Discovery / Diagnostics / AuditingMental model / collective Ikigaiwhat is the team / organization / leader expectations?What are the organization priorities? eg. clients, employees, investors, vendorsSelfless or self-serving?What do the company stand for?* Does everything the company do align with your own valuesdo you feel that you belong there?Environmentdo you feel safe / protected / secured?do you have autonomyare your opinions valued and taken seriously?are your needs and wants satisfied?is the company giving you resources / opportunities to develop your talents?How do you prime a team for success / get everyone on the same page on the first meeting?questioning their intentions and realigning thinking
SafetyIs it safe and comfortable to connect?ElevationWhat are something that champions you as a hero, and how can you not do it?How can you let your team members be the heroes?Shared mental model & environmentHow do you develop a environment & ecosystem that is:high-purpose, results-oriented, identify and adress problemsHow you develop a shared mental model, maps of meaning, be a collective unitHow do you align your values, expectations and priorities, boundariesCoMotionDiscovery & DiagnosticsExpectationsWhy are you here? > why are we here ?What are you expecting to get of this project, the team, and yourself?How do we measure success?How do you want to feel when we reach the finishing line?DirectionHow do we know are on track?CultureHow will we encourage candor and feedbackDeliverhow do you let the collective model become oxygen?// based on the book culture code
power of blog
if everyone could do it,it would not be worth more
Keywords: empathy, putting others before ourselves, not seeking recognition from above, well-being of your team.
The factory dehumanizes people into sheep so remove
the time clocks
Endorphin - happy chemicals
Dopamine - rush we get when we check our phone
Cortisol - stress-inducing
We adapt to adverse conditions very well but prolonged exposure to such environment will only damage both our physical and metal health when it becomes a normality
a good culture should have safety, trust, cooperation, protection and confidence = work-life balance, belonging to something bigger than themselves. When oxytoxin is increased, we live longer and healthier lives.
Leaders are there to bring in rules, orders, authority to avoid chaos because we are hierarchical creatures.
We associate a sense of entitlement to our status in the community; and status is biological thus making us obsessed with rankings. eg. the story of the Ceramic Cup and Styrofoam Cup
Price of social contract as leaders is that they have to protect the tribe, doing the right things, be the alpha
Leadership is a choice to serve others, with or without formal rank. You sacrifice for your team's well-being and accept the responsibility.Leader just need to remember whom they serve, and it will be an honor to serve them back.
Leaders are people whom we trust to obey rules but also the ones who know when to break them in the case of emergencies and crisises. We cannot trust rules but only rely on them. Trust only exists between people, and it works both way.
During the Great War 1942, people came together to endure the roubling times.
Push and pull between generations = balance
baby boomers generation grew in a time of rising affluence and comfort hence there was a shift in paradigm: people fought for their preferences rather for the group, selfish ways, government cannot be trusted, more self-centered, me generation that was more concerned about personal happiness, serve yourself first.
President Reagan did a massive layoffs = putting commerce before people, devaluation of people
The Milgram experiment on obedience to authority figures was a series of social psychology experiments (1961). In a research study testing how people answering a series of questions that results in an electric shocking another party if the wrong answer was given, 65% of the participants (evidently more) were inclined to proceed with experiment if they are not able to see or hear the victim.
Abstractions happen in our daily lives such as with
numbers, it does not affect us deeply if there are thousands of deaths in Syria but you will feel more sympathy for a single person who perhaps got into a car accident and broke many bones. The reason lies in that relevance and connection to a tangible being. Human are visual-oriented creatures, we make sense of the world mostly with our sight which means to say we should show more than tell. We cannot trust numbers, we only exist between human beings.
At the workplace, abstraction occurs when the leader distance himself away from his organization. If you are more concerned with pursuing your self-interests, you risk not getting to know your employees as human beings but rather as a company business statistics
Christmas truce of 1914
Shared values and views on the sacred holiday
being vulnerable and letting people go
Gregg Popovich & San Antonio Spurs
Popovich knew the players' family, favourite food and restaurants, native country
Hooligans & Surgeons
Teams that performed better had real time signals: framing, team rehearsals, explicit encouragement to speak up, feedback and and performance. Status, experience, and organization support did not factor.
Leading for proficiency with Danny Myer
Created a home environment in his restaurants: empathy, kindness, respect, awareness, deliver
Watching for people's energy rise or fall when mistakes are made
Micro-processes: emotional capabilities, respectful treatment, management ???, a simple set of rules that stimulate complex and intricate behaviors benefiting customers
Mantras or key phrases: solve problems with graciousness, safety and
Pixar: collective genius
Mental model: every good ideas start bad, very bad. Disaster is a necessity. You will never get the right answers right away to this cognitive puzzle,. Building purpose in a group does not equal to generating moments of breakthrough but rather systems that churn through a lot of idea and unearth the right choices. Priority is on the team rather than the idea.
Mantras: Face towards the problem, fail early, fail often, hire people smarter, B-level work is bad for your soul, invest in good people rather than in good ideas.
Being that lighthouse of purpose that continually echoes and remind what the team stands for
Moving to Disney: "Not another Pixar, we are going to build a studio based on your talents and passion.
Building purposes ≠ creativity = interacting, building ownership, aligning group energy, providing support towards arduous error filled fufilling jounrey of making something new, greatness as a state of mind
AAR after the film - kaizen, continual improvement ≠
crisis to crystallize team's purposes. Failing, trying reflect, evolve. Be 10x as clear about your priorities.
What are we about and where are we headed?
Aligning expectations & goals
external: work on CoMotion, put on portfolio, increasing employment opportunities
internal: I want to put my best foot forward for portfolio reviews
philosophical: I want to be part of something bigger because I am still learning
Success is not title sequence to impress employers or win awards, it's about how we brave through trials and tribulations together. It is precisely this reason that it just so happens that we make a kick ass title sequence and win awards