QAspire

JANUARY 6, 2013

After reading my last post about cohesive leadership team , some one asked me, “What exactly is cohesion?” Clearly, the team was facing the risk of scoring the lowest total ever. He takes time to settle in the game before steering the team to a defendable total score. Trust has to be established between the team members.

Team 144

Team Leadership Bottom-up Goal 144

QAspire

JULY 1, 2012

Managers often end up in a situation when they are hired to take charge of a team/department that already exists and performs to a certain level. New leaders often find it difficult to generate acceptance because a team/organization is a complex network of emotions, relationships and issues. Worst, they criticize and/or threaten.

Team 176

Team Resistance McCarthy Energy 176

QAspire

NOVEMBER 25, 2013

The cricket coach had some wise words for his team. This team was reeling under pressure to perform and was marred by penalties imposed on key players due to their overly aggressive behavior on the field. Coach knew that some course correction was required. Aggression” he said, “is a double edged sword. If used correctly, [.]'

Team 145

Team Management Course 145

QAspire

NOVEMBER 20, 2011

Ability to deal with rapid changes and uncertainties on the field is as critical a skill for organizations/teams as it is for the military troops. In case of teams, individuals and organizations, the consequences may not be visible in a short term, [.]

Team 164

Team Short-term Agility Uncertainty 164

QAspire

MAY 29, 2013

By definition, a cross-functional team is the one where members from different functional areas work towards a common goal. A few years back, I got an assignment to lead a cross-functional team (xFT) and it was a great learning experience. Our goal [.]'

Team 152

Team Definition Quality Goal 152

QAspire

SEPTEMBER 10, 2011

I have been a close observer of team dynamics in a project environment. In last 13 years, I have seen a number of teams that were highly successful, teams that failed initially and then succeeded, teams that succeeded only when there was a fire in the project and teams where success was constant and incremental. [.]

Succession 131

Succession Team Project Environment 131

QAspire

MARCH 9, 2011

We live in times where more and more work is executed by teams that are geographically distributed. Leading a virtual team, fostering collaboration and binding them to common set of objectives is one of the key challenges for business leaders. When team is distributed, leadership responsibilities should also be distributed.

Team 156

Team Project System Engineering 156

QAspire

AUGUST 15, 2010

Home Go to QAspire.com Guest Posts Disclaimer 10 Pointers to Build Comfort Within The Team It pains to see teams where people work on a common goal but don’t get along well with each other. We work in teams and knowing how to get along well with others is extremely crucial. Here are 10 broad pointers that may help.

Team 167

Team Benchmarking Open-book Directory 167

QAspire

OCTOBER 10, 2012

Simple things like thank you notes/cards can go a long way in keeping the team energized. It affirms their worth and value to make them more credible. Appreciation motivates like nothing else. Appreciation shows that we (the managers) are human. It brings out strong emotions and establishes connection faster than anything else.

Team 170

Team Power Self-aware Learning-by-Doing 170

QAspire

FEBRUARY 7, 2011

A few years back, I was facilitating a team that was responsible for pulling off a project in a completely new technology. This also meant that each one of the team members had to take initiative and explore new areas of the technology. While the project had a designated project lead, we saw many team members [.]

Team 140

Team Project Leadership Technology 140

QAspire

APRIL 6, 2015

If you are aiming to build teams that are self-organizing, this is even more crucial. To be a part of a self-organizing team, people require maturity, skills and expertise to deal with technical challenges and manage conflicts constructively. Narrowly focused reward programs kill self-organization within teams.

Agility 70

Agility Organization Team Maturity 70

QAspire

DECEMBER 11, 2023

According to Bill, this bucket needs the most filling in teams and organizations. In the book, Bill offers strategies to build a culture of Courage in teams and organizations. Bill’s work is fascinating and I took some visual notes while going through it all.

Godin 233

Godin Consultative Career Travel 233

QAspire

NOVEMBER 29, 2023

Move Fast and Fix Things is an essential read for any leader looking for inspiration to raise the bar of excellence with their teams. I thoroughly enjoyed reading this hands-on playbook on accelerating change and transform organizations while also building a culture of trust, inclusivity and collaborative problem solving.

Entrepreneur 156

Entrepreneur Books Consultative Organization 156

QAspire

FEBRUARY 26, 2024

Reframe metrics as a tool to learn and adapt: Build team rituals to have a dialogue on leading indicators to learn, adapt and course correct. A few things come to mind: ︎ Use holistic/systematic measures: Find and link measures that capture various interconnected aspects of the desired outcome. ︎

Metrics 122

Metrics Banking Learning-by-Doing Tools 122

QAspire

JULY 31, 2021

In context of these micro-habits, the article emphasizes on importance of small actions executed consistently to create bigger results: … in our experience, most management advice tends to focus on tackling the biggest chunks: assembling high-performing teams through hiring, delivering tough feedback and checking in regularly.

Management 172

Management Drucker Download Energy 172

QAspire

JANUARY 10, 2022

The words that people use when dealing with conflicts, failures and during developmental conversations really define the culture of the team or organization. Conversations that leaders have with their people are the drivers of psychological safety.

Edmondson 133

Edmondson Learning-by-Doing Environment Reference 133

QAspire

AUGUST 11, 2019

Here is an excerpt from my 2012 post titled “ Building Engaged Teams with Power of Appreciation ” – “ People work for reasons beyond pay. Also Read: Building Engaged Teams with Power of Appreciation. (and long term career impact of that reward) may outlive the joy of receiving a one-time project bonus.

Metrics 131

Metrics Long-term Technology Conference 131

QAspire

FEBRUARY 4, 2019

He outlines three styles of interpersonal interactions in teams and organizations – giving, taking and matching. Effective teams, he says, is a combination of givers and matchers where as takers suck the energy out of the team and they should be screened out. Here’s what they look like: Givers : “What Can I do for you?”.

Succession 195

Succession Storytelling Godin Delegation 195

QAspire

JANUARY 10, 2022

The words that people use when dealing with conflicts, failures and during developmental conversations really define the culture of the team or organization. Conversations that leaders have with their people are the drivers of psychological safety.

Edmondson 110

Edmondson Learning-by-Doing Environment Reference 110

QAspire

APRIL 10, 2023

In many cases that I observe, transformation is the fuzzy word that leaders use to describe operational shifts within their teams or businesses. We often end up using words “change” and “transformation” interchangeably. Change subscribes to it.” ” All change is not transformation.

Workshop 252

Workshop Learning-by-Doing Tools Creativity 252

QAspire

FEBRUARY 19, 2017

As an organization grows, managing the flow demands work items to move from one team/department to another. In quest to make these teams accountable, very specific KPI’s are established and that breeds non-systemic thinking. Every team meets the KPI numbers and yet, customers remain disgruntled.

Senge 195

Senge Organization KPI Learning Organization 195

QAspire

DECEMBER 14, 2014

Improvement & Development Leadership Leading People Managing Communication Self Growth HR Management Team Building team management' They feel comfortable because they focus on communication – transfer of [.].

Team Building 138

Team Building Team Management Development 138

QAspire

APRIL 18, 2023

Essentialism by George McKeown When facilitating strategy discussions with customers, I often came across situations when teams commit to work on multiple critical priorities at a time. This has tangible negative impact on an organizational performance and outcomes. This is true for individuals as well.

How To 96

How To Workshop Learning-by-Doing Tools 96

QAspire

JANUARY 29, 2013

Your position is an opportunity; an obligation to make a difference in how your team performs. Disengaged team will, at the best, comply to your directives but will never be able to bring their complete creative potential on board. Simply staying on top of information: Yes, you definitely need to know what is happening in your team.

Bottom-up 171

Bottom-up Information Definition Team 171

QAspire

AUGUST 30, 2022

This guidance is vital because no team/individual/organization simply drifts towards greatness. What is true about you, your team, your organization, and your industry matters.” It is a result of conscious choices we make. So what do smart leaders choose?

Leadership 91

Leadership Influence Learning-by-Doing Books 91

QAspire

FEBRUARY 7, 2022

Using BRIEF Maps to organize for Brevity When leading large team of nearly 600 people back in time, communication was my key focus area since my job was to help people do better, create strong teams, ensure strategic alignment, build a strong culture and foster a sense of purpose amongst different functional teams.

How To 91

How To Constraint Tools Books 91

QAspire

FEBRUARY 9, 2023

Add scale of the organization, structure of teams, geographical distribution, functional barriers, remote work and disruptive waves and you have a perfect storm to face when trying to implement any meaningful change with long-term impacts. They forget that human system (our rationale, emotions, aspirations etc.)

Short-term 253

Short-term Long-term How To Workshop 253

QAspire

MARCH 30, 2022

He was looking for growth in a complex maze of managerial biases from his team lead, stringent organizational processes and many other constraints. In less than six months after the transition, he kick-started new initiatives, retooled himself and built a team of four people around him that he led.

Sharpe 100

Sharpe Short-term Attrition Open-book 100

QAspire

MAY 25, 2014

Emergent Leadership is central to success of groups, teams and orgs. Traditional leadership is important, only when it fosters a culture (in team/in org) where people step up to lead. - – - – -. Leadership Leading People Emergent Leadership IndiaHRChat Leadership Development Leadership Team'

Leadership 157

Leadership Leadership Pipeline Blanchard Bottom-up 157

QAspire

AUGUST 15, 2016

“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. I once worked in a team that followed a well established process of doing structured retrospectives after every major product release.

Self-aware 70

Self-aware Team Building Quality Team 70

QAspire

JULY 31, 2021

In context of these micro-habits, the article emphasizes on importance of small actions executed consistently to create bigger results: … in our experience, most management advice tends to focus on tackling the biggest chunks: assembling high-performing teams through hiring, delivering tough feedback and checking in regularly.

Management 91

Management Drucker Download Energy 91

QAspire

MAY 27, 2018

Some critical questions to consider, whether you lead a kid, a team of professionals or an organization, are: How often do you, as a leader, brag about others? I read Dan Rockwell’s recent post titled “ The Seductions of Arrogance Compound the Elusiveness of Humility ” where he outlines 5 practices of humble leadership.

Leadership 165

Leadership Banking Workshop Reference 165

QAspire

NOVEMBER 29, 2021

It is high time that organizations and leaders think this through carefully to first align their own mindset to this new reality and then take conscious actions to build teams, practices and processes that are not just high-performing but also have a strong fabric of trust woven in.

Environment 172

Environment Reference Tips Learning-by-Doing 172

QAspire

SEPTEMBER 26, 2018

If we improve how we think, we also improve how we lead teams, develop people, innovate, solve important problems and grow as individuals. Overload of information being pushed at us, contrasting theories about almost everything, our own unconscious biases , ego and fear hamper our ability to look clearly through the fog.

How To 195

How To Motivation Project Innovation 195

QAspire

JANUARY 8, 2014

Over to the posts from Jesse that I enjoyed reading: Why Good Teams Make Bad Decisions. Poor decisions occur when one or even a few team members have important information but aren’t heard because their style of communication is ineffective, because others are not listening, or because there is no means to communicate their concerns.

Management 171

Management Blanchard Benchmarking Blog 171

QAspire

OCTOBER 13, 2014

This becomes even more challenging when an organization has distributed teams across the geographies. What is true for kids is also true for organizations and teams. Leadership Leading People Leading Projects Managing Communication Team Building Culture execution HR vision' Stay Tuned!

Short-term 128

Short-term Bottom-up Team Building Goal 128

QAspire

MAY 7, 2017

This is conversation that goes way beyond HR teams focusing narrowly on “employee engagement programs”. Organizations have to relentlessly clarify purpose, how an individual’s work enables achievement of purpose and provide autonomy to team members to execute their ideas. Social mindset plays a huge role in enabling people to perform.

Learning-by-Doing 195

Learning-by-Doing Disruptive Innovation Brand Long-term 195