The Game of Teams

Introduction: Dr Alister Scott is the co-founder along with Neil Scotton of a company called The One Leadership Project. The one Leadership Project is a strategy and Leadership firm that supports those making big change happen. Alister and Neil have also co-authored a book called “The Little Book of Making Big Change Happen” This is a book aimed at teams and leaders to inspire catalytic leadership. Alister is also Chair of Cuckmere Community Solar, is a certified coach and holds a Doctorate in Science and Technology policy. Podcast episode summary: This episode seeks to explore the subject of change and in particular organisational change as teams and organisations face into the  worlds new PAID reality (Pressurised, Attention-deficit, Information Overload ,Distracted) Alister shares how he and Neil help teams make big change happen. Alister shares many gems and useful concepts for Leaders and teams to practice.   Points made through the episode: The Human race has to adapt we are growing exponentially and pretty soon we will be housing more than 9/10 billion people on the planet. How does the human race build its capacity to be in partnership with nature? Alister’s mission is to be useful in the realm of big change Teams are the unit of currency supporting organisations make big change happen. Organisations are being compressed by huge forces of change like technology change, social media, resource depletion, policy change, immigration, globalisation and they find themselves stuck in the middle between these forces for change and their clients and stakeholders wanting them to respond appropriately. Big change is upon us, change or be changed. In order to do that Leaders ‘need to be on the front foot, to think, be more purposeful and engaging to inspire and retain the best talent Important that teams create and live a shared purpose that is inspiring and beyond self. A purpose needs to be clear and the team needs to stay connected to its meaning and let it pull out of the team the required answers to questions, dilemmas conflict that inevitably occur Alister describes the model that he and Neil use working with teams in organisations wanting to make big change happen. The model comprises six dimensions for making big change and these include Purpose-a clear shared, inspiring purpose Team- a cohesive, committed team with a range of capabilities Engagement- how well are you engaging your key stakeholders Culture-you need a culture that matches the scale of your inspiring purpose Results- you need to be clear about the results you want Inner Journey – you will go on an inner journey that matches your outer journey Alister shared how in his work big change requires a big commitment of a team of approximately a year or longer. His program involves a diagnostic, 3/4 big team events plus ongoing individual coaching Teams are drowning in task; they are not taking the time to think together, and they are not aware of the degree to which they are not focused on team or on the individual. Alister described John Adair’s work sharing that teams need to pay attention to task, team and the individual in an evenly distributed fashion Alister introduced a valuable concept called ERA, Encouragement, Recognition and Appreciation. Leaders would do well if they build a solid foundation of ERA Alister shared some pertinent advice for listeners, especially leaders of teams wanting to change Embrace big change, best around big change is through Face up to the radical reality we are in Build leadership courage Notice your fear-based behaviours Aim as a leader to inspire and delight   Quotable quotes “Thinking something about someone and not sharing it is like wrapping a present and not giving it”   Resources: the following include the resources we alluded to over the course of our conversation   Scott, Alister. Scotton, Neil. (2017) The little book of making big change happen. Available on Amazon & Kindle Kline, Nancy. More time to Think (2009) The One Leadership Project, enablingcatalysts.com Action Centred Leadership by John Adair  

Introduction: Dr Brigid Nossal is the Director of Nioda Consulting and Deputy CEO. She is also a co-founder of the Institute. Brigid has worked as a consultant to organisations for over 25 years. She specialises in leadership development, business improvement and work culture diagnosis & transformation through Executive Coaching, Role analysis and action learning oriented consulting interventions. Applied systems psychodynamics is central to her work.   Podcast episode summary:  In this episode Brigid explains what is meant by Applied Systems Psychodynamics and her approach with clients and especially teams. She shared an important framework that is readily available online by The Grubb institute called the Transforming Experience Framework . Essentially what presents as an issue on teams is really a symptom masking  important other considerations such as context, the system and an individual’s experience of their role.  Brigid talked about structural defences, anxiety, role clarity and what might be unconscious to a team.   Points made through the episode: 3 Pillars comprise Systems Psychodynamics- Group Behaviour, The Unconscious and Systems thinking Often teams rely on Brigid and Nioda when other more obvious or tried practices have been employed. They do their best work when it is felt that there is something more going on that needs a fuller exploration Clients need to be curious and willing to explore or led into a deeper enquiry. Often art is employed as is particular forms of questioning She might ask “draw a picture of your experience of your role” or draw a picture of your experience of this team etc.. The Transforming Experience Framework looks at roles by considering 3 dimensions, a person’s individual context, the wider context and the system in which a member plays with the intersection representing how they occupy their role Brigid shared an example of a team where they were troubled by stress in conflict but under examination realised that their system was inhibiting performance Similaraly structural defences can unwillingly contribute to a decline in performance when designed for a positive impact Material to consider below the surface can often mean confusion about roles, clarity about purpose or direction that have yet to be made explicit. Often very basic questions on role clarity are missed at induction. People are asked to assume their roles with little orientation or expectation management Brigid finds it uncanny how often team members do not know how the other conceives of their role, what they actually do, and what capability they bring to the team and organisation. More enquiry is needed Humans operate with a level of anxiety. Our fear of fear is often greater in our imagination than in reality. We cook up a lot of imaginary fear as humans. There is always a child in us that never grows up and it is important to appreciate that our  stories can have us, especially in high stakes.   Resources: the following include the resources we alluded to over the course of our conversation NIODA.org.au grubbinstitute.org.uk A case study on the functioning of Social Systems as a defence against anxiety by Isabel Menzies and available online at http://hum.sagepub.com/content13/2/95

Introduction: I interviewed Karin Hurt a Leadership consultant and CEO of Let’s Grow Leaders,  author &  Inc Magazines list of great leadership speakers and David Dye, President of Let’s Grow Leaders, author and speaker. Together they have written 5 books the latest of which is called Courageous Cultures: How to build teams of Micro-Innovators, Problem Solvers and Customer Advocates.   Podcast episode summary: This episode was recorded against a backdrop of racial tension and the very real & ongoing threat of Covid-19 across the Globe.  This episode felt extraordinarily timely as the  need for Courage and a Courageous Culture seems even more important  today when society and organisations need to think creatively and innovatively in terms of how to emerge for a new world. Karin and David shared the auspices of their work and book and shared many great insights & practical suggestions for igniting a culture of courage.    Points made through the episode: The mood in Maryland is mixed with many feeling, angry, tired and sad Hope is also present as people consider what is important and what needs to change David and Karin shared their story and how a mutual interest in Leadership and thought leadership brought them together over work to collaborate on a book which led to them marrying and producing 3 children together. We moved then to the work that produced the book Courageous Cultures, to be released on the 28th of July but available now to pre-order. The difference between the work conducted by Amy Edmondson in her book The Fearless Organisation and the work that produced Courageous Culture was explored. They really are two sides of the same coin. David shared the research conducted by the University of Colorado56% of people will not speak up because they are not credited for their ideas 49% shared that they are not asked for their ideas “this is the way we always do it” is an answer that prevents 75% of people sharing ideas 50% of team members will not share ideas because they are not confident, they will be seen through This is the prevalent mindset in many organisations. What is needed is Clarity combined with Curiosity-Clarity that people know the strategic direction in which the team or organisastion is moving and that you really want peoples’ ideas and Curiosity in the way you ask-humble and specific An example of a courageous questions might look something like: “what is one thing that is really ticking off our customers?” We are often wired to focus on inputs rather than outputs. What is the most important thing here? Start with a focus on outputs. What best practices are employees currently using for example that we can scale? Remember right now there are all kinds of micro-innovations going on as people try to do the best they can in an environment where remote working might be new, minding and teaching children must be done simultaneously and or caring for elderly and sick is happening in the same household. David suggested that people are realising that the crisis may last for some time and change is inevitable. Start asking your teams some questions for innovation like; What is one thing that is working? What is one thing that never needs to come back once we re-emerge? What are we capturing ?and can we convene to capture ideas like this every 4-6 weeks? Karin shared the concept of Workaround workshops- convening a meeting to explore ways people are having to work-around stuff when the ideas of doing so are absent or fuzzy- the premise is you declare amnesty and openly discuss work arounds to glean creative ideas that could be scaled or improved Why Courageous Cultures? How do you become effective in the middle of a crisis where people are working remotely with all kinds of concomitant pressures? How do you create psychological safety and humility so that people can connect and share? What Leadership is working in this crisis? One that shows vulnerability, understands that no-one really knows but together there has to be some answers on which we can draw. Leaders need to; Get real with their own narrative, being open and comfortable being vulnerable and authentic Leaders need to show up with curiosity Canned messages and over scripted answers will not curry a human response David shared some guidelines that support the building of a courageous culture Navigate the narrative Dance between Clarity and Curiosity Respond with regard Practice the principle Galvanise the genius Starting from a mindset of Gratitude is often tough in a world of urgency and distractedness, how do Leaders learn to pause and notice the human in front of them? Equally for ideas to spawn it is important that they are well curated. Sometimes idea generators can be clumsy in the communication of their ideas. David and Karin teach the building & the positioning of ideas in their Leadership Program. I-Ideas must be interesting and align with the strategic intent of the organisation D- ideas need to be doable. E-Ideas need to be engaging-consider how others might respond? A- action what are a couple of starters for possible action? What most surprised David & Karin in the research of their book was the fact that 56% of people withhold their ideas because they will not get credit for them- In closing Karin and David shared that it is important that organisations be judicious about squashing Courageous Crushers, people who bully etc.. Leadership does not need to be lonely. Find a few people who share your ideas and build a community of practice. Build a Culture oasis- people will notice       Resources: the following include the resources I alluded to in this episode. courageousculturesbook.com letsgrowleaders.com Courageous Cultures: How to build teams of Micro-Innovators, Problem solvers and customer advocates by Karin Hurt and David Dye available now to pre-order and on Amazon on the 28th of July Fearless Organisations by Amy Edmondson Winning Well: A managers guide to getting results without losing your soul by Karin Hurt and David Dye.    

Introduction: Marita Fridjhon is the  CEO of CRR Global Incorporated. She has 25 years’ experience as a therapist, mediator, OD consultant and executive coach working across the globe. Maria is best known for her work as a Relationship Systems Intelligence advocate. She is passionate about modern systems thinking and working with the relations and information available at the systems level. She excels in facilitating client systems discover the solutions that already exist. Podcast episode summary: This episode illuminates what it means for teams to think and see systemically . Marita artfully shared the learnings from her work  and her book, Creating Intelligent Teams in a way that I imagine anyone listening to the show will want to immediately adopt or at a minimum examine. Marita shared some excellent examples, resources and tips on the subject of Relationship Systems Intelligence.   Points made through the episode: Marita shared her journey into the world of systems thinking and her work with CRR Global in helping teams and Organisations create systemic change She described systemic thinking as a moderns systems approach to change, where the focus shifts from concentrating on the individual or bunch of individuals to focusing on the relationship between things. CRR is clear that there is always rich information from the system that is different from the information from individuals. Both need to be heard Get into the habit of hearing from the Voice of the System (VOS) The question becomes “what is trying to happen in this team? Research shows that biggest challenge for Organisations still organised in clicks and sticks or levels and spans is that execution is happening across teams and between teams -need to rethink our structures Sport is a great example of how to think systemically -no one player is able to win the game alone- it is always a team endeavour a collective This “knowing” often breeds a sigh of relief with Leaders and team members as it is never one individual fault or need to have all of the answers One ground condition for change is to get used to hearing all the voices of the system Important to remember that not all systems are intelligent some are toxic Shared example of Redwood forests in the US where forest needs a fire to be able to rejuvenate and grow. Systems Intelligence is about staying the distance long enough for the system to reveal itself That does not mean we do not take action and we never know all of the time whether a decision we make is right or not but wise to reflect and ask “ what was trying to emerge with that wrong decision” Some teams and organisation have deliberate “failure days” not to catch someone out or to blame but rather to learn Striving for perfection or being right is often an antagonistic approach to take to change Key message from her book “Creating Intelligent Teams” Make sure the system is able to ventilate -ask team members to share their complaint for 2 mins each Speak to the centre as opposed to anyone individual If you do not get at the VOS individuals will stay in premature state of attack or flight Put a chair in the room to become the Voice of the Team Some key principles of systems thinking Relationship is in constant state of emergence Pay attention to the change that is happening and create from there Each system has its own unique identity Practice deep democracy -get all stakeholders voice in the room 3 Phases of Engagement with CRR- Meeting: the client where they are -do a simple check in Revealing: This is where challenges, problems or things that are not working are voiced and with CRR that means a lot of experiential work Align and Act this is where a meeting, team or organisation can now see all and then decide how to figure things out Marita offered 3 pieces of advice for Listeners Shift your focus from one to many Recognise that systems are in a constant state of emergence nothing is fixed Trust the system it knows     Resources: the following include the resources we alluded to over the course of our conversation   CRRGlobal.com Rod, Anne. & Fridjhon Marita. Creating Intelligent Teams Peter Hawkins & Peter Senge excellent authors who explore moderns systems thinking Sinek, Simon. The Infinite Game -How to lead in the 21st Century

Tony Melville, co-owner of Dialogix and former Chief Constable of the UK Police Service, shares his expertise in effective communication and leadership. He highlights the dangers of unskilful dialogue in organizations and emphasizes the importance of face-to-face communication. Melville discusses his journey from police work to consulting, revealing how structural dynamics can improve team interactions. He advocates for generative dialogues, particularly in politically charged environments, and stresses the need for leaders to adopt a collective mindset for better decision-making.

Introduction: Covid-19 struck like a thunderbolt and has thrown the world upside down. Many are still reeling as we grapple to right side for a new order. All of us have been forced to wake to a new reality, to pause and immediately assume a virtual reality for most of the population. Teams have been beset too. Episode Six is an invitation to look at how we re-emerge as a collective, what we chose to  embrace and reflect on what we can generatively create with grace and gratitude. Podcast episode summary: To answer these and several more questions I interviewed Janet Harvey, Neil Scotton and Alister Scott primarily because of their bold interest in sustainability, climate change and the business of big change. This episode was littered with big existential questions such as what is growth ?and how might we want to think about what it means to have a livelihood. In addition, the panel questioned how we have lived and suffered in the past and what could we do as a species to creatively destruct for the better of all.   Points made through the episode: What is necessary? How do we let go some of the unconscious habits and get out of our comfort zone? We have lots of cognitive food about Growth mindset and yet we don’t do it. There exists an opportunity to come back to self, to know we are not alone, and that 7+billion people are experiencing the same conditions. We have everything available to us to re-imagine our relationship to life Our professional and personal lives have never been so merged. We have an opportunity to see our humaneness – and we cannot take anything for granted Undeniable our interconnectedness. Globalisation has demonstrated some real negatives Seems like mother nature has sent us to our rooms to think about the damage we have done to the planet. There is a positive to this “lock-down” we are now appreciating the slow, the simple the beauty in our connections and connectedness Important that we are mindful of the consequences of ignoring reality More permission now to notice what is not working and to say it. We will emerge so much stronger and resilient as teams. Teams are like an antibody. Huge capacity to bring forth disparate views to imagine and vision a new reality. Teams have unique advantage of not needing to know it all but as a collective to allow something to emerge -the collective is the engine. There is a falling away of old structures, constructs, egos and silos- crystal clear we are in a crisis and we need to contribute. The sense of shared purpose will embolden teams and organisations will find it hard to return to old ways. Not all leaders will be suitable for the new forms of teams that will emerge. There is a strong desire currently for purpose to sit above profit. Some assumptions will need to be busted. Growth for example is questionable the way we currently view growth at all costs. We don’t yet understand how to operate a Global Citizenry. In order to access a “One team” notion allow people to bring whole selves to work Make teams your focus. Our vision has formerly been too myopic- we will get back to planning and prioritising Heretically nothing has changed. There certainly exists more courage to name what is not working but essentially team life remains the same. We are so swept up in the drama that we need to allow people to pause and feel the grief, the Global Grief. Important not to assume that what I am feeling you are too. The Zen and Art of Motorcycling says “we grab a handful of sand from the vast plains of awareness around us and we call it reality” Growth can happen in many ways not least in terms of learning and developing as human species. The panel is hoping that we allow : Creative destruction and cited Joseph Schumpeter We see the wisdom of giving space for reflection and thinking To build a culture of ERA (Encouragement, Recognition and Appreciation) to buld confidence against a very uncertain future The three G’s Generativity, Grace and Gratitude To know and respect that everyone matters. To know we are already enough. Resources: the following include the resources I alluded to in this episode. Janet Harvey: invitechange.com Neil Scotton and Alister Scott: enablingcatalysts.com Neil Scotton and Alister Scott: The little book of making big change happen. Joseph Schumpeter: The theory of economic development Otto Sharmer: www.presencing.org

Introduction: Covid-19 struck like a thunderbolt and has thrown the world upside down. Many are still reeling as we grapple to right side for a new order. All of us have been forced to wake to a new reality, to pause and immediately assume a virtual reality for most of the population. Teams have been beset too. Episode Five is an invitation to look at how we make meaning and how we re-emerge as a collective. I was curious about  what we chose to  embrace and reflect on as we experience Covid-19  & what we can generatively create with grace and gratitude. Podcast episode summary: To answer these and several more questions I interviewed John Baldoni, John McCusker and Richard Boston. The conversation spoke to the very real uncertainty and grief that exists in society and the huge variability that is evident in terms of how people are responding. The panel spoke about societies polarities, the swift change in orientation to value people and connection and the many assumptions around organisational life that are being questioned. The pause had put a lot into perspective and the panel left the conversation being hopeful that as a resilient species we will figure our way out and hopefully make some meaningful changes to the way we relate to life.   Points made through the episode: Enormous focus and engagement is evidenced in organisational life Witness to huge variability and different phases people are at with respect to Covid-19 Wide array of emotions from panic initially to overwhelm to expediency and focus to now hope and encouragement “Nobody knows anything” a great deal of grief being witnessed in the world-the question is what next? The difference between business and life has been collapsed. We are allowed to show up as real humans. This is an incredible time to reflect, do some self-discovery and be inquiring of self and others Important that the tone from the top echoes need for compassion and understanding to know that people are in complicated and difficult situations dealing with family life and role expectations of an order that is unprecedented. Important that businesses look after the physical and mental needs of their people and the business will follow. This message has been communicated before, but it is now real. Huge amount of pressure on employees right now and the imposter syndrome if it existed is now exaggerated. Leaders need to lead with Grace, Generosity, Respect, Action, Compassion and Energy Leaders cannot project fear , but they can show concern Two strong values are emerging in corporate life include Gratitude and Goodness Assumptions about team life and organisational life are being questioned. Can we continue to be more questioning with our assumptions ? We need to invent new normal and we do not know how long this pandemic will last creating considerable ambiguity. Our mortality is being questioned. We are in the process of rehumanising our workplaces putting purpose and empathy centre stage. Purpose or our higher level purpose is now front and centre. This crisis has shown teams can operate in a very purposeful and creative manner. In some ways decision making is timelier and team work more expedient. Shines a light on purpose, our humanity and need for empathy. We cannot make excuses for not knowing we have never known. Probably only 6/7 possible choices from here. We need to sit down and start planning and same goes for teams. Practice anti-fragility This pandemic may be a dress rehearsal for future crisis as climate change continues. Are we ready to be with this new reality? In any uncertainty be with what you can control to square the circle. Important to act and change if we get things wrong. Perfection is the enemy Sad that it has taken Covid-19 for us to appreciate our humanity, our connectedness and our frailty The panel hopes that leaders and teams will find a way to collapse societal polarities When times are good Profit hides a lot of flaws Covid-19 has shown us the cracks. Virtual is Okay. There is an acceptance that video and connection virtually is powerful and can remain Virtual does not distract from our connection Zoom etc is same as physical and in some ways better, we can focus more and be discerning in how we ask questions and how we relate. A greater sensitivity is called for over virtual. Consider Purpose more often and ask about the purpose of organisational life. We have been reminded of the beauty of nature can we nurture it? The panel left the conversation with a few things they know and can rely on: We are stronger and more resilient than we think Trust your teammates for their support We will get through this-look internally for resource Be mindful of our narrative. Some of the language around Covid-19 is defensive. Can we be in choice about the story of recovery and our identity post Covid-19 Resources: the following include the resources I alluded to in this episode. Richard Boston: leader-space.com John Baldoni: johnbaldoni.com John McCusker: bacardi.com Nassim Nicolas Taleb, Antifragile

Introduction: Covid-19 struck like a thunderbolt and has thrown the world upside down. Many are still reeling as we grapple to right side for a new order. All of us have been forced to wake to a new reality, to pause and immediately assume a virtual reality for most of the population. Teams have been beset too. Episode four is an invitation to look at how can be in this crisis and what is necessary in a time of great uncertainty. Podcast episode summary: I spoke with Dr. Ruth Wageman, Dr. Simon Western and Conor Brennan to hear their perspectives on the ask of Leadership in the face of Covid-19. I have interviewed each of my guests separately on the Game of Teams Podcast  and you are welcome to check out their backgrounds and views on teams in those episodes. This conversation proved to be a very rich and varied conversation covering emotions, behaviours, perspectives, the opportunities to rethink and reimagine the future as well as the very real and positive opportunity for sustained interest in Climate Change, The distribution of wealth and ways of working that may prove fortuitous for many. There is also a clear and present danger that we as a society build walls and boundaries when what is required is greater social cohesion & collaboration.   Points made through the episode: The mood is mixed. There exists a determination to be of service along with a real concern regarding the viability of enterprises and employment. Really hard to see the future with the current level of uncertainty. Mood also takes different phases with many at the start in denial and extreme activism-many are for example in Zoom mania. The variability of moods and emotions is considerable daily. Not enough to check-in on people once, sometimes it requires repeated calls. We may be moving into a period of a quest for understanding and acceptance and yet for some are drowning in emotional overwhelm. Important for Leaders to provide containment. To allow people to express their many emotions so that they get the space to then think. It also critical that leaders think about systems thinking to be placed paced to serve in an eco-system. Covid-19 is a pure example of an eco-system in operation Tendency for leaders in uncertainty to contract and to try and control. The opposite is actually required. We are in a huge experiment of distributed leadership and it is helpful if leaders can think in term of allowing for roles to be handled by others, to share Leadership or the function of coaching where necessary and to lead at the edge. Leadership Presence is a quality that is necessary for Leaders to possess in order to help people be with the enormous fluctuations in moods and reactions to the crisis. Their needs are now at the bottom of Maslow’s Hierarchy Pyramid. People and employees need security, some level of assuredness if leaders are able to give it and the presence of their Leaders Leaders have an opportunity, a greater opportunity than perhaps existed before to be present and to resist taking the reins that could be assumed by others. Presence can also show up in other ways like more informal ways of communicating. WhatsApp etc. The crisis is helping people re-evaluate and appreciate the quality and use of time. There is a real opportunity to reconsider the use of time as we consider re-entering the workplace. The crisis has thrown people into isolation and a real sense of dislocation. It is imperative that Leaders think about social cohesion Critical that leaders work out how to motivate and engage as well as bring people together virtually. Making meaning and connecting to a higher purpose is still a relevant conversation and maybe even more so today. The pause is allowing people to re-evaluate and re-imagine what is meaningful and values laden. It means that leaders need to create the space for people to have these important conversations For some it might sound indecent to consider having these conversations when there is so much suffering and it could look non-empathetic. There is a real tension between the energy for creation and the energy of people who are withdrawn and uncertain Coaching is a necessary service for Leaders in this crisis. Often it is assumed Leaders have all of the answers and are sorted when often the opposite is true. Examples were shared of Leaders being torn and lost. Coaching provides a refuge and real place of containment The Leader-follower dynamic is important to trust and remember. They are two side of the same coin. Ruth and Simon shared their wisdom on the kinds of support they are providing for teams through Covid-19 examples include Helping teams to rapidly form, even where team members have never met Guidance to team leaders on how to cultivate team resilience and getting the mutual support required by both team members and Leader. Practical tips about how to hold conversations for Purpose and tips about the necessary rhythm and cadence of various meetings Helping Leaders distinguish between the desire for activism and re-activism. Helping leaders to be able to contain the vast array of team emotions and reactions and needs in this crisis. Remembering that Leadership and followership is an interchangeable dynamic and both require an ability to sense, listen and respond productively. Purpose and the question of purpose is a big ask and in order to do that people have to have time to think first. Space is required There was a debate about the idea or timing of thinking about opportunity. Major disruptions provide huge opportunity to re-think and change routines. Consider the drop in our reliance on fossil fuels, our commutes, working remotely and virtually. The question becomes; What are we learning that will enable us to take a great leap forward? The social inequity that is being amplified is a great challenge that a purpose conversation could solve. Leaders are wonderfully placed to influence these debates and discussions The conversation concluded by each panel member sharing their “knowing” and what emerged included the idea that we can all contribute to sustainability-it is not such an abstract idea. Zoom works-we don’t have to be egotistical and take planes to NYC for meetings we can have them virtually. This is a great reset. We are however on a tightrope between building walls and fortresses nationally or grasping opportunity to build a good society. Out of the London plague a sewage system and infrastructure emerged. All of our biggest challenges will only be solved by working collaboratively. We can mobilise to forge social cohesion and some of the planets other wicked problems.   Resources: the following include the resources I alluded to in this episode. Ruth Wageman: Senior Leadership Teams: what makes them great. 6teamconditions.com Simon Western: analyticnetwork.com Conor Brennan: www.arachas.ie  

Introduction: Covid-19 struck like a thunderbolt and has thrown the world upside down. Many are still reeling as we grapple to right side for a new order. All of us have been forced to wake to a new reality, to pause and immediately assume a virtual reality for most of the population. Teams have been beset too. Episode three is an invitation to look at how teams can use this big pause to disrupt our patterns of thinking & working, the use of time and space,  real-estate and technology to innovate and to build structures to support social cohesion through eco-systems. Podcast episode summary: I spoke with Sari Van Poelje, Jennifer Britton and Fin Goulding. We spoke about what it means to be virtual, how to adjust for a new “abnormal” and the mindset shifts required to remerge on a yet uncertain  other side. All of the speakers spoke about possibility and the opportunity this pause affords us. Many questions were posed and answered in a rich conversation that spoke to some meta concepts and some practical takeaways for teams. The question became how we can let go the old, grieve appropriately and embrace the new. This has ramifications for Leadership, how we live and work and how we connect across boundaries and how we think of work. This pause like many other conversations is reminding people of our humanity and of what is important.   Points made through the episode: In answer to the question “how are you feeling” the guests almost equivocally responded positively sharing that in their worlds they have been operating virtually and using agile for years. The physical threat of Covid-19 is for sure scary All have welcomed the time out to pause, reflect and to consider their purpose. The crisis has brought many people together in a knowing like none other Remote does not mean disconnected. Technology allows for us to be connected. Virtual is imperative. Hopefully people can continue to get comfortable in their home lives to rework how they work- we are living a paradigm shift. Covid-19 has asked us to acknowledge our interdependence. Need to remember to bring in the human dimension to our conversations on zoom etc. Sari shared her ideas on bringing Yoga and DJs to punctuate her trainings. Other ways of socially engaging were shared Curiously meeting online has some positive benefits. People are more pointed, judicious with their time and careful to listen. There is a skill to facilitating and convening online. Use the technology creatively and strike a balance between the visual, auditory and full meeting space to breakout rooms. Leaders are not coping well in this transition. An old model of leading is being imposed on a new platform. The Leader as coach is required. We as coaches have to support leaders to lean into this way of working Similarly, we need to support leaders to deal in the emotional realm & to understand the usefulness of emotional expression over technology. People are ready for agile. Much confusion abounds about Agile it is often seen as belonging to the world of tech. Sari explained that it is not a mindset but a way of structuring business. We are experiencing various shifts simultaneously, from the physical boundaries to the virtual unbounded, from the global to local, from hierarchical to the eco-system. Leadership is needed with Agile. Leadership needs to embrace interdependence and accept the accountability for stuff is often deeper in the organisation. Businesses need to invest to reconsider the Leadership imperative, to strategize ,maybe not for the long term but for the immediate term and to learn how to pivot. Leaders need to comfortable being disruptors. Collaboration is a word that is easy to say much less easy to practice. We as coaches have a role to play to help leaders and teams collaborate, thinking differently and accepting trade -offs. The work/home dynamic needs to be re-evaluated and supported. Time and the use of space will be re-imagined. Perhaps things have to be conceived of much more simply and equitably. We have to be able to cope on an individua/family/community level as we share our humanity and our new landscape Conversations around Brexit for example have stopped. How will Europe look when we re-emerge? The panel shared some practical tips to close the podcast. Leverage the tools available to allow relations as well as focus Practice and get practiced having efficient meetings this is a learnt skill Take time to pause, reset and consider what is working and what can be let go Honesty, integrity and a degree of psychological safety will be needed to speak up and voice what is not working Learn new skills online A team is a musical instrument, it needs to be played and tuned. The need for retrospectives is even more pronounced People need to establish new routines -and be allowed to do so Every crisis brings opportunity -use this one to go for new possibility Consider this new reality and ask yourself the question -what can I offer Focus on what is important and how you can contribute to mankind Have the varying and various conversations the path will reveal itself. Be willing to reinvent yourself.          Quotable Quote: “There is the past and there is the future we have only two choices, Vanilla or Chocolate- the future, as chocolate holds possibility” Sari Van Poelje “A team is like a musical instrument; it has to be played and tuned” Fin Goulding “rapid experimentation and learning needed right now”Jennifer Britton   Resources: the following include the resources I alluded to in this episode. Jennifer Britton: Effective Virtual Conversations Jennifer Britton: Remote Pathways Podcast Jennifer Britton: potentialsrealized.com Fin Goulding: Flow, 12 steps to Flow Fin Goulding: flow-academy.org Sari Van Poelje: Back to basics Executive Coaching Series- Soon to be published: Agile Innovation Business & Design Sari Van Poelje: www.intactacademy.com

Introduction: Covid-19 struck like a thunderbolt and has thrown the world upside down. Many are still reeling as we grapple to right side for a new order. All of us have been forced to wake to a new reality, to pause and immediately assume a virtual reality for most of the population. Teams have been beset too. Episode Two is an invitation to look at how we allow for emotional expression and how we use emotions intentionally in our conversations. The worldwide experiment in distributed work has put into question many of our old rituals and practices as work. How can we use the pause to reassess? Podcast episode summary: To answer these and several more questions I interviewed Sue McDonnell, Paul Lawrence and Dan Newby for their perspectives. This conversation proved to be a very rich and varied conversation covering emotions, behaviours, perspectives, the opportunities to rethink and reimagine the future as well as the very real and positive opportunity for sustained interest in Climate Change, values based Leadership and the practice of reflection. The general consensus over the course of this conversation was the need to practice emotional agility, to allow space to think and connect and to give agency to every person's version of empowerment.   Points made through the episode: The mood is variable on teams. Some are thriving others are languishing in anxiety and uncertainty The structure afforded in the physical domains of work is absent and contributing to anxiety and overwhelm We live in various stories about this crisis. It has been described as apocalyptic and like a roller coaster, a tsunami of emotions. The question we can ask is how we want our stories to influence our actions? If you change the narrative, you can intentionally shift your emotion. What will support you right now? As a leader you can check-in with yourself and observe your somatic reactions. We are great at prepping for task related conversations and less good at the emotional conversation. As a leader ask how do you want to impact your team? How do we wish to leave the team feeling? And during the meeting check-in to see what is happening? Huge tendency right now to max zoom meetings. Need to recognise that over stimulus is exhausting. Important to vary and shift orientation of meetings between Zoom, chat, email phone and use them purposefully for emotional conversation as well as task conversation. Teams need space-create the space for teams to think together and work out or figure out how best to progress. Irreverence as an emotion allows us to laugh. There is a difference between employing irreverence productively and mocking or denigrating others. In the physical world of work, we moved around. In our homes we need to manage our boundaries and our energy. Energy can be accessed by having conversations for laughs. In Australia there is a practice called “Hanging shit on each other” a humorous and light way to connect with team members. Remember as leaders that looking after your mental state is not an act in selfishness. Our moods are contagious so be careful with yours. Ask what is giving you energy and what is draining you of energy? For Leaders the pressure of believing you have to have the answers is being thrown into question In a distributed workplace. Those who hold on to that Leadership standard will find themselves exhausted and will frustrate the work of teams in this space. Silos for example have collapsed. Our environment has changed such that silos cannot exist. Its usefulness is in allowing for Trust, Transparency and Empowerment to grow. Some assumptions about Leadership have been disabused in this environment. The idea that any one leader can know in this environment is absurd. Instead allow for vulnerability and openness. Encourage different perspectives and allow people to author their own version of what empowerment means. Leaders need to be less directive and more enquiring. Curiosity as an emotion is undervalued or used in team dialogue. Two roles Leaders and team members can adopt. One of detective and scientist. The first allows for self -discovery and the second allows freedom to experiment and get things wrong. Strong correlation between Psychological safety and innovation and performance. See real room for kindness, forgiveness, vulnerability and acceptance to pervade teams. We often only get as far as naming emotions, but we miss a next step. The next step is to ask if the emotion is in fact of service. Humility for example is probably needed right now and it then allows a person to ask for help. People are using the space and time to think to be creative. One leader has introduced videos, mindfulness, somatic practices and dancing as invited parts of his team meetings. The space has been a great leveller and an opportunity to reflect. The panel ended the conversation by hoping that this time for reflection and self -reflection will stay, that the introduction of distributed work practices may stay and  new rituals will be harnessed and that the permission to employ more heart thinking into conversations will also progress.   Resources: the following include the resources I alluded to in this episode. Sue McDonnell: suemcdonnell.com.au Dan Newby: schoolofemotions.world and The field guide to emotions: A practical orientation to 150 emotions by Curtis Watkins and Dan Newby Paul Lawrence: The Tao of Dialogue: Lawrence, P. Hill, S. Priestland, A. Forrestal, C. Rommerts, F. Hyslop,L. & Manning,M. (2019), The Tao of Dialogue, Routeledge. UK