Anton Zaides’ Post

BRUCE TUCKMAN TEAM DEVELOPMENT MODEL: The model of group development was first proposed by Bruce Tuckman in 1965. He stated that these phases are all necessary and inevitable for a team's growth. Forming The team meets, learns about the opportunities and challenges, agrees on goals, and begins to tackle the tasks. Storming This is the second stage of team development, where the group begins to sort itself out and gain each other's trust. This stage often begins when team members voice their opinions, and conflicts may arise as power and status are assigned. Norming Resolved disagreements and personality clashes result in greater intimacy, and a spirit of cooperation emerges. This occurs when the team is aware of competition and shares a common goal. Performing With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success. By this time, they are motivated and knowledgeable. Adjourning In 1977, Tuckman, together with Mary Ann Jensen, added a fifth stage to the four stages: adjourning (mourning), which involves completing the task and disbanding the team. #QA #Quality #leansixsigma #team #Engineering #Management

Harsh truth: Most teams need more conflict, not less. There are two ways to run a team: - The easy way - The effective way I'm passionate about helping leaders be more effective. When everyone agrees... - Ideas tend to be mediocre - Progress tends to be plodding - Gossip tends to be the way we talk We don't need fake harmony. We need to harvest the best ideas. And that only comes if... - People bring diverse, independent views to the table - Are comfortable challenging the merit of those ideas - Develop a language for reconciling those differences All built upon a foundation of trust. Most leaders hope this will happen organically. Wise leaders know how to manufacture it. Join us tomorrow for our free 30-minute workshop: https://lnkd.in/eKCeBPpp We'll give you: - 3 Rules That Separate Healthy Debate from Destructive Chaos - 2 Tactics For Nudging Nice People To Disagree Productively - 1 Framework To Resolve Any Conflict (Good or Bad) Anyone on the list gets the recording, even if you can't attend. Please help us get the word out: - Repost ♻️ to share with your network - Comment with your ideas or challenges with conflict at work

Constantly improving a high-performance team. The importance of retros. Without a doubt, teams try to constantly improve their performance and collaboration, but... How to achieve this methodologically? Using retrospective meetings. 𝐖𝐡𝐲 𝐢𝐬 𝐚 𝐫𝐞𝐭𝐫𝐨𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐬𝐨 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭? ✔️ Is a safe space to give and receive team feedback properly We are all part of the same boat and we seek constant improvement, so being sincere and transparent in feedback is very important to improve performance and attitudes. ✔️ Retros help us learn from our mistakes At retros we are always analyzing what opportunities for improvement existed during the analyzed work period, this undoubtedly helps us detect actions to constantly correct our work. ✔️ Unites us as a team Understanding what we did well and what we should correct helps us achieve the type of team we want together. This undoubtedly unites the people who are part of it, making us all move towards the same goal. For these and more reasons, retrospective meetings are very important. Do you already implement them in your high-performance teams? Tell us how you improve your team´s performance.

What got you here will not get you there. The skills that got you promoted from junior to mid level engineer will not get you to senior engineer. To go from junior engineer to mid level, you will have demonstrated: - once assigned a task, the ability to execute it relatively independently - the ability to deliver significant features end to end - the ability to weigh multiple technical choices within a well-defined problem area To get to senior engineer, you will need to demonstrate: - The ability to disagree with your leadership and advise them on the team’s process and roadmap - Consensus building - the ability to bring your team along for the journey - Disambiguating a vague problem area - Understanding of the business and prioritizing the right problems to solve

How to set high standards of accountability for your team

🔬 𝗦𝗲𝗲 𝗶𝘁, 𝗦𝗮𝘆 𝗶𝘁, 𝗙𝗶𝘅 𝗶𝘁 – 𝗧𝗵𝗲 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗪𝗲 𝗕𝘂𝗶𝗹𝗱 💡 Throughout my journey in the laboratory space, one lesson has stood out above all: covering up issues only makes things worse. In the world of diagnostics, there's no room for silence when mistakes happen. They always resurface, often at a time when it’s too late to make amends. That’s why the culture we strive to build in my team is simple and powerful: 1. 𝗦𝗲𝗲 𝗶𝘁 – Awareness is the first step. We must always be vigilant and recognize errors as soon as they happen. 2. 𝗦𝗮𝘆 𝗶𝘁 – Speak up! No one should be afraid to point out mistakes. Open communication ensures that small issues don’t grow into larger ones. 3. 𝗙𝗶𝘅 𝗶𝘁 – Once identified, mistakes must be addressed immediately. But beyond fixing, we learn to avoid recurrence, improving our processes each step of the way. It’s through this mindset that we create a safe, efficient, and reliable work environment where every team member feels empowered and quality thrives. Let’s keep striving to improve! #Leadership #ContinuousImprovement #LabLife #Transparency #TeamCulture #QualityControl #LeadershipInAction

Is a conflict always bad within an organization or team? I always thought if there was any conflict it meant the leader and team weren’t as cohesive as they needed to be. But there’s constructive conflict which involves encouraging open communication, diverse perspectives, and a focus on problem-solving. It’s up to the leader and the team to create a culture where everyone feels comfortable expressing differing opinions. Allowing and expecting constructive conflict will lead to outside the box thinking and stronger team cohesion.

How to encourage your team to solve problems without you… 1. Accept that done is better than perfect. 2. Remind them how much you believe in them, constantly. 3. Encourage a problem spotting AND solving culture. If someone spots a problem, tell them to present it with a solution. This will keep the team from relying on you to provide the organization with solutions every time. 4. Map our your ongoing tasks and assign an owner, overseer and doer of everything. For example, who opens your mail? Scans it? Places it in the file? Who is responsible for fixing this process if it breaks? If people know who owns ongoing tasks both for the actual doing AND the ownership of the process, you’ll be out of the weeds. 5. Back off and let your team solve shit! After all, you hired them to solve problems so you don’t have to do everything. If you’re continuing to step in, you may be the problem.

Ever been on a "genius team"? Where everyone pulled together, fought hard to do the right thing, and did the impossible? Things from this HBR article that stand out for me about genius teams: 1. The team has a big purpose. Whether it's beating the odds, having a crazy idea that just might work, or solving the unsolvable - you need a North Star. 2. Teams should have complementary skills - everyone has a thing they are known for. 3. Team members think and talk in terms of "we". It's not just for musketeers. 4. Discussions can become loud and passionate about projects or decisions and that's ok - but never make it personal or mean. 5. People follow-up with each other after tough calls or check-in when someone is quiet. It's a team of human beings. Human beings have feelings (to one extent or another). 6. Work-life friendships blur. It's not required but it can help people feel safer taking big risks as well as pushing everyone to do their very best. I am lucky to have been a part of several teams I'd describe as genius. Hope to see more of this kind of purpose and passion in teams.

Believe it or not, it's okay if your team disagrees. In fact, a little tension can be a good thing. Sure, it might feel uncomfortable to have a heated debate. But... If everyone on your team always agrees, there's a good chance you're not pushing the boundaries enough. You're not challenging each other to think bigger and better. You're not questioning the status quo or sparking innovation. But when you encourage dissenting opinions... When you create a safe space for debate... That’s when the magic happens. Different perspectives allow you to see things from all angles. They force you to dig deeper and uncover the best solutions. So embrace those heated discussions. Remember, they’re not a sign of disunity. They are a sign of growth and innovation.