I do research in behavioral economics and try to describe it in plain language. These findings have enriched my life, and my hope is that they will do the same for you.
This one investment can significantly improve profits,
But many companies make the mistake of viewing it as a cost.
It's an accounting mistake.
Over the last six years, we've been investigating the relationship between how companies treat their employees and how that affects how companies perform in the stock market.
What we found is treating people well positively influences how the business performs.
People are not a cost to our businesses.
They are an investment we should all be making if we want better performing companies.
Senior Director Product Management @ Adobe, led 2 products that won an Oscar and an Emmy
I was reviewing a product strategy deck and above a 2 years roadmap it was written “we will adapt roadmap with customer feedback”.
It strikes me some teams need to write such statements, as if they want to protect themselves.
But even when such a statement is written, very few teams actually do adjust their product as they develop it and learn with customers. It’s way easier to just implement what has been designed or asked by an exec.
Your product does not “may” change as you develop it. It MUST change as you develop it. It brings a lot of uncomfort to acknowledge it, but this is the difference between great product culture and others.
As a product leader, your should not coach only your team to operate like this, but all the stakeholders you are working with as well, so you can really change the culture : sales, finance, marketing, etc.
A good way to start this journey is to read Transformed by Marty Cagan :)
#productculture#productmanagement
Psychologist. Harvard Medical School. TED Speaker. Author of the #1 WSJ bestseller Emotional Agility. Co-Founder of Institute of Coaching.
When we turn our attention away from human skills, we're more likely to perpetuate a dehumanized view of people as "resources," undermine the effectiveness of change strategies, shelter unskilled leaders based on their ability to "deliver results" (regardless of their impact on culture and psychological safety), and fail to recognize that employee wellbeing is integral to overall organizational success.
Member of the Board of Management of Bayer AG, Chief Talent Officer & Labor Director
One of the core elements of our new "Dynamic Shared Ownership" operating model is a radically new vision for #leadership which can be summarized by the acronym #VACC. This innovative way of leading is based on the #transformation of leaders from managers that command and control to 𝙫𝙞𝙨𝙞𝙤𝙣𝙖𝙧𝙞𝙚𝙨 that guide teams in defining the outcomes to deliver on the mission; from planners to 𝙖𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩𝙨 that shape a value-creating system to unleash the passion and energy of our people; from directors to 𝙘𝙖𝙩𝙖𝙡𝙮𝙨𝙩𝙨 that remove roadblocks to facilitate connection and collaboration; and from controllers to 𝙘𝙤𝙖𝙘𝙝𝙚𝙨 that help teams learn and build the capabilities needed to create value for customers and stakeholders.
I find this type of leadership incredibly inspiring and fulfilling and I'm sure it will help #TeamBayer to unleash its full potential, as I explained in a recent journalist webinar on #DSO alongside our CEO Bill Anderson and Sebastian Guth, President of Bayer and Bayer | Pharmaceuticals in the US.
Empowering teams through better organisational design @ TeamForm
🚀 𝗚𝗿𝗲𝗮𝘁 𝘁𝗲𝗮𝗺𝘀 𝗱𝗼𝗻'𝘁 𝗹𝗲𝗮𝘃𝗲 𝘁𝗲𝗮𝗺𝘄𝗼𝗿𝗸 𝘁𝗼 𝗰𝗵𝗮𝗻𝗰𝗲
When I was coaching product and leadership teams in a previous life, I'd see the same pattern play out:
🎯 Team would get allocated to a new feature/goal
🚢 Team jumps straight into the work, because of the pressure to "ship" quickly
🕰️ After six months, team is surprised that they're facing so many teamwork challenges + nothing has actually been shipped
One thing I used to hear from these teams (in different ways) is a common misconception of Bruce Tuckman's "Stages of group development":
"𝘞𝘦'𝘳𝘦 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘪𝘯𝘨 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴 𝘯𝘰𝘸 𝘣𝘶𝘵 𝘪𝘵'𝘴 𝘖𝘒 – 𝘸𝘦'𝘳𝘦 𝘫𝘶𝘴𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘴𝘵𝘰𝘳𝘮𝘪𝘯𝘨 𝘱𝘩𝘢𝘴𝘦 – 𝘣𝘶𝘵 𝘭𝘦𝘵'𝘴 𝘨𝘪𝘷𝘦 𝘪𝘵 𝘴𝘰𝘮𝘦 𝘵𝘪𝘮𝘦 𝘢𝘯𝘥 𝘸𝘦'𝘭𝘭 𝘴𝘰𝘰𝘯 𝘣𝘦 𝘯𝘰𝘳𝘮𝘪𝘯𝘨."
Great teamwork doesn't happen organically or by chance – it takes intentional effort to get to know each other as humans, build understanding of the why/what/how, and co-create shared norms.
#teamwork#waysofworking#collaboration
Emotions are Data
“Let’s take emotion out of this and look at things objectively.”
I hear this from people I coach, and it used to be me.
Wouldn’t it be great if we could look at things objectively. You have, however, as Susan David, Ph.D. says in her talk, “dead people goals.”
Only dead people don’t have emotions.
And, as Peter Senge says, we don’t perceive the world we see, we see the world we perceive.
As soon as we begin to take in data, we immediately process it through our lenses, which include cognitive biases and emotional processing.
Saying “let’s take emotions out of this” means you want others to ignore _their_ emotional processing and come in line with yours, because you’ve already done that processing in coming to your “objective reality.”
Optimizing for our humanity means leaning into the messy emotions that make us human, because within those emotions are data. Understanding _why_ different people have different emotional responses to a situation or idea will yield data that can lead to better business outcomes.
Yes, by leaning into those traits that make us human, we achieve better outcomes.
If you’re suppressing the messiness of humanity because that messiness is uncomfortable, you’re missing out on data that will make your company more robust and resilient.
If you embrace that messiness and humanity, you’ll open up space for innovation and better decision making. As an added bonus, you’ll improve the lives of those who work for you.
Susan David: The gift and power of emotional courage https://lnkd.in/g7AV5vsj
Are you developing your HUMAN skills?
It is precisely those traits that make us human that enable performance in a world of change and complexity.
You might say that we need to optimize for humanity…
Hence our name: OPTUMAN
“In an environment that defies so much forecasting, efficiency won’t just not help us: it specifically undermines and erodes our capacity to adapt and respond.”
Margaret Heffernan: The human skills we need in an unpredictable world https://lnkd.in/gQqVvmi8