Today's lesson:The 21st century requires Mission-type or mission-command ordersKey Points:Mission-type orders include a clear statement of the superior commander's intent and state each unit's tasks in terms of operational effects to be achieved rather than specific commands. A mission-type order only works when your junior officers have the capability to do the job, including the critical and strategic thinking capability. If they don’t, the mission-type order is more dangerous than a static “command order.” The whole concept rests on the ability of the junior leaders to interpret and respond to changing conditions. Let’s understand that a mission-type order is a very different form of delegation. You are mandating the outcome and delegating the tactics. Today's key action:Next time you assign a task, consider “Mission-type Orders”. Describe the what, delegate the how.

The podcast explores the importance of behavioral change for fostering inclusion, building relationships through conversations, improving personal growth with metacognition, and the power of expressing gratitude. It introduces the concept of 'behave until you believe' and discusses the associated behaviors of sharing and learning stories, asking more than telling, and expressing gratitude.

Discover the importance of self-awareness and identifying talents. Emphasizes the significance of hard work. Discusses the importance of self-reflection, seeking feedback, and trying new things. Highlights the need for seeking others' perspectives to uncover hidden talents.

In this episode, Tim and Junior discuss the challenges of building a speak-up culture and the importance of psychological safety. They explore separating worth from worthiness, loyalty from agreement, status from opinion, and permission from adoption. They also highlight the benefits of speak-up cultures such as improved safety, compliance, decision-making, and innovation. The hosts emphasize the need for inclusivity, establishing an inclusive culture, harnessing collective intelligence, and learning the art of disagreement as a leader. Lastly, they discuss the importance of picking battles and investing in creating a culture of speaking up.

Today's lesson:Use Minimum Necessary Intervention to Liberate TalentKey Points:One of the hardest things for leaders to learn is when to be more or less directive, when to tighten down and when to loosen up. Too little intervention and you’re an absentee landlord. Too much, and you’re micromanaging. As humans we yearn for autonomy in our contribution. We want to create, we want to affect reality in a way that is uniquely ours and in order to do this, we need room.Today's key action:Next time you work with a high performer, spend time determining what minimum necessary intervention looks like, and then behave accordingly. Even better, write it down.

In this week's episode of Culture by Design, Tim and Junior discuss The 4 Stages of Psychological Safety in a way you might not expect. Using social exchange theory, they'll do a deeper dive to add some color to The 4 Stages model and give you additional tools and frames to use when you look at psychological safety.What is social exchange theory? (01:47) According to social exchange theory, people are motivated to engage in social exchanges that they perceive as beneficial. Tim and Junior discuss four key concepts related to social exchange theory: Costs, benefits, reciprocity, and power. What is psychological safety? (13:03) Psychological safety is a culture of rewarded vulnerability and lies at the heart of healthy social exchange. In order for a culture to be truly psychologically safe, the environment must provide something and then the participant must provide something. Tim and Junior explain that each stage within The 4 Stages of Psychological Safety has a social exchange. The social exchange for Stage One: Inclusion Safety (16:39) In stage one, we are given inclusion in exchange for lack of harm. Tim and Junior explain how this works and what the difference is between worth and worthiness.The social exchange for Stage Two: Learner Safety (23:30) In stage two, we are given encouragement to learn in exchange for engagement in the learning process. Tim and Junior explain how this works and who has the first-mover obligation.The social exchange for Stage Three: Contributor Safety (30:02) In stage three, we are given autonomy with guidance in exchange for results. Tim and Junior explain how this works and the ratio between autonomy and accountability.The social exchange for Stage Four: Challenger Safety (38:15) In stage four, we are given air cover in exchange for candor. Tim and Junior explain how this works and how to protect our people in their most vulnerable state. 

Today's lesson:Adversity is an Opportunity for BeautyKey Points:There’s tremendous incentive to make things as easy as possible but adversity is a constant. "The most beautiful people we have known are those who have known defeat, known suffering, known struggle, known loss, and have found their way out of the depths. These persons have an appreciation, a sensitivity, and an understanding of life that fills them with compassion, gentleness, and a deep loving concern. Beautiful people do not just happen." -Elisabeth Kubler RossToday's key action:Take five minutes and ask yourself, name 3 people you consider to be beautiful people. Not in looks but in character. Why those three names? What characterizes their experience? Have they had easy lives?

Psychological safety is crucial for team performance, with leaders as the key variable. Only 15% of managers create a safe work environment due to a lack of training. Managers should prioritize people and develop a culture before numbers. Changing norms and enforcing expectations are essential for cultural transformation. Tolerance, accountability, and rewarding vulnerability play pivotal roles in promoting psychological safety.

Today's lesson:Proximity Prevents HostilityKey Points:"There’s a lot of hatred, prejudice, discrimination, and contention between and among people who don’t really even know each other. Humans tend to fear difference, especially at a distance." -James Baldwin 1963 “Many of our society's greatest problems are created by people who don’t feel seen and heard.” -David Brooks “Prejudice and ethnic strife feed off abstraction” --Alain de Botton Today's key action:Here it is: Spend time in the same physical space as someone with different bumper stickers than you and make a concerted effort to understand their perspective by asking questions.

Today Tim and Junior will be discussing coaching and accountability. These are two of the most important tactical levers a leader has and they always go together. If we do these things well, we’ll be able to effectively transfer two things to our people: 1) Critical thinking and 2) Ownership. In this conversation, Tim and Junior will reference the coaching and accountability matrix created by Dr. Clark which we have included below. (01:52) Coaching and accountability are connected. "You can't really separate them. They don't come apart. If you think about what coaching is, coaching is really about a cycle of delegation and then holding someone accountable through the process and then coming back and reporting. It's about that ongoing journey. So coaching cannot be separated from accountability." (09:41) The pattern of our communication will dictate the quality of our coaching. What is your ask to tell ratio? "What's your pattern of communication? Are you telling people what to do all the time? Are you asking questions? What is your ratio? (17:55) What are the three levels of accountability and how do they play into our coaching conversations? What level of accountability do the highest performers operate at? When we are coaching, can we help others move up to higher levels of accountability? (28:12) Introducing the coaching and accountability matrix. This diagram serves as a powerful diagnostic tool for leaders, coaches, and managers. Whatever the position, stewards can look at the people for whom they have responsibility and assess their mode of performance based on the two dimensions: coaching and accountability. (39:09) Where do you fit on the coaching and accountability matrix? What level of accountability do you operate at? Use this matrix not only in your coaching situations but as a measure of your own performance. Important LinksThe Coaching and Accountability Matrix