evaluate competing views. 

The process of perspective-taking can yield new insights that jumpstart creativity and workflow.

Make it safe to disagree

Teams that operate with psychological safety consistently deliver creative breakthroughs and report high levels of interpersonal trust.

Psychological safety is that sense of confidence that their team will not embarrass, reject or punish them for speaking up

Feeling included in organizations
Feeling included in organizations

What leaders say and will contribute up to 70 % to whether an individual will feeling included. 

The more people feel included, the more they speak up, go the extra mile, and collabor...

Traits inclusive-leaders share
  • They articulate an authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.
  • They are modest about capabilities, admit mistakes, and create the space for others to contribute.
  • They show awareness of personal blind spots, as well as flaws in the system.
  • They demonstrate an open mindset and deep curiosity about others.
  • They are attentive to others’ cultures and adapt as required.
  • They empower others and focus on team cohesion.
The most important trait

If a leader wants to know what is the most important trait, commitment is the most critical.
For those working around a leader, the single most important trait is a leader's visible awareness of bias - a leader that constantly challenges their own bias and encourage others to note their pre-conceived leanings. Raters also care about humility and empathy.