To believe in someone and ultimately trust them is taking a tremendous risk. Today's Field Note reminded me of a quote from Katzenbach & Smith (I had to look it up to ensure I got it right) ... "Joining a team is a career risk, giving up individual control is a performance risk, acknowledging personal responsibility for needed change is a self-esteem risk, allowing others to lead is an institutional risk, and abandoning hierarchical command and control is a stability risk. Taking such risks makes sense ONLY if it unleashes a team's capabilities in pursuit of PERFORMANCE."
To get to this level of trust (that can lead to High Performance), one must learn the complexity and timing (when and how) to take risks, or as Brent below nicely shared, FAITH in others and self.
I've notice my teams bond through hardships and desiging/implementing large projects/initiatives. They come out of these with a shared experience that seems to bring them closer.
I don't think it matters at what stage of team development - but I do think it matters that it has to be a special event or uncommon hardship - A way to create a shared experience over some memorable event where the teams effort had significance on the outcome.
To believe in someone and ultimately trust them is taking a tremendous risk. Today's Field Note reminded me of a quote from Katzenbach & Smith (I had to look it up to ensure I got it right) ... "Joining a team is a career risk, giving up individual control is a performance risk, acknowledging personal responsibility for needed change is a self-esteem risk, allowing others to lead is an institutional risk, and abandoning hierarchical command and control is a stability risk. Taking such risks makes sense ONLY if it unleashes a team's capabilities in pursuit of PERFORMANCE."
To get to this level of trust (that can lead to High Performance), one must learn the complexity and timing (when and how) to take risks, or as Brent below nicely shared, FAITH in others and self.
Thanks, Joe. Fitting that those two consistently published as a team.
I've notice my teams bond through hardships and desiging/implementing large projects/initiatives. They come out of these with a shared experience that seems to bring them closer.
More important at the earlier stage of a team dynamic developing, David? Or do you try to find a regular implementation for them to have on a cadence?
I don't think it matters at what stage of team development - but I do think it matters that it has to be a special event or uncommon hardship - A way to create a shared experience over some memorable event where the teams effort had significance on the outcome.
Faith!
Insightful
Glad to hear from you, Sagar.
Would love to hear your thoughts, any time.
We took 15 minutes to discuss this topic on a Twitter Spaces. The recording is here:
https://twitter.com/AdmiredLeaders/status/1661373684714446851