Self-Expression Through Service

“Everyone can be great because everyone can serve.” – Martin Luther King, Jr.

Service is the highest form of self-expression” read the title of an editorial in Times of India by Janina Gomes and it got me thinking about service.

I realized that the only way to grow yourself, your teams, your organization is to think about what you have to offer from a service perspective. Who and what do you serve? You can directly serve others or serve a cause that enriches others. We all know about great examples of servant leaders from Gandhi to Mandela. But what about Steve Jobs? I like to think that he devoted his life serving the cause of simplifying technology and design.

But why is service the highest form of self-expression, you may ask?

Because mindset of service subdues the ego and real self-expression (and also learning) cannot happen when you wear a mask of your ego. And the truth is, real service is not about you, it is about purpose and people. And when you think about purpose and receivers of your service, YOU become the medium and not the source. Ego and entitlement must take a back seat if you are truly set out to serve others and when that happens, the whole foundation of your engagement with the cause is transformed.

Gandhi famously said,

“The best way to find yourself is to lose yourself in service of others.”

It doesn’t matter if you are an artist, employee, a team member, a leader or an entrepreneur – you are paid to serve something or someone. Breaking the cocoon of your limited beliefs and thinking about who/what you serve is also a powerful way to also discover your unique purpose.

Here is a quick doodle to encapsulate this wonderful thought!

Also Read at QAspire:

Five Not-So-Radical Ideas For Nurturing Change

When everything around is constantly changing, it is easy to:

  • Get carried away by latest fads, best practices etc.
  • Execute changes that may not be significant in shifting results to positive direction
  • Implement solutions to half-baked problem statements
  • Isolate people affected by change in a rush to just change things
  • Get confused between change and transformation initiatives

We often see this happening all around us. There is so much conversation going on about change and transformation that it is easy to get carried away when the “Big WHY” of change is not clear.

In this context, I read Paul Taylor’s latest post titled “Three Simple Ideas To Stop Change Failing” where he offers not so radical ideas to ensure that change does not fail. He emphasizes on importance of mindset, getting influence devolved to people closest to change, change through small experimentation and not initiating change without a clear problem statement and some evidence that proposed solution will result in net positive business outcome.

These are simple ideas, but powerful ones. Simplicity after all is not all that flashy and it takes far more thinking and work to simplify things. Which is probably why we take the easier route of adding complexity, heh!

Here are a few excerpts from Paul’s post:

change is best served when we devolve power, and the institutions and hierarchy get out of the way

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Our change programmes rarely answer the question “Why are we changing?” in a truly coherent way.

This – combined with our cultural bias for execution over problem definition – is why change often fails. We may solve a problem – just not the right one.

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And here’s a quick sketch note summary of key ideas from the post:

Related Posts on Managing Change

How to Accelerate Team Learning

A team’s ability to learn quickly is at the heart of adapting to constant changes. In fact, it seems that constant learning is the only key to agility as a team and organization.

Jack Welch famously said,

“An organizations ability to learn, and translate that learning into action rapidly, is the greatest competitive advantage.”

On this blog, we have visually explored various facets of creating a learning organization. It all starts from understanding why organizations don’t learn. Peter Senge’s seminal work on creating a learning organizations outlines learning disabilities that plague organizations. To overcome these disabilities, we explored disciplines of a learning organization and the role of reflection in how we learn.

Along the same lines, I read Elizabeth Doty’s post titled “How to Accelerate Learning on Your Team” at Strategy+Business blog with great interest. It adds on to the ideas we have explored further and provides fresh perspective on how to catalyze learning within teams.

I encourage you to read the full post and here are my visual notes from the same article.

P.S: I wrote a post in 2011 that outlined 10 actions for leaders to create learning organizations and further outlined Three Rituals For Constant Alignment And Learning that just aligns with some of the ideas suggested in this post. Do check them out.

Don’t Complain, Create.

At the heart of living a creative life is ability to do something about things you don’t like. What we do instead is keep complaining.

We all have our own circle of influence – things we can change ourselves or exert our influence to create change. Everything else outside this circle are circumstances (or circle of concern). We need to simply accept them and move on. I my post “Circle of Influence”, I wrote –

Acknowledging these concerns is important but constantly spending our scarce energy only on these concerns is futile. When faced with situations, challenges and concerns, it may be useful to ask the following questions:

  • Can I do something about it myself? Is it under my direct control? Is the onus of resolution or change on me? (Direct control)

  • If not, can I influence someone who can address/solve/change this? (Influence)

In this context, I encourage you to spend 20 minutes watching Tina Roth Eisenberg’s super inspiring talk at 99u Conference where she describes her journey of building creative businesses that stemmed from her frustrations. In the talk, she outlines 5 powerful rules of life and one of them is “Don’t Complain, make things better.”

In this thought-provoking talk with many takeaways, she says,

“I have a rule: If I keep complaining about something, I either do something about it or let it go. – Tina Roth Eisenberg

That truly resonated with me and I created a quick Doodle Card that I hope to print and put it on my soft board as a reminder every time I find myself stuck in the whirlwind of complaining.

Also Read at QAspire:

5 Elements of Working Out Loud by @JohnStepper

When I started this blog in 2006, I only thought of it as a repository of my own lessons as a new manager. Little did I know that this space will become one of the most important learning and sharing tools for me over years.

The benefits of putting myself out there in a way that it helps others has been immense both intrinsically and extrinsically. I have evolved as a professional and human being writing this blog, sharing my work and getting plenty of constructive feedback and validation in return.

Along the way, the topics I covered on this blog also became starting point of many enriching conversations offline and enabled deep relationships with others based on ideas.

John Stepper defines this as working out loud:

Working out loud is an approach to building relationships that can help you in some way. It’s a practice that combines conventional wisdom about relationships with modern ways to reach and engage people. When you work out loud, you feel good and empowered at the same time.

Learning is a social act and sharing our work, building relationships and feeding our communities are at the heart of how we should learn. Technology and social media only accelerates the process of sharing beyond boundaries and amplifies our reach.

John Stepper outlines five elements of working out loud that addresses the “why” of working out loud and here is a quick sketch note outlining these five elements. Please read the original post for more elaboration from John Stepper.

 

To add to this conversation, here is a sketch note on “How to Work out Loud” with insights from John Stepper. I am so grateful to John for having included this sketch in his recent TEDx Navesink talk.

 

Related Reading at QAspire:

10 Characteristics of Companies that Succeed

What differentiates companies that succeed over a long run from those that don’t? As the rate of change and disruption continues to accelerate, companies need a strong foundation of fundamentals that enable long term success and growth.

In this respect, I recently read Leandro Herrero’s post on characteristics of companies that succeed in long run. 10 characteristics are outlined in the sketch note below.

Also Read:

Dwell in Possibility

Dwell in possibility”, borrowed from Emily Dickinson is one theme that is guided me so far and will continue to guide me in the future. 

Every single day brings along a world of possibilities and one thing that determines what we see and how we see things is out own attitude. If you look for problems and constraints, you will always find them – even in the best of situations.

Possibility thinking is an attitude of seeing things and asking, “What’s possible here?” and then working to bring those possibilities to life. Because, ultimately all human progress depends on ability to see possibilities and make them happen.

In my own career, the mindset shift from constraints to possibilities has helped me immensely and continues to help. How do you dwell in possibilities? Here are a few things to consider:

  • It starts with a belief that possibilities (and solutions) exists. It is not about denying constraints but working your way around constraints.
  • It is about persistence in looking for answers when you are unable to find straightforward solutions to constraints.
  • It is about having an eye for what’s working and how can that be amplified as much as it is about knowing what falls in your circle of influence.
  • It is about learning to live with uncertainty and still acting with confidence.
  • It is about realization that things don’t have to be the way they are and that making a change is a possibility.
  • It is about being able to challenge the status-quo knowing that there are better ways of doing things.
  • It is all about execution putting all your energy out there to take the right next steps.
  • It is about riding the waves of change rather than being crushed by it.
  • It is about consciously pursuing the path of your heart and go where it takes you – even if it means living on the edge. Because as Seth Godin says, “If you can’t fail, it doesn’t matter.” 
  • It is about moving beyond our best and being prepared to fail fast, early and often to succeed eventually. Having high expectations from the self and from others is vital because making possibilities happen is hard work.
  • It is about being impeccable with your words (one of the four agreements)  because our choice of words create our possibilities.
  • It is about a strong desire to make a positive difference and contribution in your own life but making a difference to others (your people, organization, teams, family, friends etc.)
  • Living in possibilities is a mindset of serving others by working with them, collaborating with them and finding people who can be your allies in making things happen.

It seems like the only option we have to truly steer ourselves forward is to embrace the mindset of possibility and abundance. Then why not commit to live by the words of Emily Dickinson and “dwell in possibility”?

A worthy goal for 2017 and beyond.

Also Read at QAspire:

In the sketch: Ancient 16th century windmills from Zaanse Schans, The Netherlands (illustrated from my visit there in Dec 2016).

Organizational Leader as a Social Architect

Leadership success is largely governed by, amongst other things, one’s ability to create an ecosystem of engagement, meaning, performance and growth. A leader creates this ecosystem through conversations, communication (leading to clarity), connection, systems, rituals, processes and decisions.

Leandro Herrero, in his post, “Five spaces that the organizational leader needs to design and nurture”, calls leader a social architect. The idea resonated very strongly with me since social architecture (physical and psychological spaces) is a way to create the ecosystem of high performance. 

“Yes, leaders need to see themselves as architects, as space designers, creators, and implementors. This is an area where what the leader says counts less than what the leader does in this social engineering. It is therefore very silent, but the spaces will be very visible and the legacy will be enormous.” – Leandro Herrero

Here is a quick sketch note I created based on the ideas presented in the post.

Related Posts/Sketchnotes at QAspire:

Putting People First: Leading in an Era of Constant Transformation

Leading in an era of constant disruption, change and transformation is not easy. In such transformation efforts, soft aspects of leadership play as crucial role as the hard aspects like systems thinking, innovation and execution of change.

Last week, I saw an insightful TED talk by Jim Hemerling where he outlined 5 ways to lead in an era of constant changes. He says,

Let’s acknowledge that change is hard. People naturally resist change, especially when it’s imposed on them. But there are things that organizations do that make change even harder and more exhausting for people than it needs to be. First of all, leaders often wait too long to act. As a result, everything is happening in crisis mode. Which, of course, tends to be exhausting. Or, given the urgency, what they’ll do is they’ll just focus on the short-term results, but that doesn’t give any hope for the future. Or they’ll just take a superficial, one-off approach, hoping that they can return back to business as usual as soon as the crisis is over.

Sustainable change and transformation requires inclusive leadership that inspires through purpose, develops people and builds a culture of continuous learning.

Here are my sketch notes summarizing the key insights from the talk.

 

Related Posts/Sketchnotes at QAspire:

5 C’s for Great Talent

What do you look for when you look for talent?

Competence is the key to solving problems but competence alone is not sufficient for success. In current context, I would define talent as a combination of competence, commitment, learning agility, attitude/character, communication skills, ability to collaborate across different cultures, critical thinking and creative problem solving.

Back in 2010, I interviewed John Spence on this blog when he released his new book titled Awesomely Simple – Essential Business Strategies For Turning Ideas Into Action. The book offers great ideas to simplify work life which I often refer.

In the same year 2010, American Management Association released result of their Critical skill survey which outlined Creativity, Communication, Collaboration and Critical Thinking as key skills for future success.

In the book, John defines business success as a combination of culture and great talent, and further offers 5 C’s of Great Talent, which I found very useful. 

Here is a quick sketch note version of 5 C’s of Great Talent.

Related Reading at QAspire: Skills For Future Success in a Disruptive World of Work

Making Work More Effective

Here is what leaders often do – when faced with a complex situation at work, they add more meetings, task forces, new procedures and governance structures that makes things more complex. What we need to handle complex challenges is simplicity that leads to effectiveness.

Simon Terry, whose thinking I really admire, wrote a short post titled “Five Ways to Make Work More Effective” offering vital ideas about efficient work.

Meetings, unending email threads, too much focus on consensus building, siloed thinking and lack of experimentation are some of the biggest wastes in an organization. They sap productivity, hurt engagement and kill accountability.

If you are a leader or a manager, this might just be a reminder you need often to ensure that you create an environment of effective work – smart work as they call it!

Here’s a quick sketch summary of the post!

Related Reading at QAspire

The Neo-Generalist

The books I love the most are not the ones that offer off-the-shelf “solutions” but ones that start a conversation, catalyze thinking, elevate understanding and help in thinking about a topic in novel ways.

And that’s why I loved reading “The Neo-Generalist” by Kenneth Mikkelsen and Richard Martin.  It is a book that bridges the gap between two extremes of specialism and generalism and introduces a neo-generalist as:

“The neo-generalist is both specialist and generalist, often able to master multiple disciplines. We all carry within us the potential to specialise and generalise. Many of us are unwittingly eclectic, innately curious. There is a continuum between the extremes of specialism and generalism, a spectrum of possibilities. Where we stand on that continuum at a given point in time is governed by context.”

The book introduces the concept and then takes it forward with the help of stories from many people who were interviewed as a part of the research for this book. Reading diverse journeys of so many multi-disciplinarians was insightful and only added new dimensions to the topic.

Somewhere in these narratives and stories, I could sense a deep connection with my own inclination towards neo-generalism right from my choices in school to how I have evolved as a professional. From that perspective, reading this book was very rewarding because it helped me map my own journey to the specialist-generalist continuum that this book talks about. Gaining new perspectives and expanding my own understanding of how we learn, choose and do things was a huge bonus.

I also loved the organization of book where quotes so eloquently encompass and extend the essence of the ideas. The bibliography section of book recommends other rich resources for extending the conversation.

Here is a sketch note summary of key points from the book that may offer a small preview of some key insights from this treasure.

More on The Neo-Generalist
Related Topics at QAspire

Friday Five: The Philosophy of Management

Friday Five is a weekly series at QAspire where I curate five articles (with excerpts)/quotes/tweets/visuals shared on my personal learning network each week that I found particularly useful, and hopefully you will find some of them valuable too!

This edition features insights on the softer aspects of leading others and why they are so important and on how streams are changing the way we lead and learn.

The Philosophy of Management

This note sums up the underlying philosophy of management and leadership. The key however is to know, how to earn these things. That, according to me, is the #1 challenge of leadership today.

What the world needs now… – John Wenger at Quantum Shift 

Being nice is not just about more effective teamwork; it’s related to doing what we can to establish what Margaret Wheatley has called “islands of sanity” in a world that may feel increasingly mean-spirited and ugly.  At the risk of sounding a bit of a little old-fashioned,  there is nothing wrong, and everything right, with bringing more kindness into our lives (that includes our working lives).

This brilliant piece by John Wenger talks about something we so badly need today in society, families and organizations – genuine compassion, care and love. A must read!

The Serendipity of Streams – Breaking Smart

If the three most desirable things in a world defined by organizations are location, location and location, in the networked world they are connections, connections and connections.

Our perception about reality is formed and altered by the streams we follow. This essay sheds light on how these social streams of updates, information and knowledge coupled with our own ways of consuming them are altering how we solve problems.

Culture, Careers Drive Employment Brand – Josh Bersin  

As IT and business leaders, CIOs bear responsibility for finding ways to offer their people opportunities for learning and continual reinvention. This means letting employees take developmental and stretch assignments, providing a great deal of project-based work, and rewarding managers not only for execution but also for coaching and development. A focus on culture, development, and leadership can pay off in more ways than one can imagine.

So much research we have proves that softer issues like culture, leadership and development are vital for getting and engaging the right talent and yet when we see around, we know we have a long way to go.

I See You – Squawk Point

Trust is the lubrication that allows organisations to tackle tough problems.  It helps them weather the storms of uncertainty.  It is also the glue that keeps a team from despair and fragmentation.  It keeps an organisation aligned when other forces are trying to pull it apart.

This excellent short post by Walter McIntyre outlines the essentials of “I See You” Management – a great way to build mindset of acceptance, understanding and trust!

Nobody Rises To Low Expectations

If you are dealing with a mediocre team or average performance from people, check what you are expecting from them. People respond to expectations (implicit and explicit) and raising the bar of expectations is a great way to enable growth and potential in people.

Raising Expectations Doesn’t Mean Pressurizing People

Setting high expectation means providing clarity of purpose, helping people find meaning of their work, helping them see what success looks like and then helping them along the way. It is a common misconception that the only way to raise expectations is to put undue pressure on people. Pressure can help people perform, but only till a certain point beyond which it results in a burnout. In a creative world of work, people step up when they know the difference their effort can make. It is a leader’s job to enable the ecosystem of conversation, clarity and collaboration.

To Believe that People Can Do Better

When you raise expectations, people will falter. The key is to have a belief that people can do better. It is easy to give up on someone and blame their limitations. It is incredibly hard to handhold, believe, enable and help.

Know Where to Raise Expectations

To be able to set the expectations higher, a leader has to have a deep understanding of the work people do. As a leader, if you don’t understand the nuances of how work is done, you will never be able to raise the bar for others. Leader also needs ability to decide when to focus on details (activities, task, operational aspects) and when to see a broad picture (values, behaviors, methods, results etc).

Finally…

Once you raise expectations, be a catalyst of their performance. When you see their efforts towards raising the bar, acknowledge it early and often. Celebrate small milestones because appreciation is the fuel of high performance. Fail to do this and people will fall into the trap of “it is never enough” mindset. When they know that you are raising expectations only to squeeze something out of them, they will soon disengage.

Bottomline: If you are a leader at any level (yes, parents are leaders too), do keep raising the bar of expectations. You will be surprised to see how people step up and respond!

By the way, this also applies to expectations that you have from your own self!

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Also Check Out:

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Thanks to Sebastian Andreo for sharing his view via Twitter on acknowledging, appreciating and celebrating the efforts. I updated the post.

Friday Five: The Art of Intentional Leadership

Friday Five is a new weekly series at QAspire where I curate five articles (with excerpts)/quotes/tweets/visuals shared on my personal learning network each week that I found particularly useful, and hopefully you will find some of them valuable too!

This edition features insights on authentic leadership, change, rationality and transformation.

Quote Via Neil Walker

Consistently investigate what gives other people energy. Be the fan that fuels it. – Darren Rowse

Isn’t this the essence of being a good leader and hence a good human being in all spheres of our life?

You Can Only Get There From Here – The Art of Intentional Leadership by Scott Mabry

The hardest part of any change, personal or organizational is, of course, starting. We wonder if we’re ready. If the time is right. If we have what it takes. The answers will always be uncertain.  What is certain is that if we don’t act, nothing will change.

The key to leading in an uncertain times is not to aim for a perfect start, but starting – and then iterating, understanding, aligning to create a change.

Aligning the Organization for Its Digital Future – MIT Sloan

Conversely, cultural mindsets that relate closely to digitally maturing companies value experimentation and speed, embrace risk, and create distributed leadership structures. They also foster collaboration and are more likely to use data in decision making.

Responding to an uncertain future of work dominated by bots, AI and automation is really all about mindset change. This article provides a very detailed view on the mindset change within organizations to survive, thrive and grow in a digital world.

Ambiguity and Emergence – Sahana Chattopadhyay

A top down, hierarchical organization where information is filtered through the chain of command is especially ill-equipped to thrive in ambiguity. Only when the unspoken and tacit patters are seen, sense making happens, and emergence takes place. And emergence leads to those seemingly small but powerful innovations and practices that disrupt the established  order of things.

Sahana is one of my favorite bloggers and in this post, she throws the light on dealing with ambiguity in a way that leads to emergence, ideas and innovation.

Pure rationality is a myth we should not aspire to – Dionne Lew

The ability to think and act autonomously is at the heart of rationality, yet mind wandering suggests that much (not all) of what we think is involuntary.

I love it when I read strong argumentation that alters my own belief system and offers a contrarian perspective on things I already believed in. Dionne Lew did just that with this post!

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Special thanks to Jane Hart for including my post/sketch in her selection of posts from August 2016.

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Image Source: Someone I so admire – Hugh McLeod

Also Check Out: All Posts at QAspire with Visual Notes

Friday Five: Leadership, Learning and Intrinsic Motivation

 

Friday Five is a new weekly series at QAspire where I curate five articles (with excerpts)/quotes/tweets/visuals shared on my personal learning network each week that I found particularly useful, and hopefully you will find some of them valuable too!

This edition features insights on motivation, leadership, future of work and the multidisciplinary mindset.

Is intrinsic motivation at work overrated? – Susan Fowler

“Perhaps no single phenomenon reflects the positive potential of human nature as much as intrinsic motivation, the inherent tendency to seek out novelty and challenges, to extend and exercise one’s capacities, to explore, and to learn. Developmentalists acknowledge that from the time of birth, children, in their healthiest states, are active, inquisitive, curious, and playful, even in the absence of specific rewards.”

Not all kind of work can feed intrinsic motivation. Good news is: There are more ways to create conditions for better engagement and motivation.

The Restless Multidisciplinarian – An Interview with Kenneth Mikkelsen and Richard Martin at e-180 Mag

“As big picture thinkers and why-seekers, neo-generalists shine light in unfamiliar places. We need that to solve interconnected and complex challenges. Neo-generalists are driven by a deep desire to understand how the dots connect and question the status quo relentlessly. By living in more than one world, they are exposed to a diverse set of interests, people and ideas. Their experiences as critical thinkers, shape shifters, constant learners and boundary crossers make them uniquely qualified to help shape tomorrow’s world by thinking the unimaginable, exploring the unknown and doing what seems impossible to others.”

This is one book I am really looking forward to read and review. I collaborated with Anupam Kundu to write an article titled “The Future of Work and Multipotentialites” – Do check it out!

Don’t Replace People. Augment Them – Tim O’Reilly

If we let machines put us out of work, it will be because of a failure of imagination and the will to make a better future!

The future of work is really about engaging people in a way that they can be more of who they really are – humans!

A Leadership Conundrum: Unexpected Sources of Leadership by Jesse Lyn Stoner

The conundrum is that although you can’t force leadership, leadership often emerges under unexpected circumstances. Sometimes unrecognized or unappreciated, it is leadership nonetheless.

It is a common misconception that a title precedes leadership. Leadership happens in unexpected places and this excellent article offers visibility into unexpected sources of Leadership. As an addition, here is a round up of chat on topic of Emergent Leadership at a Tweetchat (#IHRChat) where I had a privilege to be a guest along with Jesse Lyn Stoner.

On Best Practice – via @JessRuyter

‘Best practice makes a great starting point but a mediocre end game.’

This one is so true! If everyone else is doing it, best practices is the same thing as mediocrity.

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Image Source: Tom Fishburne

Learning: Experience Plus Reflection

“A good starting point for embedding reflection into daily workflow is to approach the practice at two levels; individual reflection, and then reflection with colleagues and team members. Reflective practice itself doesn’t ‘just happen’. It is a learned process. It requires some degree of self-awareness and the ability to critically evaluate experiences, actions and results.”

The Power of Reflection in an Ever-Changing World, Charles Jennings

I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. This worked well and as a result these reflective exercises, team performance and quality of work improved. Then, speed took its toll. In pursuit of doing more frequent releases, teams stopped doing retrospectives. In the rush to deliver more faster, there was simply no time to reflect and share.

One of the most important ways to build a learning organization is to have rituals that facilitate reflection, sharing and learning individually as well as collectively. In this 2011 post, I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives. Apart from these, daily stand up meetings, team huddles and informal peer to peer communication play a vital role in how a team learns – and more importantly, puts their learning in practice. Done correctly, these rituals can have a powerful impact on team building, quality of work and learning.

In his post, Charles Jennings also outlines four ways we learn (read here). Here is a quick sketch note summary of the learning process.

Related Posts at QAspire

Leadership and The Art of Effective Listening

There is no leadership, personal or organizational, without listening. In fact, ability to truly listen (and not just hear) is the foundation of having a conversation, building trust, influencing others, resolving conflicts, driving your vision, building relationships, implementing change and learning. Yet, many of us equate listening with absorption of what the other person is saying. There’s more to it!

In this respect, I loved reading a recent article on Harvard Business Review titled “What Great Listeners Actually Do” by Jack Zenger and Joseph Folkman. The article provides an excellent round up of how to truly listen.

I attempted to capture the essence of their post in a sketch note form and I loved the way they sum it up. Here is a snippet from an article that you must read:

“Finally, we hope all will see that the highest and best form of listening comes in playing the same role for the other person that a trampoline plays for a child. It gives energy, acceleration, height and amplification. These are the hallmarks of great listening.”

Here is a sketch note summary along with some links to my own thoughts on listening well at QAspire.

 Related Posts at QAspire

What Makes a Team Great

Last week, during an internal team event, we organized an interesting activity. Team members were asked to form a human chain by holding hands. A round hoop was then passed through one end of the chain and participants had to pass the hoop through themselves to other end without breaking the chain. The team that passed hoop across in least time would win.

The hoop signified challenges and issues that a team faces. To achieve the goal and overcome challenges, team members had to contribute equally – each link of the chain was important. When a team member was struggling to put the hoop through the head, the other team member would just raise the hand and help put the hoop into next person’s head. They empathized with struggle of the other team member and changed their posture (alignment) to help put hoop through the head. Teams learned that empathy, emotional intelligence, self-alignment (adaptability) are the key ingredients of a strong team.

In the same week, I stumbled upon a 2015 NY Times article titled “Why Some Teams are Smarter Than Others”. According to the research presented in this article, three characteristics that differentiate a smart team are:

  • Equal Contribution: from all members rather than a few team members dominating.
  • Emotional Intelligence: Ability to read  complex emotional states of others.
  • Women Power: Teams with more women were found to be more effective. This had little to do with diversity (equal number of men and women) but just having more women on team. Women are, on average, are more intelligent emotionally than men.

Read the full article here and a summary of the same in sketch note form below:

Related Posts/Sketchnotes at QAspire.com

Leadership: Assessing Organizational Health

Leadership in a business context is challenging because its effectiveness depends not just on a leader’s key traits but also on organizational decision making, competitive forces and constantly changing external situation.

On the other hand, people want to work in healthier organization cultures where they can maximize their chances of adding value – both to their own selves as well as to their organizations.

Beyond visible numbers, how do we assess the health of an organization?

I read 2016-1 edition of McKinsey Quarterly with great interest. It is a rich resource with insights on theme “Organizing for the Future”. In one of the sections on putting leadership in context, authors point to an interesting 2009 research from McKinsey’s Alice Breeden, Aaron De Smet, Helena Karlinder-Ostlundh, Colin Price, Bill Schaninger, and Eilidh Weir on “Building healthy organizations to drive performance: The evidence”.

To be sure, certain normative qualities, such as demonstrating a concern for people and offering a critical perspective, will always be part of what it takes to be a leader. But the importance of other elements, such as keeping groups on task and bringing out the best in others, vary in importance depending upon an organization’s circumstances. Organizational health changes over time. Effective situational leadership adapts to these changes by identifying and marshaling the kinds of behavior needed to transition a company from its present state to a stronger, healthier one.

The exhibit offers 9 rules of thumb to assess health of an organization beyond numbers. Whether you are a leader responsible for organizational health or someone responsible for building leadership culture within organization, these rules of thumb for assessing organizational health will certainly help you clarify behaviors that lead to better health.

Please read the full report here for more context and insights. Meanwhile, here is a quick sketch note version of the exhibit.

Related Posts/Visual Notes at QAspire.com