Podcast appearances and mentions of Amy C Edmondson

This interview was recorded for GOTO Unscripted.https://gotopia.techRead the full transcription of this interview hereKent Beck - Software Engineer & Creator of Extreme ProgrammingDaniel Terhorst-North - Originator of Behavior Driven Development (BDD) & Principal at Dan North & AssociatesRESOURCESKenthttps://bsky.app/profile/kentbeck.bsky.socialhttps://www.kentbeck.comhttps://github.com/KentBeckhttps://twitter.com/KentBeckhttps://www.linkedin.com/in/kentbeckDanielhttps://bsky.app/profile/tastapod.comhttps://twitter.com/tastapodhttps://www.linkedin.com/in/tastapodhttps://github.com/tastapodhttps://mastodon.social/@tastapodhttp://dannorth.net/blogDESCRIPTIONKent Beck and Daniel Terhorst-North reflect on the evolution of Extreme Programming (XP) and its lasting impact on agile software development. They explore the importance of short feedback loops, iterative learning, and adaptability in different phases of product development, as outlined in Beck's 3X model (Exploration, Expansion, Extraction).Kent introduces radical techniques like Test && Commit || Revert (TCR) and Limbo, which challenge traditional coding and collaboration practices by emphasizing tiny, safe iterations. The conversation ties in psychological safety, a key factor in high-performing teams, as outlined by Amy C. Edmondson.Kent envisions a future where software development scales in real-time, pushing teams to embrace faster experimentation, responsibility, and continuous learning in a rapidly evolving tech landscape.RECOMMENDED BOOKSKent Beck • Tidy First?Kent Beck & Cynthia Andres • Extreme Programming ExplainedAmy C. Edmondson • The Fearless OrganizationAmy C. Edmondson • Right Kind of WrongJez Humble & David Farley • Continuous DeliveryBlueskyTwitterInstagramLinkedInFacebookCHANNEL MEMBERSHIP BONUSJoin this channel to get early access to videos & other perks:https://www.youtube.com/channel/UCs_tLP3AiwYKwdUHpltJPuA/joinLooking for a unique learning experience?Attend the next GOTO conference near you! Get your ticket: gotopia.techSUBSCRIBE TO OUR YOUTUBE CHANNEL - new videos posted daily!

In their pursuit of heightened productivity, organizations are leaving little room for failure. However, failures are an inevitable part of the innovation process and often serve as a precursor to breakthroughs. By solely focusing on productivity, organizations may be missing out on valuable opportunities for innovation that could propel them forward. In the worst-case scenarios, a failure-adverse climate can lead employees to hide concerns or problems, which can lead to potentially catastrophic issues. Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well," shares her expertise on the Talent Angle podcast, offering insights on how organizations should shift their mindset toward failure and embrace it as a catalyst for growth and improvement. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles.   Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.

Do tego odcinka zaprosiłam specjalistę od dobrych porażek, z którym rozmawiałam o książce "Dobre porażki. Jak popełniać błędy, aby odnieść sukces" autorstwa Amy C. Edmondson. Rozmawialiśmy o tym, czemu nie lubimy porażek, jak możemy się z nich uczyć oraz co robić aby były dla nas wartościowe. 

Amy C. Edmondson is a Professor of Leadership & Management at Harvard Business School. Ranked #1 management thinker in the world by Thinkers50, Amy has written seven books, including Right Kind of Wrong and the fearless organization. Tune in to hear her thoughts on: What is psychological safety and why does it matter for board members? (1:44) Can we overcome our fear of what others think of us, even if we're aware of it? (4:02) Isn't psychological safety just a grandiose term for inclusion? (5:12) As board members, what should we be looking at to assess our organisation's psychological safety? (7:24) Are there predictable events that trigger drops in psychological safety? (10:16) How can organisations mitigate the impact of remote work on psychological safety? (13:10) How can boards increase the quality of their conversations through psychological safety? (14:14) Can you talk about “setting the stage” and specific tactics boards can use to have more candid conversations? (17:02) How do you sanction violations whilst maintaining psychological safety? (19:27) How would you advise board members to challenge execs in meetings? (24:46) How can boards decide if their CEO is a difficult genius to stick with or someone they should let go? (26:11) Where do we go wrong when thinking about failure? (28:51) When is it right to proceed via first principles versus A|B testing? (34:50) Could the boards at VW, Wells Fargo and Nokia have prevented their respective failures? (36:08) ⚡The Lightning Round ⚡(40:01)Host: Oliver CummingsProducer: Will Felton Music: Kate Mac Audio: Nick Kold Email: podcast@nurole.com Web: https://www.nurole.com/nurole-podcast-enter-the-boardroom

In 2024, expert guests joined the Gartner Talent Angle to share their advice on the trickiest apsects of leadership that are critical to success in the modern world of work: uncertainty,  conflict and failure. Nathan Furr and Susasannhah Harmon Furr detail how organizations can navigate uncertainty to drive transformation and innovation. Amy Gallo shows how leaders can effectively manage conflicts and transform them into productive dialogues within their organization. Amy Emondson offers insights on how organizations can shift their mindset toward failure and embrace it as a catalyst for growth and improvement.   Nathan Furr is a professor of strategy at INSEAD, where he teaches innovation and technology strategy. Nathan earned his doctorate from the Stanford Technology Ventures Program (STVP) at Stanford University and has written five books and more than 70 articles on innovation, technology, and transformation. Susannah Harmon Furr is a designer and art historian, and has founded a women's clothing line inspired by her research. She is currently creating a hope accelerator in Normandy, France, to teach regenerative ecosystems and transformation for individuals and families. Susannah and Nathan Furr are co-authors of “The Upside of Uncertainty” (HBR Press, July 2022).   Amy Gallo is a workplace expert who writes and speaks about gender, interpersonal dynamics, and difficult conversations. She's the best-selling author of “Getting Along: How to Work with Anyone (Even Difficult People)” and the “HBR Guide to Dealing with Conflict,” as well as hundreds of articles for Harvard Business Review. For the past five years, Amy has co-hosted HBR's popular Women at Work podcast, which examines the struggles and successes of women in the workplace. Her advice has been featured in the New York Times, Wall Street Journal, Fast Company, BBC, and NPR.   Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles.

Are you a leader who wants to help your team learn to risk more and fail well? In this episode, Harvard Business School professor Amy C. Edmondson sits down with our Jason Jaggard to unpack her research behind her latest book, The Right Kind of Wrong: The Science of Failing Well. Their conversation includes the difference between a mistake and a failure, the 3 categories of failures, and how to encourage a team to experiment and learn quickly.

Summary In this episode of Lassoing Leadership, Garth and Jason reflect on the importance of building connections in leadership, drawing insights from their previous guest, Pete Bombacci. They discuss the significance of intentional relationships, the impact of loneliness on burnout, and the philosophy of coaching people rather than just focusing on tasks. The conversation also includes listener questions about modeling wellness and psychological safety in leadership, emphasizing the need for authenticity and trustworthiness in fostering a supportive environment. Takeaways Don't leave connection to happenstance. Loneliness can lead to burnout in leaders. Coaching should focus on people, not just tasks. Intentional connections can enhance networking. Modeling wellness encourages others to prioritize it. Psychological safety is crucial for team dynamics. Trust is built through consistent, authentic interactions. Empowerment and trust are essential for effective leadership. Leaders should create opportunities for open discussions. Connection is a key element in successful leadership. Sound Bites "Coach the people, not the sport." "They're always watching." "Keep leading the lasso way." Chapters 00:00 - Building Connections in Leadership 05:18 - The Impact of Loneliness on Leadership 08:26 - Coaching the People, Not the Sport 11:18 - Modeling Wellness in Leadership 14:18 - The Power of Kindness and Vulnerability 18:16 - Creating Psychological Safety in Teams Keywords leadership, connection, coaching, wellness, psychological safety, trust, empowerment, Ted Lasso, relationships, education Book Recommendation The Fearless Organization by Amy C. Edmondson (book Review by Garth)

In this episode of TribePod – The Proactive Talent Podcast, host Matt Staney dives into the future of recruiting in an AI-driven world. Matt outlines six critical skills every modern recruiting team needs to thrive, from leveraging AI beyond automation to building talent ecosystems. Along the way, Matt offers practical tips, personal anecdotes, and recommended readings that will help you elevate your recruiting game and lead the charge in transforming talent acquisition. Whether you're a talent leader or a recruiter looking to stay ahead of the curve, this episode is packed with actionable insights that can't be missed. Tune in now to learn how to future-proof your recruiting strategy and build teams ready for the modern world! Recommended books and their authors mentioned in the episode: Prediction Machines: The Simple Economics of Artificial Intelligence by Ajay Agrawal, Joshua Gans, and Avi Goldfarb The Culture Code: The Secrets of Highly Successful Groups by Daniel Coyle Talent Magnet: How to Attract and Keep the Best People by Mark Miller Work Without Jobs: How to Reboot Your Organization's Work Operating System by Ravin Jesuthasan and John Boudreau Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy by Cathy O'Neil The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth by Amy C. Edmondson

Estaremos a educar as crianças para serem corajosas e assertivas? De que modo aceitam as organizações pessoas com estas características? O que tem a coragem a ver com autoridade?Coragem é agir de acordo com os nossos princípios e saber dizer 'não', aceitando as consequências que daí advêm. Assertividade é a coragem social, manter a nossa posição sem atacar o outro, ser capaz de ouvir e respeitar o outro e manter a nossa posição.A psicóloga Ana Moniz garante que estas duas características estão interligadas e explica que ambas se relacionam com a autoridade, com o poder e com o conhecimento que temos sobre determinado assunto: quanto maior este é, mais capazes somos de ser assertivos.Contudo, o respeito pela autoridade que temos interiorizado afeta a noção de risco pessoal: quanto mais distantes estamos do poder, menor é a capacidade que temos para o questionar.O último episódio com a especialista vai debruçar-se sobre este tema, apoiando-se nos estudos e casos referidos na sua obra «Este livro não é para fracos».REFERÊNCIAS E LINKS ÚTEISCarlo Strenger, «O medo da insignificância - Como dar sentido às nossas vidas no Século XXI» (Lua de Papel)Barbara Ehrenreich, «Smile or Die - How Positive Thinking Fooled America and the World» (Granta Books)Brenée Brown, «Daring Greatly - How Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead» (Avery)Susan David, «Emotional Agility: Get Unstuck, Embrace Change, and Thrive in Work and Life» (Penguin Life)David Dias Neto, «Psicoterapia - A Cura pelo Diálogo» (Edições Sílabo)Amy C. Edmondson, «The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth» (Wiley)Thomas Curran, «The Perfection Trap: The Power of Good Enough In A World That Always Wants More» (Cornerstone Press)Ana Moniz, «Este livro não é para fracos» (Planeta)HR CONGRESS WORLD SUMMIT, «The Fearless Organization»BIOSHUGO VAN DER DINGNasceu numa praia de Saint-Jean-de-Luz, nos Pirenéus Atlânticos, filho de um pastor belga e de mãe argentina de quem se perdeu o rasto pouco depois. Dedicou-se, nos primeiros anos, ao negócio de pastorícia da família até fugir para Bayonne, onde completou o curso dos liceus.ANA MONIZPsicoterapeuta de adultos e adolescentes, e professora convidada na Nova SBE. É executive e team coach, certificada pela ACTIVISION, formadora na Associação Portuguesa de Terapias Cognitivas, Comportamentais e Integrativas, atuando também em contexto organizacional nas áreas comportamentais.

Extremamente exigentes consigo próprios e profundamente autocríticos. Não admitem a hipótese de falhar e evitam situações de competição, a não ser que dominem a tarefa.Possivelmente conhecemos pessoas assim, mas não imaginamos o sofrimento que estes comportamentos acarretam. A psicóloga Ana Moniz diz que o perfecionismo é um funcionamento aditivo e destrutivo, que procura defender-se do julgamento dos outros. E explica que os perfecionistas são, por isso, «alvos fáceis» de distúrbios de saúde mental, como a depressão e o burnout.Mas os perfeccionistas não são ‘apenas' pessoas muito exigentes? Ana Moniz explica a grande diferença entre o perfeccionismo e a excelência: o segundo é flexível, o primeiro é rígido; o perfeccionismo implica uma total ausência de satisfação com o que se consegue alcançar e traz consigo emoções como a culpa, a vergonha, e a tão famosa síndrome do impostor. Acontece nos homens, mas sobretudo nas mulheres, que normalizam o sofrimento como fazendo parte do processo. Como podemos combater o perfecionismo numa sociedade tão focada para os resultados? É a esta e a muitas outras perguntas a que a dupla vai responder. REFERÊNCIAS E LINKS ÚTEISCarlo Strenger, «O medo da insignificância - Como dar sentido às nossas vidas no Século XXI» (Lua de Papel); Barbara Ehrenreich, «Smile or Die - How Positive Thinking Fooled America and the World» (Granta Books); Brené Brown, «Daring Greatly - How Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead»  (Avery);Susan David, «Emotional Agility» (Penguin Life);David Dias Neto, «A Cura pelo Diálogo» (Edições Sílabo);Amy C. Edmondson, «The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth» (Wiley);Thomas Curran, «The Perfection Trap» (Cornerstone Press);Ana Moniz, «Este livro não é para fracos» (Planeta); HR CONGRESS WORLD SUMMIT, «The Fearless Organization»BIOSHUGO VAN DER DINGNasceu numa praia de Saint-Jean-de-Luz, nos Pirenéus Atlânticos, filho de um pastor belga e de mãe argentina de quem se perdeu o rasto pouco depois. Dedicou-se, nos primeiros anos, ao negócio de pastorícia da família até fugir para Bayonne, onde completou o curso dos liceus.ANA MONIZPsicoterapeuta de adultos e adolescentes, e professora convidada na Nova SBE. É executive e team coach, certificada pela ACTIVISION, formadora na Associação Portuguesa de Terapias Cognitivas, Comportamentais e Integrativas, atuando também em contexto organizacional nas áreas comportamentais.

In their pursuit of heightened productivity, organizations are leaving little room for failure. However, failures are an inevitable part of the innovation process and often serve as a precursor to breakthroughs. By solely focusing on productivity, organizations may be missing out on valuable opportunities for innovation that could propel them forward. In the worst-case scenarios, a failure-adverse climate can lead employees to hide concerns or problems, which can lead to potentially catastrophic issues. Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well," shares her expertise on the Talent Angle podcast, offering insights on how organizations should shift their mindset toward failure and embrace it as a catalyst for growth and improvement. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.

Grande parte do nosso dia-a-dia é passado no local de trabalho. Está estipulado um horário de trabalho de 8 horas diárias, mas, não raras as vezes, estende-se às 10 ou 12 horas.Em Portugal, trabalha-se muitas horas e a profissão continua a ser grande parte da nossa identidade. Por ocupar um lugar tão extenso da nossa vida, o emprego é também o local onde muitos problemas de saúde mental são identificados com cada vez maior frequência.Estão as organizações atentas à saúde mental dos seus trabalhadores? E como estão a enfrentar o problema?A psicóloga Ana Moniz alerta que as organizações ainda lidam com estas questões de modo deficiente. Poucas se preocupam com o bem-estar no local de trabalho e quando o fazem colocam o ónus nos colaboradores. Por exemplo, disponibilizam consultas de psicologia ou cursos de mindfulness, mas não aliviam a pressão de prazos ou o volume de trabalho para as equipas, tantas vezes subdimensionadas, acrescenta.A forma como se exerce a liderança tem impacto na maneira como os colaboradores se relacionam. E a tolerância a humilhações e às ironias (mais ou menos subtis) ainda são ‘prática da casa' aceitáveis, explica.O excesso de pressão faz com que muitas pessoas não vivam plenamente as outras facetas da sua vida, pelo que a única solução é mudar o próprio sistema. Como? As respostas são dadas neste episódio que junta a psicoterapeuta Ana Moniz e o comunicador Hugo van der Ding.REFERÊNCIAS E LINKS ÚTEISCarlo Strenger, «O medo da insignificância - Como dar sentido às nossas vidas no Século XXI» (Lua de Papel)Barbara Ehrenreich, «Smile or Die - How Positive Thinking Fooled America and the World» (Granta Books)Brenée Brown, «Daring Greatly - How Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead» (Avery)Susan David, «Emotional Agility: Get Unstuck, Embrace Change, and Thrive in Work and Life» (Penguin Life)David Dias Neto, «Psicoterapia - A Cura pelo Diálogo» (Edições Sílabo)Amy C. Edmondson, «The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth» (Wiley)Thomas Curran, «The Perfection Trap: The Power of Good Enough In A World That Always Wants More» (Cornerstone Press)Ana Moniz, «Este livro não é para fracos» (Planeta) HR CONGRESS WORLD SUMMIT, «The Fearless Organization»BIOSHUGO VAN DER DINGNasceu numa praia de Saint-Jean-de-Luz, nos Pirenéus Atlânticos, filho de um pastor belga e de mãe argentina de quem se perdeu o rasto pouco depois. Dedicou-se, nos primeiros anos, ao negócio de pastorícia da família até fugir para Bayonne, onde completou o curso dos liceus.ANA MONIZPsicoterapeuta de adultos e adolescentes, e professora convidada na Nova SBE. É executive e team coach, certificada pela ACTIVISION, formadora na Associação Portuguesa de Terapias Cognitivas, Comportamentais e Integrativas, atuando também em contexto organizacional nas áreas comportamentais.

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Edmondson's latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and in the UK (Penguin) in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.Visit her website here: amycedmondson.com

Laura Knights is an executive coach, speaker, and facilitator with 19+ years of experience creating personal and professional development programs that have touched leaders all over the world. Her expertise and background in business, human resources, adult education, and social work uniquely equip her to teach others how to deal with both the "head work" and "heart work" required to succeed at work and in life. Laura is the creator of the Black Woman Leading® programs and podcast, and the Founder and CEO of Knights Consulting LLC, a leadership development consultancy that provides customized training and coaching programs to organizations to create more confident leaders and high-performing teams.Mentioned on the Show:Connect with Laura E. Knights on LinkedIn: https://www.linkedin.com/in/lauraeknights/Learn more about Knights Consulting: https://knightsconsultinggroup.com/Visit the Black Woman Leading® website: https://blackwomanleading.com/Listen to the Black Woman Leading® podcast: https://www.pod.link/1561551317Laura referenced leadership and conflict resolution books by Amy C. Edmondson and Timothy R. ClarkRead about the study Laura referenced about peer impact on the careers of Black women: https://www.hks.harvard.edu/publications/asymmetric-peer-effects-work-effect-white-coworkers-black-womens-careers________________________Connect with O'Brien McMahon on LinkedIn: https://www.linkedin.com/in/obrienmcmahon/Learn more about O'Brien: https://obrienmcmahon.com/________________________Timestamps(2:27) - Welcoming Laura Knights.(2:39) - What kind of work do you do?(3:08) - Tell us about your podcast and conference work.(4:13) - What are people learning from the Black Woman Leading conferences?(8:01) - How much of the problem is racism vs other issues?(13:02) - How does being a licensed therapist get applied in the work you do?(15:49) - Do you have an example of how systems thinking applies to leadership problems?(22:58) - Where do you draw the line between caring and coddling?(30:17) - How are forward-thinking companies developing a pipeline of talent to continue to sustain leadership over time?(33:33) - Is there anything they're doing around incentivizing people?(45:54) - Is there anything in particular we should address about moving people up through the organization and develop them?(48:25) - How are you seeing companies able to maintain this and work through issues across global boundaries?(51:45) - Do you have any frameworks for managing conflict?(59:16) - How can people get in touch with you?

«Não há limites!»«É tudo uma questão de força de vontade.»«Pensa positivo e vais atrair coisas positivas.»«Acredita e vais conseguir.»«Não fiques triste, olha que ainda ficas deprimido.»Quantas vezes já ouvimos ou lemos estas frases? O pensamento positivo, o pensamento mágico e a lei da atração invadiram o nosso mundo. Neste episódio, Ana Moniz, a nova especialista do [IN] Pertinente Sociedade, explica como esta sensação de termos controlo sobre tudo  pode virar-se contra nós.A psicóloga da área cognitivo-comportamental e executive coach  desvenda as razões pelas quais considera esta positividade (tóxica) perigosa perante problemas tão complexos quanto a ansiedade, a depressão ou, sequer, a simples tristeza. Questionada por Hugo van Der Ding,  a especialista alerta para a importância de não reprimir emoções difíceis, já que são essenciais para o crescimento individual.É que, ao contrário do que nos fazem crer, as ‘frases aspiracionais' são tudo menos empáticas, e desencadeiam todo um processo de culpabilização por não sermos capazes de estar sempre felizes, positivos e alegres. Autorize-se a ser menos positivo, a não estar sempre contente e a aceitar que falhou: afinal, isso, sim, é o que pode fazer evoluir.REFERÊNCIAS E LINKS ÚTEISCarlo Strenger, O medo da insignificância - Como dar sentido às nossas vidas no Século XXI (Lua de Papel, 2012)Barbara Ehrenreich, «Smile or Die - How Positive Thinking Fooled America and the World» (Granta Publications, 2021)Brent Brown, «Daring Greatly - How Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead» (Avery, 2015)Susan David, «Emotional Agility» (Avery, 2016)David Dias Neto, A Cura pelo Diálogo (Edições Sílabo, 2022)Amy C. Edmondson,  «The Fearless Organization» (Wiley, 2018)Discurso de Amy Edmondson, baseado no livro «The Fearless Organization», durante a HR CONGRESS WORLD SUMMITBIOSHUGO VAN DER DING Nasceu numa praia de Saint-Jean-de-Luz, nos Pirenéus Atlânticos, filho de um pastor belga e de mãe argentina de quem se perdeu o rasto pouco depois. Dedicou-se, nos primeiros anos, ao negócio de pastorícia da família até fugir para Bayonne, onde completou o curso dos liceus. ANA MONIZPsicoterapeuta de adultos e adolescentes, e professora convidada na Nova SBE. É executive e team coach, certificada pela ACTIVISION, formadora na Associação Portuguesa de Terapias Cognitivas, Comportamentais e Integrativas, atuando também em contexto organizacional nas áreas comportamentais.

This special episode features Lisa's guest appearance on To Lead Is Human hosted by Sharon Richmond. Lisa tells a story of monkeys trying to rescue the moon — which she and Sharon discuss as a metaphor for the danger of not checking assumptions and ignoring quieter voices in the organization. Story Coach Lisa Bloom is the go-to expert on business story-telling. For decades she's helped entrepreneurs master this important but overlooked skill. In Once Upon a Business, she's turning her attention from the craft of storytelling to the stories themselves — the densely evocative folk and fairy tales that we're all exposed to. In each episode of Once Upon a Business, Lisa tells a fairy or folk tale and then extracts rich business lessons that are applicable for entrepreneurs of all stripes. As she puts it, a tiny tale of nine sentences can encompass worlds. So, come now. Gather around the fire. Lisa's about to begin…. “The moon has fallen into the water! If we do not rescue it immediately, the night sky will be doomed forever to darkness!” — Lisa Bloom For more than 30 years, Sharon Richmond has partnered with C-level executives from mid-size and small, fast-growing companies who want to up-level their leadership and build companies they are proud of. Clients accelerate their leadership by embracing mindset and behavior changes, building self-awareness and self-management skills, and focusing on the three things all leaders must ensure: focus, energy and delivery. Sharon's purpose as an executive coach is to help leaders 10X their impact by leveraging the power afforded by their roles to build organizations that are forces for good, both economically and socially. She also advises CEOs on shaping organization culture and leading change. Sharon has taught leadership at Stanford GSB, where she now helps leaders increase influence, manage conflict, and prepare to build high-performing teams. To see a list of Sharon's clients, please visit LeadingLarge.com. Following a successful corporate career, Lisa Bloom became an entrepreneur, author, speaker and coach. She built a global business Story Coach, supporting corporates, entrepreneurs and coaches with speaking mastery, leadership capability and marketing impact.  Lisa is the author of The Story Advantage and Cinderella and the Coach. Lisa is also the Director of Mirasee's ACES Business Acceleration Program, helping entrepreneurs to achieve outstanding results in the growth of their business. There's nothing Lisa loves more than to spend time with her partner and their four sons, walk her dog, travel, read, and share stories. Resources or websites mentioned in this episode: Mirasee Lisa's website: Story-Coach.com Lisa's book, The Story Advantage Sharon's website: LeadingLarge.com The Friction Project (book): Goodreads.com/en/book/show/105735152 Amy C. Edmondson's work on psychological safety Credits: Host: Lisa Bloom Producer: Michi Lantz Supervising Producer: Cynthia Lamb Executive Producer: Danny Iny Audio Editor: Marvin del Rosario Music Soundscape: Chad Michael Snavely To catch more great episodes coming up on Once Upon A Business, please follow us on Mirasee FM's YouTube channel or your favorite podcast player. And if you enjoyed the show, please leave us a comment or a starred review. It's the best way to help us get these ideas to more people. If you have a question for Once Upon a Business, put the show title in the subject line and send it to podcasts@mirasee.com. Music credits: Track Title: Escaping Light Artist: Aaron Sprinkle Writer: Aaron Sprinkle Publisher: A SOUNDSTRIPE PRODUCTION Track Title: Bright Future Artist: Be Still The Earth Writer: Marshall Usinger Publisher: A SOUNDSTRIPE PRODUCTION Special effects credits: 24990513_birds-chirping_by_promission used with permission of the author and under license by AudioJungle/Envato Market. Episode transcript: Storytelling Stokes Business (Sharon Richmond).

President of ATCO Electric Melanie Bayley in conversation with host Francis Bradley about the state of the Alberta electricity market, the challenges of meeting decarbonization and electrification aspirations, the energy trilemma of balancing sustainability, reliability, and affordability, and how customers' relationship with the electricity system will change in the years ahead. But they start the conversation with a deep dive into wildfires, the complexity of response, impacts on communities, and prospects for the year ahead. They close the conversation with a couple of on-point book recommendations. Links: ATCO Electric: https://electric.atco.com/en-ca.htmlMelanie Bayley on LinkedIn: https://www.linkedin.com/in/melanie-bayley-a9784985/?originalSubdomain=ca Book recommendations:California Burning: The Fall Of Pacific Gas And Electric–And What It Means For America's Power Grid, By Katherine Blunt: https://www.penguinrandomhouse.com/books/670012/california-burning-by-katherine-blunt/The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson: https://www.wiley.com/en-ca/The+Fearless+Organization%3A+Creating+Psychological+Safety+in+the+Workplace+for+Learning%2C+Innovation%2C+and+Growth-p-9781119477266

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School.Edmondson's latest book, Right Kind of Wrong, builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. For more info about Amy Edmonson visit: https://www.linkedin.com/in/amycedmondson

Host Victoria Guido connects with Francis Lacoste, a seasoned VPE and CTO coach. He details his unexpected journey from an aspiring cinema professional to a key player in the tech industry after honing his remote-first work culture skills. He delves into his move toward coaching, emphasizing his commitment to developing engineering management talent and his dedication to building strong engineering cultures and leadership within organizations. Francis discusses the psychological aspects of leadership, such as the importance of psychological safety and the role of trust in organizational effectiveness. He also reflects on the nuances of transitioning from hands-on technical work to strategic leadership roles, emphasizing the critical soft skills necessary for effective leadership. Follow Francis Lacoste on LinkedIn (https://www.linkedin.com/in/francislacoste/). Visit his website: thevpe.coach (https://thevpe.coach/). Follow thoughtbot on X (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Transcript: VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Francis Lacoste, VPE and CTO coach. Francis, thank you for joining me. FRANCIS: My pleasure, Victoria. Thanks for having me. VICTORIA: Thank you. Well, it's a beautiful spring day today. And just to get us started and warmed up a little bit, I wonder if you could tell me about what is your favorite winter activity? FRANCIS: Cross-country skiing without doubt. I did a lot of alpine skiing when I was a kid. Could still do it, but really I found alpine, just skiing through parks and the calm of winter, is a very relaxing activity. And I use that as basically my workout. There's a park nearby the school of one of my kids. So, I drop him at school, then go do a few laps in the park near the river. It's beautiful. Unfortunately, this was a winter without almost any snow. So, I could only do four outings this year, which I need to do other workouts because that's not enough. VICTORIA: Wow. That's really cool. How long have you been cross-country skiing then? FRANCIS: I started doing that as a kid, but regularly only in the past, I'd say, four or five years. I bought some skis. Before that, I would only rent. So, that allowed me to do it more regularly. VICTORIA: That's interesting. I am cross-country ski curious because I've tried regular skiing the last couple of years, and I've found that it's way too fast for me personally [laughter]. So, I'm not sure. I think I might like it. FRANCIS: Yeah. I mean, cross-country skiing is more like jogging in a way because it's very cardio, unlike Alpine skiing, downhill skiing, where if you don't work hard, you can go very fast. You know, if you want to go slow, it's actually...you have to put in a lot of effort in downhill skiing, but cross-country skiing it's kind of like jogging. You're gliding on the snow and getting some momentum. I mean, if it's not flat, then it becomes a little bit more fiddly, but I do mostly flat courses because if you have, like, some slope, then it requires other technique, and it's actually harder to control than Alpine skiing. VICTORIA: Ooh. Well, I was going to say it sounds like my type of thing until the last part you said there [laughter]. I was like, oh, that's the part that I'm scared of. Well, I don't know, I don't get a chance to go skiing too often down here in San Diego, but I should go up to, like, Mammoth Mountain and things like that more often. But we got a ton of snow this year, so you'll have to come West and visit us sometime. FRANCIS: [laughs] VICTORIA: Well, wonderful. Well, Francis, tell me a little bit about your background and what led you to your coaching career here. FRANCIS: I've been working in software forever, basically. Fun fact: I wanted to go into cinema, and that's what I studied at university, but kept ending up in programming job basically, or programming endeavors. And this was, like, the beginning of the commercial internet, end of the '90s, and was very much into free software and open source, and that's how I got started as a software engineer. And eventually ended up at Canonical, which is still is; they celebrated their 20 years this year; the company that founded Ubuntu, the Linux distribution, which was very popular and still is to a large extent. That's where I kind of left, transitioned into software management, engineering management over there. I didn't know at all what I was getting into. I was on parental leave at the time, and my boss left a message to say, "Hey, we're thinking of creating teams, and we think you'd be a good fit for one of the team lead. Let me know what you think." And I said, "Yes," really, not knowing that this was a totally different job. Fortunately, I got good mentors and found out I enjoyed that. And then, after Canonical, I moved to Heroku, which I joined to help build a remote culture there because, at that point, the company was hiring more and more remote. And Canonical was a remote-first company. I mean, I've been working remotely for 25 years, almost, at this point. So, kind of had a good experience there, and at Heroku, really that, I kind of discovered coaching. I joined as a director, and then a few years in, there was a reorg. I ended up again with a single team to manage, which was, okay, I can do that. That's fine. Fortunately, I mean, by coincidence or luck, there was a guy on the team who wanted to become an engineering manager. He was already running most of the ceremonies of the team. And I said, "Oh, great [laughs]. What I love about being a director is growing engineering managers. So, I'm going to mentor you and help you de facto run the team, do the things that you're not in a position to do yet but eventually will transition that," which left me with a lot of time. My VP was supportive of this, and we had a lot of new first-time engineering managers at the time, so we didn't have a lot of people who had experience as engineering managers. So, I offered to mentor and coach internally. A lot of people took me up on that offer. So, I ended up doing that and eventually ended up with, like, running a large org again, but continuing doing that part. And this was the part that I kind of enjoyed the most [laughs] in my role, in a way. So, I think it was 2019. So, five years ago, I was running seven teams. It was the largest department, engineering department at Heroku. Things were fine, you know. But when I was stopping for summer vacation or winter vacation, I realized that the day before going back to work, I was kind of not looking forward to it. That was kind of a sign. And it was very subtle because, like, a week later, everything was fine again, you know, loved the people and the company and what we were doing. But there was something, like, deep down, I was not, like, fulfilled by the role. I did some soul searching and then realized, okay, what I really like is not running the organization but more, like, the mentoring, the nurturing of the culture. I was also doing a training at the time, working with groups, group facilitation, and so, like, working more, like, with advising leadership teams, that sort of thing. I went to my VP and told him, "Look, I realize this is not fulfilling for me. Don't freak out. I'm not quitting [laughs] yet, you know. I can do this for a year again. But if there is...then my next role is going to be consulting around engineering culture. But if there's a role, you know, where an organization is large, more aligned with this, I'd be happy to continue working at Heroku and Salesforce," because Heroku was part of Salesforce ever since I joined. So, he and the SVP were kind of thrilled by that idea. So, I became Chief of Staff for Heroku and start working with the whole engineering exec team. And that was great for six months. And then Salesforce did a big reorg, and I ended up...all the exec left, and Heroku engineering was kind of split apart and refactored into the normal Salesforce engineering. Fortunately for me, the EVP I had a relationship with him, and he knew what I was doing. And he took my role and said, like, "We like what you did with Heroku culture. Can you help us do that across all of platform?" So, I ended up doing culture work for one of the largest departments at Salesforce. At the time, it was 1,500 people. It was very scary in a way, in the sense that I knew this was the next step, you know, after Heroku, but I went from 150 engineers to 150. There were more engineering managers in platform than there were engineers at Heroku. So it was kind of, okay, I need to rethink my strategy and stuff like that. And then, that lasted until last year, and then there were the layoffs at Salesforce, and culture is one of the first thing that is usually cut. So, I got cut, which was fine because I kind of knew, okay, my next step after Salesforce was consulting around engineering culture. So, that's when I launched my business and decided to focus on coaching because that's what I had continued doing in the meantime and was finding the most fulfilling. VICTORIA: That's really interesting. Thank you for sharing all of that context. I have a lot of questions to follow up, but to recap a little bit, it sounds like you started as a software developer. You worked your way up to engineering management and then focused on coaching other leaders throughout your career. And now you're doing that as part of your own business. So, you founded your own company to just do that, which sounds super interesting. FRANCIS: Exactly. Yes. So, my focus is on I coach VP of engineering and CTOs at scaling startup. Like I said, I started coaching engineering managers at Heroku, and a lot of them eventually became directors. And at a large organization like Salesforce, after director, the next steps up there are a few opportunities in a way. So, you need to be at the right place at the right time, but otherwise, there's not just a lot of opportunities. And meanwhile, they get hit every week by recruiters on LinkedIn say, "Hey, come join our startup as VP of engineering," or CTO and things like that. A lot of them actually jumped ship to such role, and I continue coaching them in that capacity. And that was really just rewarding seeing the impact that these people have. So, last year when I started, I had a question around, okay, what is my offer? I want great engineering culture, but what is the offer? Then, looking at what I did, it's kind of, oh, well, this work I've done with all of these folks, this was always pleasurable and fulfilling to me. And coaching is a known offering, so there's probably something there. So, this was kind of what's kind of the business aspect of it. And the mission aspect is that...and I do other things than coaching. I do workshops and things like that. But my experience is that unless the executive, you know, the founder, the top leaders are not committed and bought in in creating a great culture and personally working on themselves, because that's required, you can bring, like, workshops to the team. You can...great process in place. You can do a lot of great things, which has an impact, but then it's not built on solid ground in a way because at the first reorg or the first, like, change [inaudible 10:31], then all of this work becomes very shaky ground. So, to me, it was kind of, oh yes, I need to start with coaching the CTOs and VPs, and that will ensure that there's actually potential for a great culture there. VICTORIA: That's really interesting. So, yeah, the coaching part is the key part and, like, the culture is number one. So, if you were talking to a new CTO, what kind of questions would you ask them to kind of gauge where they're at with their engineering culture? FRANCIS: The first question I always ask is, well, do you have, like, principles or values around that? And it's surprising. I come from Salesforce, which is a value-driven company, and there's a lot of startups that [inaudible 11:11]. It's kind of the playbook, you know, defining your company values. But still, there's a lot of people who've done it or who've not done it or done it, but it's kind of more like an exercise, and it's not, like, integrated. So, really, this is where usually I start when we're looking at culture is kind of what are your values, and are these values enacted, you know, manifested in your organization? Are they part of the day-to-day decision-making, the hiring process, the performance evaluation? And not just that, you know, also, when you're designing something internally, we're putting in place, like, a code review process. Well, how is that related to our values or not? And this is something I was fortunate because Salesforce it's a huge corporation, but still, they're serious about values there. And it is used, and they are living their values, not perfectly, I mean, it's still humans, and it's still a business. But these day-to-day decision-making values are definitely taken care of, and it's not just words on the wall. VICTORIA: Yeah. I think the second part of what you said there is the hardest part, not just what are your values, but how do you use those values in your everyday decision-making? FRANCIS: Yes. Mid-Roll Ad: As life moves online, bricks-and-mortar businesses are having to adapt to survive. With over 18 years of experience building reliable web products and services, thoughtbot is the technology partner you can trust. We provide the technical expertise to enable your business to adapt and thrive in a changing environment. We start by understanding what's important to your customers to help you transition to intuitive digital services your customers will trust. We take the time to understand what makes your business great and work fast yet thoroughly to build, test, and validate ideas, helping you discover new customers. Take your business online with design‑driven digital acceleration. Find out more at tbot.io/acceleration or click the link in the show notes for this episode. VICTORIA: I'm interested in what it takes to be a CTO and go from that startup mentality into starting to think about how you're going to scale this organization. Because what I see a lot of times a CTO in an early-stage startup is the main developer also [chuckles] and has built the whole app. So, how do you think about that? What kinds of things do you start to delve into after the values, and how a CTO can transition into that role, into the scaling and leading larger teams? FRANCIS: Yeah, no, you're totally spot on here, Victoria, because CTO is one of these...somebody asked me once why the VPE coach and not the CTO coach. And, to me, it was, well, actually, because CTO is one of these multi-dimensional variable scope word, which means a very different thing. And often, at a startup, the CTO is basically the founding engineer. He is the person writing the code, building the product. And that's good. But as you grow, then the role change, and many of my clients are technical co-founders who actually want to scale with the org and not become, like, a chief architect, even though many of them will still keep the CTO title. And then, they will hire a VPE to actually build the organization and do what the role of the CTO is from my perspective. The CTO role, if we define it, it's really you're part of the exec team, and the exec team whose responsibility is to align technology to the business objective. So, can we use technology or build a product to actually deliver our product objective? So, it's kind of a strategic role, and at some point, you don't necessarily run the day-to-day of the org. But at a transition point, you need to focus on the org management and the org building. So, I often say, one, my ideal clients are these technical co-founders who want to switch from a product builder identity to a product development organization builder identity. That's the transition point. And then, it requires all the leadership skills somebody who leads an org needs, which are, like, being able to...empathy being one of the most important one, you know, being able to understand people, to inspire them, everything like that [chuckles]. VICTORIA: Yeah. All the easy stuff, right [chuckles]? FRANCIS: Yes [chuckles]. Yeah. It's called the soft skills [laughs], but we all know that it's not because they're easy [laughs]. VICTORIA: Right. Yeah, they're hard. FRANCIS: It's actually more because they are nebulous, which is very hard for somebody who's technically minded, you know, people; it's not like there's an on and an off, and logic gate is not what this is about. VICTORIA: Yeah. And, mentally, it must be challenging for someone who has poured their heart and soul, and time, and energy into this product to then turn around and say, "Okay, I'm going to let a bunch of other people get in there and start doing stuff [laughs]. FRANCIS: Yes. VICTORIA: And take it over. And, like, I'll just be involved from..." like, you know, when you say executive position, what does that mean? Is it, like, budget and strategy? And, you know, sometimes it's really hard to be effective in those conversations, and it really becomes about educating other people in your organization more than anything else. FRANCIS: Yeah, I mean, a lot of it is about budget and that sort of thing. To me, it's more like boring, and it's not the most critical part. I mean, your role as a leader is really to set the context for the people to execute them, you know, so that they have, like, the clarity of direction but not the control of the execution. You need to let go of control. You need to move much more on the influence side than the controlling side, especially the larger the org gets. You probably have managed folks. You need to lose the idea that you're in charge and you're making the decisions because otherwise, you get frustrated very fast. VICTORIA: Yeah. How would you refer to that? Is that like the inner game, like a mental game you have to shift into? FRANCIS: Yeah, I mean, to me, the inner game is all about the self-awareness, emotional intelligence, developing these capacities, which enables you to be a more effective leader. It's not just about being an effective leader. It's also about feeling good about your role and who you are in this context, you know, and that's the inner game. What happens externally, how you act, is a reflection of these inner capacities in a way. VICTORIA: That makes sense. And if you want to create a culture of psychological safety, you may want to start within yourself, right? FRANCIS: Yes. I mean, psychological safety it's one of the essential dimension of team performance. There's the Aristotle study that was done at Google, which they analyzed Agile teams and, okay, what is the most important factor in team performance? And what they came out with is, oh, it's this thing called psychological safety. Psychological safety as a name, as a concept was kind of coined by Amy C. Edmondson. I'm not fond of the term because I think it leads to some. I mean, it's a technical term, but because psychological safety and safety has a lot of, like, day-to-day meaning, it skews a little bit what it is. I much prefer...this is the same thing what Patrick Lencioni was calling out as the first dysfunction of a team, you know, the lack of trust. And it was defining trust as vulnerability-based trust, which goes with the technical definition of psychological safety, which is the perception that the team is safe for interpersonal risk-taking. So, it's kind of, A, here I'm not sure how this is going to go. This is risky a bit. I'm being vulnerable. But I perceive that the team...I trust that the team will receive that respectfully in a way. And that connection to the inner game is...as a manager, if you want to create psychological safety, you need to lead by example, which means you need to show that you can be vulnerable, you know, that you trust the team that they're not going to hang you to dry if you show a weakness or say, "Hey, I don't know here," or things like that. And this is very hard as leaders because we want to instill confidence and things like that. But that often comes with, like, masking our vulnerabilities, and that's actually detrimental in fostering psychological safety. VICTORIA: Yeah, we actually did a facilitated exercise on psychological safety at thoughtbot last year. And I brought up an idea I'd had where I wanted to see if I could say something obviously wrong on my team calls [laughter] and see if they would correct me. Like, are they going to correct me? Do they feel safe enough to, like, give me that correction? Like, you know. And I can say that my team does feel comfortable [laughs]. They crack me a lot [laughs]. FRANCIS: Awesome. VICTORIA: But that's great. You hire people who hopefully have, you know, expertise and security that might be greater and deeper or more recent, and yours that you have to do that. So, that's really interesting. Talking about all the reports, it reminds me as well as, like, the DevOps research, DORA report, where they say that security as well, like, the biggest indicator for a high-security organization is trust as well. So, it's really interesting to think about, like, how you as a CTO create that culture and create that culture of, like, trust, and compassion, and empathy, and vulnerability, and that will lead to performance, which may seem counterintuitive to some people. FRANCIS: Yeah. So, I'm kind of a model collector. I'm someone who loves different models. They're all good, you know, and that's the problem [laughs]. All models are good, but none of them actually exhaust reality. In one model, in a way, it's kind of simplification of The Five Dysfunctions Model and others. But there's two dimensions that are really important for team performance. So, the first one is kind of the, to me, this is kind of the ground, the horizontal layer. It's kind of how people relate to each other, so psychological safety. And then the vertical dimension is the clarity of the North Star and the mission. We all can relate to each other as human beings and trust each other, but we're here to do some work. And what is this work about? What is unifying us that we're here and not someplace else? And that's kind of the clarity of what we're trying to achieve, the North Star or the mission. And those two create the space for high performance because if you just have psychological safety but there is no clear mission and accountability to that mission...once you know clearly what we're here to do, we can hold each other accountable to delivering on it. And if you're the only person holding accountability as the leader, then you're far from high performance. Really, you get high performance when everyone is in it together. That's given by the clarity of what is it we're trying to achieve. And if that's not there, you have, like, a great group of people, but there's no direction. And if you have only direction and, you know, a mission, then you can get, like, in a very authoritarian thing, which, I mean, everybody's aligned to do something, but everybody is kind of afraid and not showing up fully. And you're not getting the full engagement of everyone, so there's a lot of heat and friction that's being lost. VICTORIA: Yeah. And you mentioned accountability. And I'm curious, what does that look like in your experience, like, holding each other accountable? What kind of ways can leaders do that? FRANCIS: To me, the most interesting question is how can leaders foster shared accountability on the team, mutual accountability? And how it looks like...and I'm a big fan of...it's kind of the virtuous cycle between team agreements and retrospective, you know, in agile, another word that can mean many things. But this idea of continuous improvement after every sprint or regularly the team gets together and reflects on what went well. What could we improve? Those sorts of things. This is kind of the collective space of where the teams exist as a team, you know, really kind of where there's something very important in the retrospective where we're showing up as a team and reflecting on the team. And what I like to do is use that moment to not only, like, how do we reflect about the first layer of, okay, we missed that feature or that sort of thing but also reflect on the norms of the team, which can be written down ideally, you know? And this is a team agreement part. And the output of the retrospective is modification or experiment around "Oh, we could try this or this other way of working." But the idea of team agreements is this is how we are holding each other accountable, too. And how it manifests in practice is you know you have, like, mutual accountability when it's not only the manager that is reminding people of, hey, this is our norm, you know? So, for instance, I don't know, example could be trivial, but still, you know, we said we need two reviews to commit code, and then, like, somebody didn't do it or something like that. The manager could go and say, "Hey, you forgot about this agreement." But really, where you want to be is that it's other people on the team say, "Hey, Joe, why didn't you ask me for a review here? You know, I could have been that second review you needed," or things like that. And that really means that everyone is kind of bought in on the norms. So, that, to me, what is mutual accountability about is when it feels confident enough to challenge each other and remind themselves accountable to the team norms. VICTORIA: Right. And facilitating that development of the team norms together, too, right? FRANCIS: Yes. VICTORIA: Wonderful. Do you have any questions for me? FRANCIS: So, I'm interested to hear about your story this time where you got called out [laughs]. You said okay...I love the test you did, you know. I'm going to say something here that I know is wrong and see if people feel confident enough to...so, how did you achieve that, you know? VICTORIA: Lucky for me, I don't have to test it because it just happens naturally [laughs]. So, in my role of managing director, I have to talk to clients, come up with estimates for the work, when will the work start, who is the right person for the team. And so, sometimes, you know, I'll put the proposal together, and I'll hear my team members say like, "Why are we doing it like this [laughs]? Do it this way instead. Like, I think this person's a better fit." And, you know, when I see them engaging in the proposal and not just saying, "Yeah, it looks good," that means that we're doing a good job, and they're actually reading it, and processing it, and thinking about the client's requirements and yeah, giving me real feedback. That's what I want, so that's what I like to see. And, you know, when I do my one on ones with my team members, at least every three months, I try to do a retrospective style where I ask, "In my role, what should I continue doing that's helping you? What should I start doing, and then what should I stop?" I do it in that order specifically, so we start with the nice stuff [laughs]. But yeah, and then I make sure that when I give that feedback back to my team members, I say like, "Make sure you feel like you can speak up and share and hear your voice. Like, it's maybe more of a start than a stop or a continue. Just try to, like, get your feedback in there. I want to hear from you. I want to make sure you feel comfortable giving feedback to me also." FRANCIS: Right. So, that's kind of demonstrating listening and enacting a feedback culture because you are asking for feedback and listening to it, and that fosters trust, you know, vulnerability-based trust. So, anything else you did that helped create that psychological safety on your team? VICTORIA: It's really important how you react to things in meetings, like in retrospectives, especially if, like, you're trying to...like, in my role a lot, I'm trying to represent the business and talk to my team about what's the strategy and what we're trying to do. Like, if someone asks you a question like, "Well, why are we doing it right that way? Like, I think that's, like, what [laughs], you know, like, what are you guys even thinking? That seems random." I think the emotional work, like you mentioned, like, taking a breath myself and, like, calming down. Because, like, part of me could get really annoyed and be like, "Well, we've been talking about this for three months, guys [chuckles], you know, like, this isn't new information." But then, you know, thinking about it, like, you know, taking the time to calm your own emotions and put yourself in their shoes and think about, well, how much time have they really had to, like, look at any of this stuff? And, like, maybe they need it in a different format, or in a different way, or, like, written up somewhere else and not just, like, briefly covered in a call. So, opening yourself up to alternatives and staying curious about, well, what is this feeling behind? Like, what's really needed to clear? So, it's, again, coming back to listening and acting on it. So, maybe that's part of it. So, to create more psychological safety on the team is that part about managing your own emotions and not overreacting if somebody doesn't like your idea is a really important part of it. FRANCIS: Yes, so true. You said something very interesting there, which is how you react to things. And this is true, you know, you want to be graceful in your reaction and not react from a place of frustration or anger. There's the saying that psychological safety is fragile, you know, trust can be lost easily and easy to lose. And I think this is actually, while there is some truth to it, it's actually just partially true. From my perspective, when you have psychological safety, basically, there's an anti-fragile aspect to it in the sense that you self-heal. But to self-heal, you need to recognize the breakage and heal. So, I see the occasions where we want to be reacting gracefully listening to feedback. And then, somebody asks a question, like, say, "Why are we doing this?" You know, and then, well, because [laughs] and you answer, "Yes, well, because we've been talking for three months about this, you know, get to the page." If you stop there, yes, this is detrimental. I mean, people will say, "Oh, this was weird, and I'll think twice next time before asking that question." But if you are committed to psychological safety, you realize that, or somebody might make you realize that. And then, you can repair saying, "Hey. Hey, sorry. I messed up here. This is really not in line with our value of listening to feedback. I'm sorry. I'm under..." and that's the healing part, and that actually strengthen psychological safety more than it was. I mean, this is the idea of antifragility, you know, a bone breaks, and when it rebuilds, it rebuilds stronger because you've shown vulnerability and kind of, okay, yes, when they make a mistake, I can see that they are able to correct in the moment. And that's the safety part that I don't like, you know, the common day word meaning of safety that I feel is misleading is that it makes the thing...it seems very fragile. People walk on eggs. You know, we have this sentiment that, oh, I should be cautious about what I'm saying and things like that, where, actually, if you have a psychological safety culture, you can be a little bit more spontaneous and candid. And if you mess up, well, there's enough safety that you can repair and recover from there. VICTORIA: Yeah, I actually, I mean, I did say that in the moment. And the way I recovered was that I said, "You know, I didn't want it to come across as an admonishment, like, why haven't you been listening? But more about back to our values, how can I make you all more bought into our goals from the beginning and make sure that you're connected and we're on the same page? Because it felt a little disconnected for me [laughs]," right? But yeah, no, I like that you put it that way. Like it's also about how you repair. And I think that's true as well. When I think about whether or not you're safe with someone, it's also like, are you safe enough to tell me when I made a mistake? And the way you're going to feel safe is if someone tells you that they make a mistake, they're going to apologize, and repair, and figure out how to do better next time. FRANCIS: Yeah, totally. VICTORIA: And then, I think about how much my, like, leadership learning fits into my, like, regular personal life [laughs] also, right? Yeah, that's wonderful. If you could go back in time to maybe when you were that engineer about to take your engineering management position, what advice would you give yourself if you could? FRANCIS: Hey, you do realize this is a totally different path. You're going to need to develop different skills that you add to. That was fine, you know because I kind of navigated that very seamlessly in many ways. But what I didn't highlight is that there was a transition, actually. And I think this is where the advice would come in. So, I was an engineer, so thinking with systems and system thinking. And I realized very rapidly this is a different role. I'm not programming code anymore, you know. And what I told myself was I'm programming the system in which code is being written. And I think that's a good working metaphor or thinking for a while. And that's where the advice would come in. It's kind of, A, this is not, like, an engineering system. This is about humans. So, in a way, I would kind of nudge myself toward developing the soft skills much more rapidly because I think it took me a while to really grok that, hey, I need to understand how to relate individually and personally to people and not just to ideas, roles, and process. Because you can have, like, an engineering perspective on management but that's lacking in empathy and...mainly the empathy [laughs]. So, do pay attention to empathy. I think that would be the fifth advice [laughs]. VICTORIA: Isn't that great advice for all of us all the time, right [laughs]? FRANCIS: Yes. VICTORIA: I love that. Yeah, wonderful. FRANCIS: I'm always happy to connect with people. You can find me on LinkedIn, Francis Lacoste. I think we don't talk to each other enough in these digital times. And so, we all network a lot, you know, on Slack and LinkedIn. And one day, I was connecting with someone on LinkedIn, and the guy offered me...said, "Hey, happy to connect. Are you interested in doing, like, a short call just to get acquainted?" And I said, "Oh, that's actually a good idea." I talked with the guy and decided to do the same thing myself. So, I'm always happy to have a conversation with folks. So, I invite you to try it out, you know, there's a lot of people out there, interesting people, and have interesting conversations. VICTORIA: I love that so much. That's really nice. And people can do that to me, too. You can always...people talk to me, come talk to me on my podcast [laughs]. Thank you so much for being with us here today, Francis. I really enjoyed our conversation. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on thoughtbotmastodonsocial@vguido. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. AD: Did you know thoughtbot has a referral program? If you introduce us to someone looking for a design or development partner, we will compensate you if they decide to work with us. More info on our website at: tbot.io/referral. Or you can email us at: referrals@thoughtbot.com with any questions.

35 heures par semaine malheureux, c'est beaucoup. Notre activité professionnelle régit nos vies et rythme nos semaines, et c'est pourquoi nous devons particulièrement faire attention aux différentes problématiques liées au travail. Dans cet épisode, Anne-Éline Garay, psychologue du travail, nous explique son métier et nous informe sur les solutions qui peuvent être mises en place pour améliorer le bien-être au travail.Déroulé de l'épisode :00:29 : Le travail en entreprise13:12 : Stress & burn out, quand consulter ?43:26 : La dissonance cognitive & le droit à l'erreurQuelques références :Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Hoboken, New Jersey: Wiley, 2019).Le DSM-5 est, en février 2015, la cinquième et dernière édition du Manuel diagnostique et statistique des troubles mentaux, et des troubles psychiatriques de l'Association américaine de psychiatrie.Podcast "Des Ressources & des Humains" Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

» Die Themen der Folge 264: --- (00:04.34) Google Cloud Next: AI-Ausblick https://techcrunch.com/2024/04/10/google-cloud-next-2024-everything-you-need-to-know/ https://qz.com/meta-facebook-ai-chip-google-intel-nvidia-1851400247 https://fortune.com/2024/04/11/meta-google-ai-chips-semiconductor-in-house-nvidia-trillion-dollar-question/ https://www.theguardian.com/technology/2024/apr/10/ai-race-heats-up-as-openai-google-and-mistral-release-new-models (00:08:21) AI-Agents die Zukunft und der Schlüssel zur Produktivität? https://www.nytimes.com/2024/04/01/business/economy/artificial-intelligence-productivity.html (00:12:17) AI-BigTech-Dominanz und Konsequenz für Wettbewerb https://www.gov.uk/government/publications/ai-foundation-models-update-paper https://theconversation.com/to-understand-the-risks-posed-by-ai-follow-the-money-225872 https://archive.ph/2024.04.14-043413/https://www.wsj.com/business/retail/amazon-the-everything-war-dana-mattioli-4966915d (00:24:11) AI-Hardware: Humane AI-Pin Review-Debakel https://www.theverge.com/24126502/humane-ai-pin-review https://www.nytimes.com/2024/04/11/technology/personaltech/ai-pin-humane-openai-microsoft.html https://gizmodo.com/everything-you-should-know-humane-ai-pin-1851407533 https://twitter.com/carnage4life/status/1778796076289626257 https://www.threads.net/@carnage4life/post/C5xC20Ir-Zz/ https://www.threads.net/@julesterpak/post/C5wiZd-rn9T/ (00:47:07) OpenAI und Jony Ive mit eigener AI-Hardware https://arstechnica.com/gadgets/2024/04/apples-jony-ive-and-openais-sam-altman-team-up-for-ai-device-startup/ (00:51:45) Adobe mit Kompensation für Trainingsdaten https://qz.com/adobe-ai-training-data-artists-pay-1851407658 (00:58:47) Elons AGI-Prognose https://www.theguardian.com/technology/2024/apr/09/elon-musk-predicts-superhuman-ai-will-be-smarter-than-people-next-year https://gizmodo.com/elon-musks-worst-predictions-and-broken-promises-1851398745 (01:01:07) Tesla und Ricardo vs. Protektionismus https://open.spotify.com/episode/0wei40Iw8kyBWuq9LyI3Lt?si=ZiOpVhq_RySV-uABCwyzfQ https://www.nytimes.com/2024/03/27/world/asia/elon-musk-tesla-china.html https://www.nytimes.com/2024/03/27/world/asia/musk-china-tesla-explained.html https://archive.ph/meHUc https://twitter.com/noahpinion/status/1777424655969853877 https://www.bloomberg.com/opinion/articles/2024-04-08/yellen-junks-200-years-of-economics-to-block-china-clean-tech https://www.high-capacity.com/p/chinas-overcapacity-reveals-two-different (01:10:38) Live-Berichterstattung ohne Twitter (01:15:55) Buchtipp https://www.amazon.de/-/en/Amy-C-Edmondson/dp/1668034573

Failure is an experience that is deeply embedded into our lives. As we learn to walk we fall. As we learn to ride a bike we (usually) fall again. And yet even though it is so familiar, so intertwined with our journey through life, not all failure is created equal. Which brings up important questions:How do we fail well? What are the crucial distinctions that might help us separate good failure from bad?How do we learn to identify when failure is our friend, and prevent most of it when it is not? These bigger questions about failing wisely are at the core of the conversation today. Dr. Amy Edmondson is back on the show and together we'll explore:How we can stay open to learning from failure at the individual and team levelHow leaders can create the conditions for learning in the face of failures. The importance of curiosity before blame - and a simple way to practice itThe reasons why most failures are not blameworthy and yet that is often the knee jerk reaction in organizationsThe three types of failure and how diagnosing failure type can lead to learning and preventing further failure.Painful emotions that can arise in the face of failure, and the importance of compassion, vulnerability, and giving ourselves permission to be human. Why failure is not an equal opportunity proposition, and her vision for a world where everyone has equal license to fail intelligently. Some of Amy's reflections on the importance of play, having fun, experimenting, taking risks, trying new things, and why practicing in low stakes situations has tremendous upside when it comes to getting better at failing. Interested in diving deeper into Amy's work around failure? Check out her new book: Right Kind of Wrong: The Science of Failing Well Did you find this episode inspiring? Here are other conversations we think you'll love:Giving Everyone Permission to Feel | Dr. Marc BrackettCreating Fearless Organizations | Dr. Amy EdmondsonMore about Amy Edmondson:Ranked #1 on the latest Thinkers50 ranking of the world's most influential management thinkers Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She is the author of 7 books and over 60 scholarly papers. She is a sought-after keynote speaker with a worldwide following. For more visit amycedmondson.comEnjoying the show? Please rate it wherever you listen! Thanks!For more information about coaching, mentoring, and the latest events with Joshua please visit: joshuasteinfeldt.comSupport the show

Guest: Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School [@harvardhbs]On Twitter | https://twitter.com/AmyCEdmondsonOn LinkedIn | https://www.linkedin.com/in/amycedmondson/Host: Charlie Camarda Ph.DOn ITSPmagazine  

Guest: Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School [@harvardhbs]On Twitter | https://twitter.com/AmyCEdmondsonOn LinkedIn | https://www.linkedin.com/in/amycedmondson/Host: Charlie Camarda Ph.DOn ITSPmagazine  

A Harvard Business School professor discusses how to get good at “intelligent failure.”Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Her latest book is called the Right Kind of Wrong. Her research examines psychological safety and teaming within and between organizations.In this episode we talk about:The problems of shame, perfectionism, and social mediaHow not to get caught up in analysis paralysis The importance of self-compassion and a growth mindsetThe benefits of worrying with someone elseWhy redundancy is your friendHow to discuss failure without assigning blameWhy accepting your smallness can be freeingTaking the time to learn from failureThe cognitive framework: stop, challenge, and chooseHow to have a healthier relationships with anxiety and failureCreating a culture of psychological safetyRecognizing that not everybody in society has the same permission to take risks Related Episodes:Self-Compassion Ain't Always Soft | Kristin NeffSign up for Dan's weekly newsletter hereFollow Dan on social: Instagram, TikTokTen Percent Happier online bookstoreSubscribe to our YouTube ChannelOur favorite playlists on: Anxiety, Sleep, Relationships, Most Popular EpisodesFull Shownotes: https://www.tenpercent.com/tph/podcast-episode/amy-edmondson-2023Additional Resources:Download the Ten Percent Happier app today: https://10percenthappier.app.link/installSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Have you ever wondered if failure could be the secret ingredient to success? On this episode of Punk Rock HR, join Laurie as she sits down with the brilliant Dr. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, and explore the essential role of failure in our professional and personal growth. Amy shares her expertise on psychological safety and how it serves as the foundation for innovation, drawing on insights from her new book, "Right Kind of Wrong: The Science of Failing." This episode isn't just about reframing our relationship with failure; it's a roadmap for embracing the missteps that lead us to excellence. With Amy's wealth of knowledge, we discuss the concept of intelligent failure from the scientific labs to the design studios of IDEO, revealing how setbacks can push us toward progress when we learn from them. Through her eyes, we re-examine the heart-wrenching lessons from the Space Shuttle Challenger and Columbia disasters while underscoring the value of listening to those with expertise and the proactive step of conducting pre-mortems in any project. Laurie and Amy wrap up the conversation by examining the paradox of social media as both a platform for professional networking and a potential pitfall for personal productivity. Amy's keen preference for LinkedIn as a tool for professional connections demonstrates the power of digital networks in fostering meaningful exchanges. Tune in to this discussion that will undoubtedly alter how you perceive risk-taking and the bountiful learning that lies within our failures. In this episode, you will hear: Transforming failure into success The importance of psychological safety in the workplace The role of intelligent failures in learning and growth, with examples from Jennifer Heemstra's chemistry lab and IDEO's innovation process Lessons from the Space Shuttle Challenger and Columbia disasters that emphasize listening to experts and the benefits of conducting pre-mortems LinkedIn as a platform for professional networking and its impact on work life Managing the risks of social media engagement The definition of psychological safety and the need to foster an environment where risks are communicated and managed effectively The distinctions between mistakes and failures Intelligent failure as a path to innovation and skill development Humility, curiosity, and situational awareness in handling failure How embracing intelligent failures contributes to overall success Resources from this Episode Get Dr. Amy C. Edmondson's new book: Right Kind of Wrong: The Science of Failing Well: amzn.to/3tst8aW  Connect with Amy on LinkedIn: www.linkedin.com/in/amycedmondson Visit her website: amycedmondson.com Find Amy on Twitter/X: twitter.com/AmyCEdmondson Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com Let them know we sent you.

Mistakes can sometimes feel like you're getting further away from your goals. Yet, that is far from true. Failure is meant to spark spiritual transformation that can help you manifest your deepest desires. Join us for a conversation about welcoming mistakes into your life to create meaningful change.“Envision the blessings you want in life with the understanding that they are waiting for you. The version of yourself that you are in now is not ready to receive them. You have to become a more evolved version of yourself in order to manifest those blessings. That understanding can drive your desire to change and allow you to embrace your failures.” – Michael Berg Further Readings:The Right Kind of Wrong: The Science of Failing Well, by Amy C. Edmondson & Kathe Mazur

Dr. Iman Abuzeid, Co-Founder and CEO at Incredible Health, discusses implementing AI for the nurse hiring platform. Amy C. Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, talks about her book Right Kind of Wrong: The Science of Failing Well.Hosts: John Tucker and Mike Regan. Producer: Paul Brennan.See omnystudio.com/listener for privacy information.

Harvard Kennedy School faculty member Jorrit de Jong and Harvard Business School Professor Amy Edmondson say the big, intractable problems challenges facing city leaders today are too complex to be addressed by any one agency or government department. Complex challenges like the shortage of economic opportunity and affordable housing, homelessness, the effects of the climate crisis, crime—and can only be solved by multiple organizations working together. But that's easier said than done. Bringing together government agencies, nonprofits, private business, academia, and the public into successful collaborations can be a huge challenge. Different people bring different agendas and goals. They don't necessarily trust each other. Sometimes they can't even agree on what the problem actually is and they fail before even getting started. In a recent study, de Jong and Edmondson found that the most successful problem-solving collaborations have a number of things in common, including building a culture of safety and trust and being empowered to try, fail, and learn from mistakes. Sometimes, they say, the key can be just finding a place to start. Jorrit de Jong is the Emma Bloomberg Senior Lecturer in Public Policy and Management at Harvard Kennedy School. He is director of the Bloomberg Center for Cities at Harvard University. His research and teaching focus on the challenges of making the public sector more effective, efficient, equitable, and responsive to social needs. A specialist in experiential learning, Jorrit has taught strategic management and public problem-solving in degree and executive education programs at HKS and around the world. He is also Faculty Co-Chair of the Bloomberg Harvard City Leadership Initiative, a joint program of Harvard Business School and Harvard Kennedy School, the world's most comprehensive effort to advance effective problem-solving and innovation through executive education, research, curriculum development, and fieldwork in cities.He is also Academic Director of the Innovations in Government Program at the Kennedy School's Ash Center for Democratic Governance and Innovation. In that capacity, he launched the Innovation Field Lab, an experiential learning, executive education, and action-oriented research project working with 15 cities in Massachusetts and New York to help them leverage data, community engagement and innovation to revitalize distressed and underinvested neighborhoods. He holds a PhD in Public Policy and Management from Vrije Universiteit Amsterdam, as well as a Master in Philosophy and a Master in Public Administration from Leiden University. He has written extensively, including the books “The State of Access: Success and Failure of Democracies to Create Equal Opportunities;” “Agents of Change: Strategy and Tactics for Social Innovation;” and “Dealing with Dysfunction: Innovative Problem Solving in the Public Sector.”Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked No. 1 in 2021. he also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets. Her 2019 book, “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth,” has been translated into 15 languages. Her prior books: “Teaming: How organizations learn, innovate and compete in the knowledge economy;” “Teaming to Innovate;” and “Extreme Teaming” explore teamwork in dynamic organizational environments. Edmondson's latest book, “Right Kind of Wrong,” builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design from Harvard University.Ralph Ranalli of the HKS Office of Communications and Public Affairs is the host, producer, and editor of HKS PolicyCast. A former journalist, public television producer, and entrepreneur, he holds an AB in Political Science from UCLA and an MS in Journalism from Columbia University.The co-producer of PolicyCast is Susan Hughes. Design and graphics support is provided by Lydia Rosenberg, Delane Meadows and the OCPA Design Team. Social media promotion and support is provided by Natalie Montaner and the OCPA Digital Team.  

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure. Quotes:“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned. “Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn't work out the way we'd hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether. “It's good to have high standards, it's good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.'” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure. “If you're a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity. “As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don't have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.“We are all fallible human beings, that's just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together. Mentioned in this episode:Right Kind of Wrong: The Science of Failing Well by Amy EdmondsonAmy Edmondson on LinkedInAmy Edmondson (@AmyCEdmondson) on XTomas Chamorro-Premuzic and Amy Edmondson (Episode #87)Marcel Schwantes on LinkedInMarcel Schwantes

In this week's episode, Nick chats with Matt Cheung, CEO at Clarasys, the international business consulting firm, focused on delivering the best possible experiences for their clients and their people. Regular listeners may recognise Matt's name, and that's because Matt was the very first guest on Climb In Consulting. Having previously talked about the origins of Clarasys and Matt's journey to founding the business in that episode, Nick and Matt wanted to do something a little different with this one, and use it as a chance to go into detail on many of the principles behind Claraysis's success. In this Conversation Nick and Matt talk about a range of topics that challenge the common orthodoxy in consulting, as Matt shares his perspective on why these widely held beliefs are actually holding people and consultancies back. They cover some fascinating areas, including: - Why Matt believes the traditional hierarchical approach to running organisations has had its day - The importance of being open and honest with your people, even in difficult times - Why Matt thinks many Consultants are unhappy – and the ingredients we all need to find happiness at work - How and why Matt took the decision to turn Clarasys into an Employee Ownership Trust …and much more besides, including a chat about Matt's fascinating book ‘Trust and Patience' – the story of how he built Clarasys. So if you're just starting out on your consulting journey, thinking of making the leap from firm to founder, or simply enjoy listening to values-driven success stories, you'll love this episode of Climb in Consulting. We hope you enjoy the show! Reach out to Matt: https://www.linkedin.com/in/mattcheungclarasys/ Learn more about Clarasys: https://www.clarasys.com/ Books, magazines, and websites mentioned in the show: Trust and Patience, by Matt Cheung and Samantha Roberts Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness, by Frédéric Laloux Drive: The Surprising Truth About What Motivates Us, by Daniel Pink Corporate Rebels: Make work more fun by Joost Minnaar, Pim de Morree The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson

Welcome to another enlightening episode of The Coaching Podcast. In this episode, we embark on a journey to uncover the elusive joy and the art of reconnecting with what truly matters. Our exploration takes us through the domains of courage, curiosity, and connection, and we learn how these qualities are essential for personal growth. The gift of mindfulness takes center stage as we delve into the power of being present for ourselves and others. Moreover, we delve into the fascinating realm of the Enneagram, a tool that helps us understand our deepest motivations. Our guest, Charmian Tardieu, a seasoned leadership team coach, and strategist, shares her wisdom on creating psychological safety, fostering empathy, and inspiring positive change. Join us as we navigate through these profound concepts, gaining insights that can transform not only our professional lives but also our personal well-being. Here is a summary of the key points; 2.03: Worst coaching moment: Coaching your client's husband. Trust that the coachee knows best (be mindful of your own emotions as a coach). 5.21: Best coaching moment: No amount of self-improvement will make up for any lack of self-acceptance. 9.22: Sliding Doors: Being pushed out of the golden cage and choosing courage over comfort. Just keep going, believe in your dreams and it may just turn out to be the best decision of your life. 15.31: What Makes a Great Coach? 3 C's Connection - Create a space where the coachee feels truly heard, accepted, loved, safe, and that they belong. Curiosity - Have a genuine curiosity (the opposite of judgment). You trust that the coachee is creative and resourceful. Courage - Have the courage and tap into your intuition to interrupt the coachee and stop them in their story and get them out of their heads (tap into how the body is feeling). Work through the emotion that is behind the story. 20.23: How do we create lasting change? 23.25: Paint a compelling picture of what you want to achieve to help solidify your habits in order to create lasting change. You must have a powerful WHY! Atomic Habits by James Clear "You don't rise to the level of your goals, you fall to the level of your systems." 25.25: Enneagram Profile - The Enneagram of Personality, or simply the Enneagram, is a description of the human psyche principally understood and taught by its proponents as a typology of nine interconnected personality types. 28.39: Integrative9 for the Enneagram as mentioned by Charmian as her favorite to help you understand what drives you - Follow the link below to take the test and receive a report: https://www.integrative9.com/ 29.00: What is psychological safety? Cricial in today's workplace and it is about giving everyone a space and a voice at the table (even if what I say is not what others want to hear). Amy Edmondson – the Harvard Professor who is the world expert on psychological safety – plus her amazing book “The fearless organization”: https://www.amazon.de/-/en/Amy-C-Edmondson/dp/1119477247 A team must design a practice for psychological safety - one that they can hold each other accountable to. 32.43: What are the antidotes for workplace behaviors that inhibit psychological safety? For example; Instead of blaming - what's the 2% truth? Defensiveness, and stonewalling (horseman quadrants) Design a conflict protocol for your team. How do we want to work with each other? How can we keep each other accountable? 36.29: Mindfulness Exercise called: Anchor Breathing for 4, 7, 8 seconds (be relaxed, comfortable, and alert) The Coaching Podcast is sponsored by The Sampson Agency - a talent entertainment and sports management company owned and operated by Tina Samara. Visit: www.thesampsonagency.com or email: tina@transitioncoach4athletes.com To learn more about becoming a workplace coach or advancing your coaching skills, visit: www.opendoorcoachingusa.com or email: info@emmadoyle.com.au About Charmian Tardieu Charmian Tardieu is a leadership team coach and strategist who helps companies grow by developing empathy and insight. She helps teams and individuals tap into a deeper understanding of themselves and others so that they can work together more effectively. She is an expert on psychological safety and focuses on creating safe spaces where all can flourish and fulfill their potential. She is also known as “The Joy Coach” for her ability to bring about positive change in people and businesses. Before starting her own company MilesFurther in 2002, she had a successful career as a strategist in advertising agencies in the UK, Germany, and the US. Her last position was Senior Vice President of a global agency in LA. Becoming a single mother of Miles at the end of 2001 along with a few other challenges, she left her beloved LA with a heavy heart but with a new purpose for a fresh start in Germany. Her dream was to take others MilesFurther, hence the name of the company she started all those years ago. It was a dream of helping big corporations develop more emotional insight and greater creativity, getting teams to open their hearts and minds to fresh perspectives. It was often a rocky ride as a single Mum in a foreign country, but the dream came true and both Miles and MilesFurther are truly thriving, both now 21 years old. MilesFurther is based in Hamburg but works internationally with companies such as Beiersdorf (NIVEA), P&G, Philips, Jägermeister, and Siemens Healthineers. Charmian is a qualified coach (CPCC, ACC, ORSC) and an Enneagram practitioner (Integrative9) who has created her own three-pillar team development program which brings measurable improvement in psychological safety and team performance, as well as helping people in big corporations find more joy, purpose and connection with each other every day. Connect with Charmian: Website: https://milesfurther.com/teamcoaching/LinkedIn: https://www.linkedin.com/in/charmiantardieu/

"Psychological safety is at the very heart of this discussion... a belief that it is safe for interpersonal risk...in my research I have found this not to be the norm, but it is a very powerful thing when it's there."— Professor Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School.In this episode, Novartis Professor of Leadership and Management at Harvard Business School, Amy Edmondson demystifies the exciting field of Organisational Behavior.She begins by discussing her transition from Engineering into the field of Organizational Behavior, how clinicians compare to other professional fields, how identity and blind spots impact health professions and the principles of high-reliability organizations.Professor Edmondson explores the concept of the ‘recovery window', how psychological safety is a core part of successful teams, and how workarounds feel good but may inhibit efforts to solve systemic problems.Follow Professor Edmondson: Twitter/X, Linkedin.About the guest: Amy C. Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises which contribute to the betterment of society. Amy is the author of Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy (2021), The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, innovation and Growth (2018), and Right Kind of Wrong: the science of failing well (2023).Resources mentioned in the podcast:* Website: Amy C. Edmondson* Newest Book: Right Kind of Wrong, The Science of Failing Well* TEDx Talk: Building a Psychologically Safe Workplace* Psychological Safety and Learning Behavior in Work Teams* How fearless organizations succeed* Speeding up Team Learning* Edmondson AC, Roberto MA, Bohmer RM, Ferlins EM, Feldman LR, Starbuck WH & Farjoun M. 2005. “The recovery window: Organizational learning following ambiguous threats.” Organization at the limit: Lessons from the Columbia disaster, 220-245.Music attribution: AudioCoffee from Pixabay.Contact information: If you'd like to get in touch, reach out at jono@clinicalchangemakers.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.clinicalchangemakers.com

Kim and Amy welcome Amy C. Edmondson, the Novartis professor of leadership and management at the Harvard Business School and author of several books, including The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth and Right Kind of Wrong: The Science of Failing Well — available now! From managers seeking to inspire their reports to parents wanting to model a healthy failure mindset for their kids, this book will revolutionize how we think about failure.Get all the show notes and resources at RadicalCandor.com/podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Let Go & Lead, Maril talks with lauded author, scholar and Harvard Business School professor Amy Edmondson, whose pioneering research into psychological safety has massively impacted the world of work. Amy breaks down what psychological safety is, what it isn't and three key things leaders need to do to foster it.   Over a ranging conversation, she and Maril discuss the immense importance of leaders in the middle; why leaders need to maintain a beginner's mind; and why psychological safety — or, as Amy defines it, “permission for candor” — must be balanced with a commitment to excellence for an organization to succeed.   Learn about:  3:30 How to build a learning organization 7:03 Creating an environment of psychological safety 12:56 The changing dynamics of modern teams 20:23 Key misconceptions about psychological safety 22:51 Fostering psychological safety in uncertain times 32:32 The science of “Failing Well” 37:55 What leaders need to let go of   —  Amy C. Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School, a chair established to support the study of human interactions that lead to successful enterprises contributing to societal betterment. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and most recently ranked #1 in 2021. She also received the Breakthrough Idea Award in 2019 and the Talent Award in 2017 from the organization. She focuses her research on teaming, psychological safety and organizational learning, and her articles have been published in various academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley), published in 2019, has been translated into 15 languages. Edmondson's upcoming book, Right Kind of Wrong: The Science of Failing Well (Atria), offers a framework for wise thinking, discussion and practice of failure, utilizing human fallibility as a tool for personal and organizational growth. The release date is set for September 5, 2023.  ABOUT LET GO & LEAD   Let Go & Lead is a leadership community created by Maril MacDonald, founder and CEO of Gagen MacDonald. Maril brings together provocateurs, pioneers, thought leaders and those leading the conversation around culture, transformation and change.  Over the course of the past 12 years, Let Go & Lead has existed in many forms, from video interviews to resource guides to its current iteration as a podcast. At its core, it remains a place where people can access a diversity of perspectives on interdisciplinary approaches to leadership. Maril is also working on a book incorporating these insights gathered over the past several years from global leaders and change makers.     Maril has interviewed over 120 leaders — from business to academia and nonprofits to the arts — through the years. In each conversation, from personal anecdotes to ground-breaking scientific analysis, she has probed the lessons learned in leadership. From these conversations, the Let Go & Lead framework has emerged. It is both a personal and organizational resource that aims to serve the individual leader or leadership at scale.    ABOUT GAGEN MACDONALD At Gagen MacDonald, we are dedicated to helping organizations navigate the human struggle of change. We are a people-focused consulting firm and our passion is improving the employee experience — for everyone. For almost 25 years, we have been working with companies to create clarity from chaos by uniting employees across all levels around a single vision so they can achieve results and realize their future. We have been a pioneer in bringing humanity to strategy execution, leading in areas such as organizational communication, culture, leadership, and employee engagement. Our Vision is to lift all humanity by transforming the companies that transform the world.    Full episodes also available on:       Apple Podcasts: https://podcasts.apple.com/us/podcast/let-go-lead-with-maril-macdonald/id1454869525       Spotify: https://open.spotify.com/show/5Gaf7JXOckZMtkpsMtnjAj?si=WZjZkvfLTX2T4eaeB1PO2A       Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9sZXRnb2xlYWQubGlic3luLmNvbS9yc3M   —   Gagen MacDonald is a strategy execution consulting firm that specializes in employee engagement, culture change and leadership development. Learn more at http://www.gagenmacdonald.com. 

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From the challenges of hybrid working to the quiet quitting trend, the Covid-19 pandemic has had a seismic impact on the workplace, leaving many companies struggling to understand how best to understand and meet employees' needs and motivations. In this INSEAD Knowledge podcast, Associate Professor of Organisational Behaviour Mark Mortensen proposes a more holistic approach to understanding employees' needs, while offering practical solutions to ensure that they remain fully invested in their organisation and its goals.This conversation is based on research Mark co-authored with Amy C Edmondson and first published in the January 2023 HBR Magazine article Rethink Your Employee Value Proposition. Listeners can access the free survey tool discussed in the podcast here: Integratedevp.org.Make sure to visit INSEAD Knowledge for the latest in impactful research and cutting edge thought leadership from INSEAD, the Business School for the World.

Welcome to an episode with an expert on organizational paradoxes, Wendy Smith. Get Wendy's Book here: https://amzn.to/3fF1b8C When faced with a tough decision-making situation, it is common for us to assess and select what we believe is the best deal and then move on. We tend to assume that we need to pick one option and eliminate the other. But what if we could actually succeed in pursuing both options?  In this episode with Wendy Smith, we discuss how leaders and individuals can effectively respond to contradictory yet interdependent demands and have the mindset shift needed to successfully navigate a paradox. Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands.  Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among the 1 percent most-cited researchers in her field and received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science.  She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog. Get Wendy's book here: Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Wendy Smith, Marianne Lewis, Amy C. Edmondson. https://amzn.to/3fF1b8C Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Stephan Wiedner is a psychological safety expert whose career has focused on developing sustainable high performance leaders, teams, and organizations. His passion for unleashing the collective potential of people has led him to cofound Noomii.com, the web's largest network of independent life coaches, Skillsetter.com, the deliberate practice platform for interpersonal skills, and Zarango.com, the psychological safety training experts. Stephan has been a guest speaker for ACETech CEO Roundtables, Scrum Master Toolbox Podcast, Building Psychological Strength Podcast, and many other audiences interested in psychology, business, and technology. His writing has been featured in Forbes, Entrepreneur, and other popular publications. Stephan is married with two children and enjoys spending quality time in the outdoors, hiking, biking, camping, and reading.Stephan has developed a unique perspective on psychological safety by designing innovative and evidence-based training, building technology to help leaders and managers master their interpersonal skills, and leading a research study supervised by Harvard professor Amy C. Edmondson.Connect with Stephan Wiedner:LinkedIn - https://www.linkedin.com/in/swiedner/Check out this simular episode(s):Kriss Zizzo - Beyond Failure Fitness  

Psychological Safety in the Workplace with Stephan Wiedner EP: 10Stephan Wiedner is a psychological safety expert whose career has focused on developing sustainable high performance leaders, teams, and organizations.Stephan has developed a unique perspective on psychological safety by designing innovative and evidence-based training, building technology to help leaders and managers master their interpersonal skills, and leading a research study supervised by Harvard professor Amy C. Edmondson.His passion for unleashing the collective potential of people has led him to co-found:

Welcome to Strategy Skills episode 283, an episode with an expert on organizational paradoxes, Wendy Smith. Get Wendy's Book here: https://amzn.to/3fF1b8C   When faced with a tough decision-making situation, it is common for us to assess and select what we believe is the best deal and then move on. We tend to assume that we need to pick one option and eliminate the other. But what if we could actually succeed in pursuing both options?    In this episode with Wendy Smith, we discuss how leaders and individuals can effectively respond to contradictory yet interdependent demands and have the mindset shift needed to successfully navigate a paradox.   Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands.    Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among the 1 percent most-cited researchers in her field and received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science.    She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation.   Wendy lives in Philadelphia with her husband, three children, and the family dog.   Get Wendy's book here: Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Wendy Smith, Marianne Lewis, Amy C. Edmondson. https://amzn.to/3fF1b8C   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

In Episode 99, Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, joins Melinda to discuss how leaders can build psychological safety and trust on their teams. They explore the benefits of a psychologically safe workplace, signs that may indicate if a workplace is safe, and how psychological safety enables innovation and positive team performance. They also discuss effective strategies for establishing and maintaining trust on diverse teams and in hybrid workplaces.About Amy Edmondson (she/her)Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review, and California Management Review. Her most recent book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley, 2019), offers a practical guide for organizations serious about success in the modern economy and has been translated into 15 languages.Find Leading With Empathy & Allyship useful? Subscribe to our podcast and like this episode!For more about Change Catalyst, and to join us for our monthly live event, visit https://ally.cc. There, you'll also find educational resources and highlights from this episode.Connect With Amy Edmondson On SocialLinkedIn: https://www.linkedin.com/in/amedmondson/Twitter: https://twitter.com/AmyCEdmondsonConnect With Us On SocialYouTube: youtube.com/c/changecatalystTwitter: twitter.com/changecatalystsFacebook: facebook.com/changecatalystsInstagram: instagram.com/techinclusionLinkedIn: linkedin.com/company/changecatalystsProduction TeamCreator & Host: Melinda Briana EplerCo-Producers: Renzo Santos & Christina Swindlehurst ChanPodcast Rocket: Rob Scheerbarth & Nina Rugeles[Image description: Leading With Empathy & Allyship promo and photos of Amy Edmondson, a White woman with short silver-blonde hair and black coat; and host Melinda Briana Epler, a White woman with blonde and red hair, glasses, red shirt, and black jacket.]Support the show

STEPHAN WIEDNER is a psychological safety expert whose career has focused on developing sustainable high performance leaders, teams, and organizations. He has developed a unique perspective on psychological safety by designing innovative and evidence-based training, building technology to help leaders and managers master their interpersonal skills, and leading a research study supervised by Harvard professor Amy C. Edmondson.   For more stories of remote teams doing great things visit https://www.collaborationsuperpowers.com.

Welcome to another episode of the Rational Reminder Podcast! We start by reviewing The Fearless Organization, and learn some important concepts such as psychological safety in the workplace, allowing people to voice their concerns, and the value of continuously learning. We also discuss a paper on index investing followed by a quick discussion on gender equality in finance.  We then take a deep dive into today's main topic, ‘Stocks for the Long Run…?', by unpacking research to see if stocks are still a valuable long-term investment. Finally, we end the show with a conversation about our 22 and 22 book challenge with Mark Sutcliffe, and find out about his reading habits and the books that have had the biggest impact on him.   Key Points From This Episode:   An update about the podcast and feedback received about the crypto series. [0:03:55] A rundown of the guests we have planned for future episodes. [0:07:43] Outline of the ‘mixed-bag' reviews received about the show. [0:08:28] News and updates regarding the Rational Reminder reading challenge. [0:13:07] This week's book review of The Fearless Organization by Amy C. Edmondson. [0:14:45] We talk about an interesting paper ‘On Index Investing' [0:24:42] Follow-up on and discussion concerning gender equality in finance from previous episodes. [0:28:34] We dig into today's main topic, ‘Stocks for the Long Run.' [0:33:38] Issues surrounding using Stocks for the Long Run data to draw insights. [0:35:22] What has been achieved to solve issues regarding a lack of data on stock returns. [0:41:45] An important insight from research on the value of stocks and bonds in the long term. [0:47:17] A breakdown of some interesting findings from the paper, ‘Global factor premiums'. [0:48:00] Overview of the research discussed and whether stocks are still valuable long-term investments. [0:53:54] The Rational Reminder 22 and 22 book challenge conversation with Mark Sutcliffe. [0:55:09] What Mark has discovered about the world of social media while working remotely. [0:56:58] Mark shares details about his reading habit and his favourite books growing up. [0:57:53] Whether he has a favourite genre of book. [01:00:11] How Mark sources books to read and how he captures interesting information. [01:00:44] The books that Mark commonly recommends to family and friends. [01:03:05] Find out if Mark thinks being an author changes how you read books. [01:05:12] Advice that he has for people who want to read more. [01:06:33]

Lisa Gill is an organisational self-management coach and trainer with Tuff Leadership Training. She was included in the Thinkers50 Radar 2020 for her work with self-managing teams. Lisa is also the host of the Leadermorphosis podcast, for which she has interviewed thought leaders and practitioners from all over the world about the future of work, and the author of 'Moose Heads on the Table: Stories About Self-Managing Organisations from Sweden' (2020).    Tune in to this episode as we discuss why the way we are working is not working. We reflect over new ways of working, the post-agile era of interrogating the ‘what', the power of peer-led movements, some great new technologies that are emerging, and why we can't ust solve things by systems or processes.   A full transcript of the episode can be found on our website:     Key highlights  > Emerging trends in the world of organising and teams > What are the emerging technologies that are informing the way we organise > The need to identify your guiding principles when adopting new technologies > What Lisa has learnt from working with new types of organisations > The need to shift behaviours – not just systems     To find out more about Lisa's work: > Twitter: https://twitter.com/disruptandlearn  > Website: https://www.reimaginaire.com/  > LinkedIn: https://www.linkedin.com/in/lisa-gill-23815a4/  > Leadermorphosis Podcast: ​​https://leadermorphosis.co/ > Lisa Gill, Moose Heads on the Table: Stories About Self-Managing Organisations from Sweden, 2020: https://www.amazon.com/Moose-Heads-Table-Karin-Tenelius/dp/9151954508/    Other references and mentions: > Sensemaking Webinar #1 – Organizational Adaptation to the Changing Landscape: https://boundaryless.io/video/sensemaking-webinar-1-organizational-adaptation-to-the-changing-landscape/  > Enspiral: https://www.enspiral.com/ > Loomio: https://www.loomio.com/ > Cobudget: https://cobudget.com/ > Murmur: https://www.murmur.com/  > Maptio: https://www.maptio.com/ > Huddle Craft: https://www.huddlecraft.com/ > Money Movers: https://www.wearemoneymovers.com/ > Amy C. Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy, 2012: https://www.amazon.com/Teaming-Organizations-Innovate-Compete-Knowledge-ebook/dp/B007MF3BRA > Matt Black Systems: https://www.mattblacksystems.com/ > James Dale Davidson and William Rees-Mogg, The Sovereign Individual: Mastering the Transition to the Information Age, 1999: https://www.amazon.com/Sovereign-Individual-Mastering-Transition-Information/dp/0684832720 > Saifedean Ammous, The Bitcoin Standard: The Decentralized Alternative to Central Banking, 2018: https://www.amazon.com/Bitcoin-Standard-Decentralized-Alternative-Central/dp/1119473861/ > Saifedean Ammous, The Fiat Standard: The Debt Slavery Alternative to Human Civilization, 2021: https://www.amazon.com/Fiat-Standard-Slavery-Alternative-Civilization/dp/1544526474   Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/   Thanks for the ad-hoc music to Liosound / Walter Mobilio. Find his portfolio here: https://boundaryless.io/podcast-music   Recorded on 8 June 2022.

Some of the biggest risks for cyber security frameworks come from employees meant to maintain them. The reason for that is simple, and it couldn't be more human - people who don't feel well don't perform well.  Today we talk with Nyota Gordon, the founder, developer, and all-around do-gooder at Transition365, a cyber resiliency firm that helps cybersecurity professionals increase their leadership and life skills. Nyota digs deep into the intersection between cyber security, resiliency, and personal wellness. She shares with us some mental health strategies that will improve our well-being and, as a consequence, our work performance.  When you finish listening to the episode, make sure to connect with Nyota on LinkedIn.  Mentioned in this episode: Nyota on LinkedIn at https://www.linkedin.com/in/nyotagordon/ Transition365 at https://transition365.com Brené Brown, Shame Resilience Theory at https://journals.sagepub.com/doi/10.1606/1044-3894.3483 Symantec Cyber Resiliency White Paper at https://informationsecurity.report/whitepapers/symantec-white-paper-the-cyber-resilience-blueprint-a-new-perspective-on-security Amy C. Edmondson, The Fearless Organization at https://www.amazon.com/gp/product/B07KLT8RKM/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 Charles Feltman, The Thin Book of Trust at https://www.amazon.com/Thin-Book-Trust-Essential-Building/dp/0988953862/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=1646648424&sr=1-1 Empathy in Tech at https://empathyintech.com

Welcome to The Sports Docs Podcast with Dr. Ashley Bassett and Dr. Catherine Logan. On each episode we chat about the most recent developments in sports medicine and dissect through all the noise so you know which literature should actually impact your practice.On today's episode we're focusing on building teams in medicine. We're joined today by Dr. JoHannafin who has an unparalleled depth and breadth in building teams through her work as asurgeon, a physician-scientist, a team physician for US Rowing and as a leader in the world oforthopaedic surgery.Dr. Hannafin is board certified in orthopedic surgery and sports medicine and the founder of the Women's Sports Medicine Center at HSS. Notably, she was the first female president of the American Orthopaedic Society for Sports Medicine and is also a past president of the Herodicus Society. In addition, she has served as vice president and secretary of the AOSSM board, chair of its committees on Enduring Education and Research, and as a member of numerous other AOSSM committees. We have some great articles for you today that contribute well to our conversationAs always, links to all the papers that we discuss on this show can be found on our podcastwebsite.The first article hails from the Harvard Business Review and is titled, The Kinds of TeamsHealth Care Needs by Amy C Edmondson. Ms Edmondson, a professor of Leadership andManagement at HBS, opens this article highlighting the challenges of working across teams inmedicine, and breaking out of our silos. She discusses the tendency in medicine to valueindividual training, knowledge, and action; however, leaders must create structures that maketeaming easier. Professor Edmondson provides examples on how leaders can reframe to promote cross-disciplinary collaboration.https://hbr.org/2015/12/the-kinds-of-teams-health-care-needsOur second article is from MIT Sloan Management Review, entitled Establishing High-Performance Teams: Lessons from Health Care. The authors pondered the questions: why is itthat teams following the same best practices can achieve different results? They studied “newteam formation” to understand why some teams succeed while others struggle.In their study of a dozen primary care clinics trying to establish multi-disciplinary health careteams, they identified 3 prototypical approaches to establishing team-based care:- Pursuing functional change only- Pursuing cultural change only- Pursuing both functional and cultural change processesIn looking at these prototypes, they then subdivided them into Low and High Performers; thehighest-performing teams focused simultaneously on functional and cultural change.https://sloanreview.mit.edu/article/establishing-high-performing-teams-lessons-from-health-care/

Hello, and a warm welcome to this special extended season of The Hive Podcast, featuring the interviews from my new book, "Business Unusual: Values, Uncertainty and the Psychology of Brand Resilience". Join me, as I dive into the conversations behind the quotes, and hear from the world's leading experts, psychologists and business leaders, whose insights and ideas are transforming how we work, rest and play. I'll be releasing a new episode here, each week, but if you'd like to download everything at once and access additional resources and recommended reading, I've made all of this available to readers over at https://www.businessunusualthebook.com/. And if you're tempted to discover more about your motivations and the principles that drive you, you can even check out the values map.com, a platform I've designed in collaboration with Dr Kiki Leutner of Goldsmiths University, to help you identify, develop and communicate the psychological values you or your business represents. In today's conversation, I speak with Amy C. Edmondson – the Novartis Professor of Leadership and Management at Harvard Business School, whose most recent book, The Fearless Organization, examines the powerful role of psychological safety in teamwork and innovation. Based upon almost 30 years of research, Amy's work explores what it takes for groups of people to perform at a high level, and the dynamic forms of collaboration that are needed in environments characterised by uncertainty and ambiguity. Before her academic career, Amy was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design change programs in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and innovation in the built environment remains an area of enduring interest and passion. Recorded on 6th February 2021.

Our guest today is the Novartis Professor of Leadership and Management at the Harvard Business School. The University website describes her institute as … “a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.” She is regularly mentioned in the media, for example she was ranked on third place in 2019 by the biannual Thinkers50 global ranking of management thinkers, a famous list where you can find her name in every edition since 2011. Her most recent book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth  has just been published in Germany under the title "Die angstfreie Organisation - Wie Sie psychologische Sicherheit am Arbeitsplatz für mehr Entwicklung, Lernen und Innovation schaffen.” She has a calendar that will be filled well into next year and we are incredibly grateful that she gives us and our podcast listeners the honor of being the last guest in our anniversary week. Since 4 years we are on our “way to new work”. How can a topic that plays such an important part in our everyday life create more meaning in our lives again? How do we get people to draw strength and motivation from their daily work again? How can one succeed in living a happy, healthy, productive and fulfilling life even in such difficult times? And what role do teams and leaders play in this? We are looking for methods, role models, experiences, tools and ideas that bring us closer to the core of New Work! We are always concerned with the question of whether everyone can really find and live what they really, really want in their innermost being. How can we make sure that each and everyone of us will find their inner driving force. You are at “On the Way to New Work” - today with Amy C. Edmondson.