Podcast appearances and mentions of amy edmonson

Hoor van hoogleraar Paul Iske waarom mislukkingen briljant kunnen zijn! Waarom je thuis, op je werk en in je omgeving gewoon nieuwe dingen moet proberen die ook mogen mislukken leer je in deze aflevering!Support the showInsta: https://www.instagram.com/michiel.van.vugt/LinkedIn: https://www.linkedin.com/in/michielvanvugt/

In this final episode of the podcast before beginning his research sabbatical, your host Dr. Nathan Reiger welcomes high performing teams expert and scholar Amy Edmonson. She is a Professor of Leadership at Harvard Business School, author, and pioneer in the role of psychological safety in high performing teams. This conversation explores the science of failure and insights from Amy's new book Right Kind of Wrong: The Science of Failing Well, including the empowering components of compassion, vulnerability, and intelligent failure.    Key Takeaways: [3:05] What piqued Amy's interest in the topic of failure?  [4:15] The three main kinds of failure.  [6:12] What role does psychological safety play in failing well?  [9:56] Compassionate accountability is essential in conflict.  [11:32] The relationship between trust and conflict.  [12:02] Compassion mindset is essential in failing well.  [15:55] High performing teams don't always make more errors, but they report them quickly.  [17:55] What makes a failure intelligent?  [21:36] Failure is an option, not trying is not an option.  [22:44] Why should we acknowledge vulnerability to self and others?   [28:03] Amy's favorite visuals and tales of failure from Right Kind of Wrong: The Science of Failing Well.  [32:45] The potential role of AI in the face of complex failure.  [36:48] Amy's response to massive failure, such as plane crashes.  [38:30] Amy is a coping role model for failing well.    Mentioned in this episode: The Compassion Mindset Compassionate Accountability: How Leaders Build Connection and Get Results, Nate Regier Visit Next-Element   Right Kind of Wrong: The Science of Failing Well by Amy Edmonson  Amy Edmondson on LinkedIn   The Compassionate Accountability Podcast is produced in partnership with Podfly Productions.   

Frank is foutenexpert. Hij vertelt hoe fouten cruciaal zijn om verder te komen en waarom je deze altijd moet delen. Meer weten of het boek lezen? Kijk op https://foutenfabriek.org/Support the Show.Insta: https://www.instagram.com/michiel.van.vugt/LinkedIn: https://www.linkedin.com/in/michielvanvugt/

On today's episode I speak with Amy Edmonson, the brains behind the concept of psychological safety. We take a deep dive into the art of failure; how and why it happens, the different types of failure, her own experiences of failure, and why some failures are better than others and could be, in the right circumstances, transformative for your business.She says: “A successful failure is one that teaches us something that we could not have learned any other way. It's useful to the next step of the journey."Credits:Presenter: Éilis CroninProducer: Inga Marsden & Til OwenArtwork: David Robinson Hosted on Acast. See acast.com/privacy for more information.

Mark Reed-Edwards: My guest on Confessions of a Marketer today is Ed Evarts—author of The Bravery Trick: Four Ways to Say Hard Things. The book has been praised by scholar Amy Edmonson of Harvard Business School as untangling the behavior of bravery in ways that allow us to move forward. The Bravery Trick (https://www.amazon.com/-/es/Ed-Evarts/dp/1734500441) is available on Amazon. Ed is the founder and president of Excellius Leadership Development, which focuses on helping its clients build awareness of how others experience them in the workplace so they can manage that experience effectively. He's written two other books and is host of the Be Brave at Work podcast. If you're wondering what bravery has to do with marketing, well, everything, really. So be brave and keep listening. I've also known Ed for longer than I'd care to admit, but it's great to have him here. Ed, welcome. Ed Evarts: Thank you, Mark. I think we met when we were toddlers, or at least. Mark Reed-Edwards: Yeah, preschool. Yeah. But anyway, we won't go into that. Could you tell me a bit about your career and what led you to found Excellius? Ed Evarts: So I spent a number of years post college working in retail and worked for a number of local New England retailers, Jordan Marsh, Filene's and Lechmere, who are all gone. I left retailing in 1998 and began working at a records management company called Iron Mountain. I was at Iron Mountain for almost 10 years. I got laid off from Iron Mountain in 2008 and was at a juncture in my life where I really didn't want to work for a company any longer. And so I spent that summer networking and talking with people about how to start your own business, which for somebody who had been employed with others for my whole career, I had no idea how to start my own business and what to focus on. So I did that that summer. And then in the fall of 2008, decided to open up my own practice, which at first I called Evart's Coaching because I wanted people to know who I was and what I was doing. And then two to three years later converted it to Excellius Leadership Development. Mark Reed-Edwards: It's funny how layoffs can have a catalytic effect on your life, not just economically, but sometimes success can come out of the hardest points in your life. Ed Evarts: Well, I have built a new relationship with the person who laid me off at iron mountain. And just to tell that story quickly: my performance review was late and this boss called me and said, "Ed, I'm ready to give you your performance review. Can you come to my office at four o'clock today?" And I said, "Sure." So I was excited to get my performance review. I went into her office and I sat down and she said, "In reality, Ed, I'm not here to give you your performance review. I'm here to let you know that we've made a decision to eliminate your role at the company." So for that day and for a few years following it, it was the worst day of my professional career. And I can say with all honesty, Mark, 16 years later, it was the best day of my professional career because they kicked me out and I had to make some decisions, which I was not anticipating needing to make. And it just opened up a whole slew of opportunities. And I joke, I think today I'd still be at Iron Mountain if I didn't get kicked out. And so to your point, it was you know, a great, great opportunity that at first felt horrible. Mark Reed-Edwards: I have a similar story, which we won't go into, because this is all about you, Ed. So, I'd love you to share the story about your podcast, Be Brave at Work. Ed Evarts: So I would say about five years ago, I had coffee with a colleague that I worked with at Lechmere, I think 20 years previously. And so when I left Lechmere, this person and I did not stay in contact at all. And then when I left Iron Mountain in 2008, we began connecting virtually. And so said hi on LinkedIn and checked in on LinkedIn. And I think about 10 years after that, he said, let's go get a coffee, let's catch up and hear what's going on in our careers. So we met for a cup of coffee at the proverbial Starbucks in Waltham and we were updating each other on our careers. And he told me he was starting a podcast production company. And I said something innocent, like, "Wow, I've always wanted to start a podcast." And he said, "Gee, Ed, what would it be on?" And I said, I really believe without missing a beat, "I think I'd want to talk about being brave at work." And so that wonderful colleague who I met and who sparked this idea of being brave at work is none other than the great Mark Reed-Edwards. Mark Reed-Edwards: No, that's me? Ed Evarts: That's you. Mark Reed-Edwards: That was a really interesting conversation that we had, because it was, quite innocently, it was just a couple of people who hadn't seen each other in 20 something years, just grabbing coffee and updating them. And it shows the value of meeting face to face and just having conversations with no pretext and what can come from that. Out of the conversation rose Be Brave at Work. Ed Evarts: Yeah. And it was a great combination, Mark, between your sincerity and interest in helping me kick off a podcast and making it work, and my commitment and interest in doing it, that led me to host almost 270 conversations with business leaders and professors and many average everyday people on bravery at work that ultimately led me to author the book that you mentioned earlier that came out in May of this year called The Bravery Trick. So all of that started with this innocuous, innocent little cup of coffee at a Starbucks. Mark Reed-Edwards: And was the book something that was kind of percolating as you were producing episode 50, or was it something that when you got through all 270 or whatever it is that you thought out of that, I should be able to get a book. When when did the book start rising up as an idea? Ed Evarts: So I don't know at what podcast the idea started to generate, but I did have one of those moments where I said, "You know, there's a book here. I'm hearing similar theories and philosophies and experiences from real people in the real world." So this isn't stuff I just sat back and created in the, you know, the confines of my office, but in listening to people and their experiences and the regret that they felt not saying something that was hard to say or doing something that was hard to do that I thought could result in a book. I'm a big fan of the number three. And so, as you mentioned I needed a third book in order to satisfy my need to do things in threes, and so this became the recent book. Mark Reed-Edwards: And the book is fascinating. I got it over the weekend. And I'm interested as I page through it, there is a section on Reasons to be Brave. Can you go into that and share a bit about the reasons we should be brave? Ed Evarts: When I wrote the book, Mark, I really wanted to write it in a way that can connect with everyday, average people. I didn't want it to be too professorial or 800 pages, but I wanted it to be kind of a simple, easy to understand, easy to read, overview of ideas and suggestions on how you could be brave at work. And there are an innumerable number of benefits that we lose or don't take advantage of for ourselves by not being brave at work. So for example, in the book, I talk a little bit about spiritual development that by being brave at work and saying something that's hard to say to a colleague or doing something that might be hard to do can actually help you feel better because you get it out of your head and out of your system. It might be something that's stressing you out or making you feel uncomfortable. And if you never do anything about it, it might cause you to make bad decisions. So there's a spiritual development that can happen by saying something to a colleague that can be helpful to them. There's also mental development, right? So, saying something that may be hard to say or doing something that may be hard to do helps build your mental capacity as a leader. We all want to be effective, impactful leaders and yet we can't get there unless we're doing things that help us grow and evolve. And, you know, I love and I mentioned in the book a quote from former first lady Michelle Obama who said, "Through my education, I didn't just develop skills, I didn't just develop my ability to learn, I developed confidence." And so there's this ability mentally to be more confident with what you do and who you are. And then the last benefit is physical development. That there's this whole brain arena that I touch on quickly but don't go into great detail that allows certain things in your brain to work in a way that helps you grow and develop. So it helps you physically be brave at work. It helps you spiritually and it helps you mentally say things respectfully and professionally at all times to a colleague, friend, a next door neighbor, a family member, whoever it might be in ways that help them. Mark Reed-Edwards: But are there things that an organization, a company, can do to encourage bravery? To encourage me as an employee going to my manager with an idea that could help the company. In some cases that dynamic between the employee and the manager is fraught because the employee is afraid to raise his or her hand to make a suggestion because it might get shot down, you know, even though the employee might think it's a great idea. Ed Evarts: You're dead on. And one of the obstacles that currently exists to being brave at work is: does our culture recognize it or honor it? And if I work in an organization where raising my hand and making a suggestion is not well received or is not honored or respected, my likelihood for doing it even if I want to do it is diminished. And so in the book I talked a little bit about the fact that being brave at work is a two way street. I need to have the skills and capabilities to say what I need to say or do what I need to do in a very helpful and respectful way. But I need to know that the other person is going to receive it well. If I wanted to tell you something, Mark, that I think is hard to say, or I'm not sure if you're going to receive it well, but we have a great relationship, you know that I want to help you, I'm motivated to help you, your likelihood for listening and participating in that is significantly more likely than if you're not that way, right? That if I think it's just going to fall on deaf ears and won't make a difference. So the culture we exist in is significant, and ironically, the person you mentioned at the start of the podcast, Amy Edmondson, Is an expert--global expert--on something called psychological safety, which is this arena or culture we create where I can be who I need to be professionally and respectfully. But if I'm at a meeting and I need you to repeat something or I need to make a recommendation that's controversial, I can do it without feeling judged or belittled or get, you know, people getting defensive or argumentative. So the culture we create is super important to ensure people can be brave at work. Mark Reed-Edwards: So, yeah, boy, it's such a big topic in marketing, I think, which is where I've made my living because we're always trying to come up with ideas, be creative or present data that may not be what our superiors want to hear. So I'm going to encourage everybody I know in marketing to pick up this book. So can you share a bit about the Bravery Trick Model? Ed Evarts: I can, but before we go there, Mark, I'm just curious as you talk about individuals who focus on marketing or have a career in marketing, do you believe that all of them have opportunities to be braver, to say something that might be hard to say, or do something that might be hard to do --respectfully and professionally at all times? But I mean, do you think these opportunities exist out there for people who focus on marketing? Mark Reed-Edwards: Oh yeah. And I mean, in my area, it's all about ideas. So when I present a concept, sometimes you're maybe a little hesitant to say, well, here's my real idea. You're trying to gauge what the reception would be for an outlandish idea. And so maybe you go with a safe option. Ed Evarts: Yeah, I am not an expert in marketing, but based on my expertise in bravery, I have to believe that marketing and the activity of marketing, especially this model of idea creation requires bravery constantly, that you constantly... Mark Reed-Edwards: Mm hmm. Ed Evarts: ...have to say, "wow, great idea. This is going to be very interesting or controversial. How do I present it? How do I share it with others? What way can I engage others in respect to adopting this idea or at least considering it, right? How do I make it a candidate for something that we want to do?" Mark Reed-Edwards: It requires bravery to press send on an email campaign. It requires bravery to push a website live after you've totally renovated a website. It requires bravery for me as, you know, someone who makes a living as a writer, sometimes to send a draft to a client. But, but you do those things as a matter of course, maybe you don't even think that it's brave to do that. Ed Evarts: Yeah, I think a lot of times we do things that others think require bravery and we ourselves don't. Or required a ton of bravery that people think were easy to do. So bravery is complex in respect to its existence in the workplace. And again, I hope people find time to purchase the book and think about some ideas. And I want to go back to the question you asked earlier, which was the bravery trick model. So based on the feedback that I heard from the people I interviewed in the podcast, we also did a survey of the marketplace in respect to bravery as it exists in the workplace. My own experiences being a corporate leader for 20 plus years, and my relationship with clients for the last 16 years in all different industries at all different levels. You know, the model is essentially made up of four areas, which is Practice, Presence, Future Focus, and Flexibility. If you practice what it is that you want to say, that you're very present at the meeting, and ensure the person knows that you're all in on what it is that you're talking about, that you focus on the future, you focus on where you're going, not where you've been, and you're flexible with the outcomes and decisions and next steps, your likelihood for being brave at work is increased. Mark Reed-Edwards: The thing that I like about the book is that it's really easy to follow. So as you said, you know, it's not a 400 page treatise on bravery. It's a really approachable, well organized book. So I recommend people go out and get it on Amazon right now. Finally, and maybe this is where marketing and bravery intersect: what's the experience of marketing and launching a book? That took some bravery, I would think, right? Ed Evarts: I don't know if it took bravery. It certainly took diligence but yeah, I mean, you know, bravery again is very hard to define and very hard to understand what again might have been a brave thing for me. You know, there are some people who going to a networking event is bravery for them. It's very hard to walk into a room with people they've never met and interact. And many people don't even do it because of that reason. For me, I could walk in and, next thing, you know, I've got 10 new best friends. So it's a no brainer, but you know, I think it's diligence and persistence. I think all books need to have some type of model or premise that you're operating around that you want to share. Everything I write, Mark is designed to educate and help others. And that's why it's written in the way that it's written. I've been a big fan of business books throughout my career. I've read a million business books, and the ones I remember most, and the ones that I'm most attracted to and go back to, are the ones that are simply written, right? They're written by people for people. And they're, again, they're not this 400 page, you know, encyclopedia type book on whatever topic it is that you're reading. Like you, I hope folks have an opportunity to read it and walk away with one or two ideas that they can integrate into their style that will help them be braver at work. Mark Reed-Edwards: Well, it's great, Ed, and it's great reconnecting with you after a while. I hope the, the book continues to do well, and I wish you luck in the future. Thanks for joining me. Ed Evarts: Thanks, Mark. It's been great chatting with you. Mark Reed-Edwards: We'll see you on the next Confessions of a Marketer.

Leaders of organizations have a large responsibility when it comes to their own mental health, and of those in their organization. When they speak up about mental health, others can too. But vulnerability comes with risks. How can leaders model openness around mental health without bumping up against stereotypes and judgment? In this roundtable conversation, host Morra Aarons-Mele speaks with Harvard Business School professor Amy Edmonson – the pioneer of the concept of psychological safety at work; entrepreneur and best-selling author Peter Sims; and Megan Reitz of Oxford University and Hult International Business School about the leader's role in speaking up and fighting mental health stigma. Learn more about Amy: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Learn more about Peter: https://petersims.com/ Learn more about Megan: https://www.meganreitz.com/ Learn more about Thinkers50: https://thinkers50.com/

In this episode of the Product Thinking podcast, host Melissa Perri is joined by Amy Edmonson, professor at Harvard Business school and author of the new book: “Right Kind of Wrong: The Science of Failing Well.” Join them as they discuss the science of failing well, what is psychological safety and the distinction between leadership and leaders.

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

The season during which you were born may have an effect on your health. This episode begins by revealing a study from a few years ago that shows some interesting differences in children who were born in the summer versus those born in winter, spring and fall. https://www.independent.co.uk/news/science/babies-born-in-winter-are-bigger-brighter-and-more-successful-5336850.html Some new and fascinating technologies are already starting to change lives around the world and will soon be affecting you. These are not far off in the distance technologies – they are here right now - from sponge cities to meat grown in a laboratory, to all the things that AI can do. Here to reveal and explain some of these new technologies is Jay Ingram. He hosts 2 national science programs in Canada, “Quirks & Quarks” on CBC radio and “Daily Planet” on Discovery Channel Canada. Jay is author of 19 books including, The Future of Us: The Science of What We'll Eat, Where We'll Live, and Who We'll Be (https://amzn.to/3WdMNqX). Failure is no fun – but it is inevitable. Failure turns out to be an excellent way to learn and improve our skills and abilities. Still, failure carries a stigma. People often believe that when you fail, it makes you a failure. Parents often want to protect their kids from failure. That turns out to be a very bad idea. So, we are going to talk about how to fail well with my guest, Amy Edmonson. Amy is a professor of leadership and management at the Harvard Business School and she is author the bestselling book, Right Kind of Wrong: The Science of Failing Well (https://amzn.to/3xRCxe0). How you handle and store the food you buy at the grocery store can lengthen or shorten the time before the food goes bad and you have to throw it away. Listen as I explain the best tips to keep food fresher longer. Source: Shop Smart magazine (no link) PLEASE SUPPORT OUR SPONSORS! Indeed is offering SYSK listeners a $75 Sponsored Job Credit to get your jobs more visibility at https://Indeed.com/SOMETHING We love the Think Fast, Talk Smart podcast! https://www.gsb.stanford.edu/business-podcasts/think-fast-talk-smart-podcast NerdWallet lets you compare top travel credit cards side-by-side to maximize your spending! Compare & find smarter credit cards, savings accounts, & more https://NerdWallet.com TurboTax Experts make all your moves count — filing with 100% accuracy and getting your max refund, guaranteed! See guarantee details at https://TurboTax.com/Guarantees Dell Technologies and Intel are pushing what technology can do, so great ideas can happen! Find out how to bring your ideas to life at https://Dell.com/WelcomeToNow eBay Motors has 122 million parts for your #1 ride-or-die, to make sure it stays running smoothly. Keep your ride alive at https://eBayMotors.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Join Brian and Sumeet Moghe as they discuss transforming the focus and efficiency of Agile teams in our always-on world. Discover how to master asynchronous work to enhance decision-making and improve team dynamics. Overview On this episode of the Agile Mentors Podcast, Brian welcomes Sumeet Moghe, author of the Async First Playbook, in this enlightening episode as he explores the pivotal role of asynchronous work within Agile frameworks. Sumeet shares his insights on fostering deep focus, enhancing decision-making, and pragmatically adapting Agile practices to meet unique team needs. Delve into the challenges and strategies for securing team buy-in, balancing synchronous with asynchronous tasks, and building cohesion in distributed teams. This episode is packed with actionable advice on creating a supportive, safe, and productive environment through intentional communication and strategic face-to-face interactions. Tune in to reshape your team's approach to collaboration and productivity in the asynchronous era. Listen Now to Discover: [1:15] - Brian welcomes Sumeet Moghe, Transformation Specialist and Product Manager at Thoughtworks and author of The Asynch-First Playbook. [2:18] - Dive into Sumeet's captivating journey to mastering asynchronous work, exploring how his deep-seated passion sparked innovative approaches in his professional life. [5:11] - Brian expertly connects Agile principles to the unique challenges of asynchronous work, offering insightful solutions for today’s distributed work environments. [7:32] - Sumeet unveils critical insights from his extensive experience in asynchronous work, offering valuable lessons for mastering remote collaboration. [10:57] - Highlighting the challenges that conventional Agile practitioners encounter in asynchronous environments, Brian turns to Sumeet for practical solutions to address these issues constructively. [16:26] - Are you ready to take your Asynchronous work to the next level? Consider taking Mountain Goat Software’s Advanced Certified ScrumMaster® (ACSM) class to dive deeper into facilitating and thriving with an asynchronous team. To learn more, check out the Mountain Goat Software Certified Scrum and Agile Training Schedule. [19:28] - Sumeet outlines effective strategies for conducting Sprint Planning sessions with asynchronous teams, ensuring smooth collaboration and productivity across different time zones. [24:32] - Sumeet addresses team building on asynchronous teams, highlighting and walking through the asynchronous application of the work of Amy Edmonson and Google’s Project Aristotle, developing psychological safety. [32:52] - To foster deeper trust and reduce conflicts, Sumeet advises using the cost savings from asynchronous work to facilitate in-person team interactions. [35:20] - Brian shares a big thank you to Sumeet for joining him on the show and bringing his unique experience to the conversation. [36:10] - If you enjoyed this topic, we invite you to share the episode with a friend or on social media. And don’t forget to subscribe to the Agile Mentors Podcast on your podcast platform of choice. [37:19] - Do you have feedback or a great idea for an episode of the show? Great! Send us an email. [36:10] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership into that site by taking any class with Mountain Goat Software. References and resources mentioned in the show: Sumeet Moghe The Asynch-First Playbook by Sumeet Moghe Thoughtworks Sumeet's Photography The Fearless Organization by Amy Edmondson Advanced Certified ScrumMaster® (ACSM) Mountain Goat Software Certified Scrum and Agile Training Schedule Mountain Goat Software Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Sumeet Gayathri Moghe is a product manager, and design nerd at Thoughtworks, and author of The Asynch-First Playbook. Sumeet has worked on building software products and improving teams’ engineering effectiveness over diverse environments, building an approach that is versatile and can be effectively adapted across various industries to meet diverse needs. When he’s not at work building software, you’ll find him discovering the world through a camera’s eyepiece, photographing wildlife and wilderness.

This week Scott is joined by author of "The Right Kind of Wrong: The Science of Failing Well". Scott and Amy discuss the encouragement of taking smart risks, reframing one's thinking to expect and accept more failure to gain greater success, and how to have a little fun when something doesn't work out. See omnystudio.com/listener for privacy information.

“Move fast and break things.” That was Mark Zuckerburg's now-famous early motto for Facebook. Fast forward to today, many budding startup founders have come to live by this idea — that if you're not getting messy and failing often, you're not making progress — and you're definitely not creating the next Facebook. Recently though there's been some backlash to this startup culture mentality (Ahem, the FTX scandal.) But where's the balance? How can we encourage creativity and innovation and at the same time not move so fast that we harm others and look completely careless? Amy C. Edmonson, author of Right Kind of Wrong: The Art of Failing Well, explains the difference between “bad failure” and something she says we all should be seeking out in our day-to-day lives — “good failure.”  In Mailbag, we hear from a listener who asks how to politely deal with a parent who insists on buying her gifts for the holidays, and we hear from someone who just filed for bankruptcy and is wondering what they should prioritize paying off first. For our money tip of the week, Costco recently started selling gold bars (that's right, real gold bars) and can't seem to keep them in stock. Should you buy one?  Join us! Snag all the latest episodes, savvy budgeting tips, investing advice, and even giveaways via the HerMoney Newsletter at Hermoney.com/subscribe! The HerMoney with Jean Chatzky podcast is sponsored by Edelman Financial Engines. The podcast team and its host are neither employees nor clients of EFE, however, the show does receive fixed compensation and is a paid endorser and therefore has an incentive to endorse EFE and its planners. To learn more about the sponsorship, please visit PlanEFE.com/HerMoney. Please contact advertising@airwavemedia.com if you would like to advertise on our podcast, and to learn more about Airwave, head to www.airwavemedia.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today's episode of the Daily SPARK focuses on a crucial, yet often overlooked aspect of personal and professional development: the art of reflection. Dr. Sabba Quidwai delves into how transforming our approach to reflection can lead to significant growth and learning, inspired by the research of Amy Edmonson on psychological safety. Key Topics: The Importance of Reflection: Understanding reflection not as a focus on failures but as a vital tool for learning from experiences. Psychological Safety: Insights from Amy Edmonson's research, emphasizing the value of a safe environment for open dialogue on failures and ideas. Turning Setbacks into Success: How viewing challenges as opportunities for growth can lead to personal and professional achievements. Your Daily SPARK: (cut and paste the prompt below into ChatGPT) Hey ChatGPT, I want to develop the power of reflection. Here's my scenario: Situation: I recently experienced [specific event or decision]. Problem: This led to [emotions or thoughts about the experience]. Aspiration: I want to reflect on this to learn and grow. Results: This reflection could help me [how you hope to benefit or grow]. Can you suggest a process or questions for a reflective exercise on this situation?   To learn more connect with Sabba and check out her free class on ChatGPT: Join Sabba in her free class "3 Steps to Secure Your Career Future with AI". Sign up here. Connect with Sabba Quidwai on LinkedIn. Follow her updates on Twitter and Instagram. Discover more at designingschools.org. Remember, reflection is not just about looking back; it's a forward-moving force that shapes our path to success. Keep reflecting, keep learning, and keep growing!

Neste episódio da quarta temporada do Metanoia Lab, patrocinado pela Oi Soluções, o Andrea (andreaiorio.com) analisa uma fala da Amy Edmonson, professora de Harvard e autora do livro "The Right Kind of Wrong", que fala sobre os 2 motivos principais pelos quais em momentos difíceis de negócio, tolerância ao erro é mais importante ainda.

Embracing the right type of failure with the groundbreaking pioneer of psychological safety, who was voted the most influential international thinker in 2019. Professor Amy Edmonson's work has transformed the culture of leading companies, universities and organisations around the world - and her thinking can change your life too.Amy argues that we need to embrace failure - as long as it is the right kind of failure. She differentiates between intelligent failure, complex failure and basic failure. We need to embrace the former, and avoid the latter two.Professor Edmonson explains exactly what psychological safety is, how to foster it and how important it is - and how it fits in to intelligent failures.My debut book - Champion Thinking: How to find success without losing yourself - is available for pre-order now. Drawing on some of my favourite interviews from this podcast over the last five years, I want to challenge our ideas about 'success', and where peace, joy and fulfilment are truly to be found.PRE-ORDER: https://www.amazon.co.uk/Champion-Thinking-Success-Without-Yourself-ebook/dp/B0CG6G8LTXYouTube: https://tinyurl.com/YouTubeSimonMundieInstagram: https://www.instagram.com/simonmundie/Sign up to my newsletter: simonmundie.com Hosted on Acast. See acast.com/privacy for more information.

Der er gode fejl, og der er dårlige fejl.De gode fejl er dem, som du anstrenger dig for at gøre, men som du ikke lykkes med. De dårlige fejl er dem, hvor du ikke presser dig selv og vælger det forudsigelige, fejlfrie og sikre - som en cheeseburger hos McDonald's. Episode 71 af Livstykker handler om modet til at klumre. Tematisk runder dine to værter både Folkekirkens hang til det sikre, en sjælesorgs-seance om indre kvaler, synapser i hjernen og bevidst frustrerende børneopdragelse. I podcasten nævnes: Artikel i Jyllands-Posten, 16. juli 2023: "Elitetræner vil have danske børn og unge til at lære at lave fejl" af Morten VestergaardBogen The McDonaldization of the Church: Consumer Culture and the Church's Future af John Drane fra 2012. Bogen: Right Kind of Wrong: The Science of Failing Well - Why Learning to Fail Can Teach Us to Thrive af Amy Edmonson, 2023Bogen/pamfletten Må vi være her skrevet af Louise Franklin Højlund, Anders-Christian Jacobsen og Liselotte Horneman Kragh. Bogen ligger som pdf her.

Stephen Shedletsky is a Leadership Speaker, Author, and Coach. He has spent years helping leaders make it safe and worth it for people to speak up. Inspired by the work of Simon Sinek, Shed became the fourth person to join his team where for more than a decade, he contributed as Chief of Staff and Head of Brand Experience, Training & Development, and headed a global team of speakers and facilitators. Shed graduated from the Richard Ivey School of Business with a focus on leadership, communication, and strategy. He also received his coaching certification from The Co-Active Training Institute.I'm not sure entirely why but I've been speaking up for most of my life, but not everyone speaks up and not in every situation. I have been wondering about why that is and was thrilled when I learned that Stephen Shedletsky, aka Shed, was also deeply curious about this topic, especially in the workplace. Join us in this conversation as we explore why he felt the need to write this book now, how our environment can pressure us into being unethical, and the value of transitioning to a speak-up culture.CHAPTERS00:05:27 Why this book and why now?00:08:37 The value of transitioning to a speak-up culture00:10:22 Personality versus environment00:14:07 Combatting apathy00:15:00 Low safety but high impact00:17:00 A bad pickle00:18:59 Leaders who listen 00:21:59 Environment can pressure us into being unethical00:24:45 Human attributes rather than soft skills00:29:30 Nelson Mandela on sitting in a circle and speaking last00:32:30 Advice for speaking upLINKSFor active links, visit www.clarekumar.com/podcastSimon SinekIf Your Employees Aren't Speaking Up, Blame Company Culture, Hemant Kakkar and Subra TangiralaHemant KakkarAmy Edmonson Happy Space Podcast episode 16 - Still in Search of Excellence - with Tom PetersAlan MulallyIndra NooyiScott SonensheinNelson MandelaCraig FergusonIMAGE CREDITS (see images on Youtube video)Simon Sinek - credit Simon Sinek websiteAmy Edmonson - credit Amy Edmonson's websiteHappy Space Podcast episode 16 with Tom Peters - credit Clare KumarAlan Mulally - credit Wiki CommonsIndra Nooyi - credit LinkedInScott Sonenshein - credit LinkedInNelson Mandela - Wiki CommonsCraig Ferguson - Wiki CommonsLearn more about and follow Stephen:FacebookInstagram

“It's, you know, all but hardwired to resist failure, to not want to be blamed. You know, it's an instinct that's very, very powerful because we don't want to be rejected. We don't want to be thought less well of, which is why, you know, the things that I write about and let's face it, organizations that are truly world class, whether it's a scientific laboratory or, you know, an innovation department, or you know, a perfectly running assembly line, they are not natural places, right? They're not just left to their own devices, humans will create places like that. No, they're really hard work, good design, good leadership, kind of daily willingness to kind of stretch and grow independently and together. And the short way to put that is it takes effort to create a learning environment. It really does, but it can be done.” So says Amy Edmonson, the Novartis Professor of Leadership and Management at the Harvard Business School. Early in her career, she worked as the Chief Engineer for architect and inventor Buckminster Fuller, which started her on the road to reimagining how we're all impacted by the world around us. She then became the Director of Research at Pecos River Learning Centers, where she designed change programs in large companies. Now she's an academic, where she focuses on how teams function and evolve, along with the essential dynamics of collaboration required in environments that are informed by uncertainty and ambiguity. What sort of environments are those? Almost all work environments. A significant point of her research and focus is the necessity of psychological safety in teamwork and innovation—effectively, how do you create an environment where people feel like they can fail in the right direction, where they're learning and taking risks toward evolution and growth even when they might not get it right the first few—or few hundred—times? This is the focus of her latest book, Right Kind of Wrong: The Science of Failing Well.  MORE FROM AMY EDMONSON: Right Kind of Wrong: The Science of Failing Well To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Failure will happen. Count on it. Especially in today's complex, uncertain world. Here, Harvard professor Amy Edmonson explains how we can transform our relationship with failure, how people and organizations can fail wisely, and how we can use failure as powerful fuel for success. You may never look at failure the same way again.

Make sure to double-click on these key moments in this episode of Ctrl+Alt+Delete with Lisa Duerre™: [01:00] CHANGES Card Deck  [02:00] Spirit of Abundance Thinking  [02:40] Origins of the CHANGES Card Deck  [03:20] Getting better at managing and creating change.  [03:56] Seven Pillars that impact of affect change  [04:19] Leaders get better at asking provocative questions. It will change our trajectory.   [04:50] Flipping the script on BANI.  [06:00] The card deck is applicable in our professional lives and in our personal lives.  [09:00] Using questions to unlock the power of a group or team.  [10:00] Nourishment Pillar power.  [16:30] Michael's background: Elevating consciousness and human development and change [19:00] Why people don't like change.  [21:00] Resourcing yourself within the pressures of the systems.  [21:51] Changes Deck Practice - Meaningful Meeting  [29:30] Creative emergence through these questions happens quickly.  [31:00] Changes Deck Question Practice  [36:00] What do you really think drives performance?  [37:20] FIRM Leadership  [42:00] How can you keep in touch with Michael and follow his work? KEY TAKEAWAYS: Being good at change is a meta-skill that has a trickle-down effect on everything else. Get better at managing and creating change. Questions are one of the most helpful tools we have as leaders and people. If we get better at asking provocative questions, we change our trajectory. There is deep connectivity between nourishment and performance. It will take a business culture change that we need to do “whatever it takes” sacrificing our health and nourishment to actually create the results we are looking for. The science is there; business culture needs to catch up. There are clear answers out there and available. It's about connecting with the people and beliefs that there is a connection and can teach it. Look to thought leaders that explore the topics. Dig in and question your assumptions and look at the work from: Raj Sisodia, Fred Kaufman, Amy Edmonson, Lisa Duerre, Google Research Project - Aristotle. People are looking for a different workplace environment, and this is a critical time to be asking the question about performance and nourishment as a business leader. People don't like change or loss because people want consistency and predictability because it answers the question, “Am I safe?” and when we experience change, it disrupts our answer to “Am I safe?” Stay Connected: Michael's LinkedIn: ⁠https://www.linkedin.com/in/mdiettrichchastain/⁠ Michael's Website: ⁠www.arcintegrated.com⁠ Learn More About Changes Card Deck + Book: ⁠https://www.amazon.com/gp/product/B084VRYBDB/ref=ppx_yo_dt_b_search_asin_title?ie=UTF8&psc=1⁠ RLD Group's website: ⁠https://rldgroupllc.com⁠ RLD Group's LinkedIn: ⁠https://www.linkedin.com/company/rldgroupllc⁠ RLD Group on Twitter: ⁠https://twitter.com/rldgroupllc⁠ Lisa Duerre on LinkedIn: ⁠https://www.linkedin.com/in/lisaduerre/⁠ Ctrl+Alt+Delete with Lisa Duerre™ on YouTube: ⁠https://www.youtube.com/@realtalkwithlisa⁠

In this episode, we explore the ideas from the book Teaming about how to organise to learn. Organising to learn takes framing to learn, psychological safety, learning from failure, and crossing boundaries. The opening quote is from chapter one of the book "Teaming" by Amy Edmonson. References: Google 20% time - https://builtin.com/software-engineering-perspectives/20-percent-time Praiseworthy/blameworthty chart - https://hbr.org/2011/04/strategies-for-learning-from-failure Teaming - https://www.wiley.com/en-gb/Teaming%3A+How+Organizations+Learn%2C+Innovate%2C+and+Compete+in+the+Knowledge+Economy-p-9780787970932 --- Send in a voice message: https://podcasters.spotify.com/pod/show/tactics-tech-leadership/message

Canceled 1:1s, unrecognized accomplishments, meetings that drag on for eternity…oh my. When you have a conflict with your manager, it can feel incredibly risky to speak up. But having the courage to broach a difficult topic can be the first step toward real change. In this episode, Sara and Jen talk self-advocacy: how to identify your needs, outline desired outcomes—and actually START the conversation! Links:Read up on how the Wage Gap Shortchanges MothersCan you believe working moms get 58 cents for every dollar dads earn?Check out this study from Gender Action PortalMore on how work from home is increasing bias against working mothersRequired reading: Women in the Workplace 2022 study by McKinsey & Company and Lean InHow do you create a culture of psychological safety? Learn from Amy Edmonson's Ted Talk and Alla Weinberg's book A Culture of Safety. (Psst—you can download the book for free!)Go get that COIN (Context, Observations, Impact, and Next Steps, that is)Got a work situation eating away at you? Send it to us! Submit your dilemma at PMLEshow.com.

Today's guest is Dr. John Austin, who has been in the OBM trenches as a student, professor, and frontline consultant for over 20 years.  Before continuing with the usual opening remarks, I'm going to make a rare ask of you. Two asks actually.  This is perhaps one of the most actionable podcasts I've published. If you listen to this show and act on some of the suggestions, you can improve your practice right away. And that's not hyperbole. So the first ask is to make sure you listen to the show in its entirety, and go to reachingresults.com/results-toolkit for additional support.  The second ask is that you take a few minutes and share this episode with friends and colleagues. In your workplace, you might even consider discussing this episode, and more importantly, John's book Results: The Science-Based Approach to Better Productivity, Profitability, and Safety, in your staff meetings.  In this episode, we cover: The evolution of OBM practice over the last few decades. Why OBM consulting in ABA organizations can be more difficult than other settings. How to form better relationships with the people you work with.  Ways to pinpoint and measure your interactions with colleagues and supervisees.  The importance of asking questions. Agreeing on, instead of setting expectations. Why the book Atomic Habits irks me.  John's conceptualization of Burnout and Psychological Safety. What is a Mastermind, and why might you consider joining one. Other resources mentioned include: The Fearless Organization by Amy Edmonson. Building a Psychologically Safe Workplace, a TedTalk by Amy Edmonson.  Teaching Employees How to Receive Feedback: A Preliminary Investigation (Ehrlich et al., 2020).  ABA on Reddit here and here.  Radical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott.  HBR article: Good Leadership Is About Asking Good Questions. John's interview with Dr. Paulie Gavoni. My interview with Dr. Aubrey Daniels.  Rapid Change: Immediate Action for the Impatient Leader, by Joe Laipple.  This podcast is brought to you by: Behavior University. Their mission is to provide university quality professional development for the busy Behavior Analyst. Learn about their CEU offerings, including their 8-hour Supervision Course, as well as their RBT offerings over at behavioruniversity.com/observations. And check out the Leadership CEU I mentioned here. ACE Approved CEUs from .... Behavioral Observations. That's right, get your CEUs while driving, walking your dog, doing the dishes, or whatever else you might have going on, all while learning from your favorite podcast guests!

Culture Unwrapped is a lighthearted yet informative podcast for anyone with an interest in company culture - Leaders, HR and People professionals alike.    Brought together by Smart Works UK, Jo and Rachel connected over their common purpose to help humans find their confidence to achieve the things that matter to them.    Jo Smedley is co founder and director of Zest Learning Ltd, a business geared up to help build performance and create cultures where individuals and teams can thrive and inspire.    Rachel Gilfrin is a Confidence & Career Performance Coach who is hugely passionate about accelerating gender diversity within leadership roles, by working with women and organisations to support female talent to rise up.    In today's episode we're diving into the topic of Psychological Safety - and how we can incorporate this into our thriving environment. We're curious to unwrap anything that can sometimes feel like a "buzzword" to get clear on exactly what we mean, and how this benefits your culture.. Listen today - We referred to the fantastic work done by Amy Edmonson and her book The Fearless Organisation - check it out!   Please hit subscribe and continue to join us for our inspiring coffee conversations about all things human behaviour and workplace culture.   Zest Learning Rachel Harriet Coaching    

Shivangi is a Master Trainer, Leadership Branding Coach and shares her experience with Team Abundance. This podcast is based on Amy Edmonson's five element of an effective teams.Psychological Safety: Team members feel safe to take risks and be vulnerable in front of each other.Dependability: Team members can count on each other to deliver quality results on time.Structure and Clarity: The team has a clear direction, defined roles, and a shared understanding of their goals.Meaning of Work: Team members understand the impact and significance of their work.Impact of Relationships: Team members build positive, supportive relationships with one another.Shivangi is a Master Trainer, Leadership Branding Coach, and Founder of the vibrant non-profit organisation Thrive with Mentoring - a global women's mentoring network active across 10 countries that has catalysed thousands of mentoring relationships. Known for her compelling drive, Shivangi has trained and coached leaders and management teams in over 40 countries globally for organisations such as Google, Johnson and Johnson, Airbus, Pfizer, Syngenta, and Swiss Re. The words most often used by leaders to describe their interaction with Shivangi are 'evocative, dynamic and transformational'.Learn More about Shivangi WalkeLinked In: https://www.linkedin.com/in/shivangiwalke/Website: https://www.shivangiwalke.com/Julie Riga is a certified coach, trainer, speaker and author with over 20 years of experience in the Pharma Industry. Julie's education is vast with studies that include business, communications, training and executive coaching. Check out my new coaching program, Discover Yourself: Purpose and Personality. To learn more about Julie Riga and her mission to Stay On Course, visit her website: https://www.stayoncourse.io/Julie Riga is a certified coach, trainer, speaker and author with over 20 years of experience in the Pharma Industry. Julie's education is vast with studies that include business, communications, training and executive coaching. Julie started on this journey because she had a strong desire to pass on the knowledge and skills passed on to her by her father, Ennio Riga, and inspirational man who taught her how to keep going irrespective of the challenges that life may present you with. Based in New Jersey, Julie have travelled the world supporting corporations, business leaders and individuals on their journey of empowerment and growth

In this episode, we explore all about psychological safety with Anna Gibson, Clinical Psychologist and Organizational Consultant. Psychological safety matters in any relational system of any kind (e.g. families, friendship, workplace) We explore the common behaviours that characterize psychologically safe environments or psychologically safe relationships: behaviours that promote curiosity, that promote deep listening, that promote a sense that it's okay to make mistakes. (and you'll hear more about this in the episode!) We discuss what psychological safety facilitates. At the top of the list we find: ✅ Inclusion ✅ Belonging ✅ Getting closer to achieving DEIB goals ✅ Innovation ✅ Healthier relationships Tune in for a deep dive on psychological safety, in the workplace and beyond! Resources from the episode: Make sure to bookmark the work done by Amy Edmonson on Psychological Safety and her book The Fearless Organization Connect with Anna Gibson here and make sure to follow Fiorenza Rossini on Linkedin

Goed functionerende teams zijn een essentieel onderdeel van je businessmodel. Maar bestaat er eigenlijk een handleiding voor slim samenwerken? Ja dus. Teaming heet deze methodiek, ontwikkeld door Harvard-professor Amy Edmonson. Het is de vaardigheid om met een groepje mensen snel en slagvaardig aan een gemeenschappelijk doel te werken. Teaming is ook de titel van het boek dat Patrick Davidson over dit onderwerp schreef. Hij legt uit hoe je met dit principe in je eigen organisatie aan de slag kunt. Een belangrijke eerste tip? Maak een persoonlijke gebruiksaanwijzing.See omnystudio.com/listener for privacy information.

In this episode Sal Silvester and Amy Edmonson dive deep into the topic of psychological safety - what it means, the impacts of a hierarchical organization, how it applies to physical safety, the connection and potential of diverse teams and so much more. Amy Edmondson is the world renown expert on psychological safety and creating fearless organizations. She is the Novartis Professor of Leadership and Management at the Harvard Business School. Amy has been recognized by the biannual Thinkers50 as the #1 management thinker in 2021. Her most recent book, The Fearless Organization offers a practical guide for organizations serious about success in the modern economy and has been translated into 15 languages. You don't want to miss this important interview with Sal and Amy.

Guest post by Paolo Gallo Executive Coach, Speaker, Author Harvard Business Review has recently celebrated its 100th birthday by publishing HBR at 100 their greatest hits, with the most influential and innovative articles. You will find thinkers and authors such as Michael Porter, John Kotter, Amy Edmonson, Linda Hill and many more. HBR chose Peter Drucker (1909-2005) as #1 on their list, as he's the father of modern management and leadership. In his long and creative life, Peter Drucker has contributed to business's philosophical and practical foundations. For Drucker, management was a liberal art: he always used interdisciplinary approach with history, philosophy, religion, culture, and psychology. Managing Oneself: a Lesson from Peter Drucker He was interested in the worker's mind rather than his hands, building therefore the bridge to understand the knowledge worker – term he coined – who replaced the merely physical worker pertinent to the first and second Industrial Revolutions. HBR selected the article Managing oneself published in 1999. The basis of Druker's writing is that Success in the knowledge economy comes to those who know themself, their strengths, their values and how they can contribute to their organization. The idea is not new, as we know that knowing yourself came originally from Socrates. Drucker proposes to use the following questions to increase your self-awareness and to manage oneself: 1) What are my strengths? To respond to this crucial question, he suggests using feedback analysis. In short: every time we take an important decision, write down the results we expect and anticipate from this decision. Then, a few months later, compare the results with the desired results. Which results are you skilled at generating? What do you need to improve? Which habits helped you or prevented you from achieving what you had in mind? 2) How do I perform and work? How I can contribute? Peter Drucker refers to how we process information and how we take a decision. By reading? By writing? By discussing with other people, by listening, by talking? In which situation do you give your best? Some work well under pressure while some don't. What is your preferred work style? 3) What are my values? Where I do belong? As shared in my book The Compass and the Radar having your value system compatible with one of the organizations you work for is crucial. After understanding your strengths, work style and values, you will be able to find the perfect fit. A meaningful question to ask yourself is “What do I stand for?” and verify if the mission and purpose of the organization is congruent to your answer. One world of cautiousness. Don't trust corporate videos or elegant statesmen's: is better to check by your self the credibility – not the visibility – of the company you would like to work for. The American comedian Margaret Young said, "The way it works is actually in reverse: First, you must be who you really are, then do what you need to do to have what you want. Best approach? Look inside yourself first as the journey for a meaningful career starts inside us. The excellent and impactful article by Peter Druker provides a solid and practical framework to guide us and to make it happen. By Paolo Gallo Executive Coach, Speaker, Author Over the last 30 years, Paolo Gallo has been Chief Human Resources Officer at the World Economic Forum in Geneva; Chief Learning Officer at The World Bank in Washington DC; and Director of Human Resources at the European Bank for Reconstruction & Development in London. Keynote Speaker, Executive Coach. I am an executive coach, bestselling author and keynote speaker. I collaborate with Bocconi and Ashridge Business Schools. In my career I have been chief human resources officer at World Economic Forum in Geneva, chief learning officer at the World Bank in Washington, D.C. and director human resources at European Bank for Reconstruction & Development in London, with previous experiences at I...

Closing the loop on the recent discussion of vulnerability on the Love in Action podcast, Marcel Schwantes reflects on past interviews. Marcel quotes past guests and business leaders to prove why Vulnerability is not a weakness but instead a strength and a realistic approach to the reality of life and business. Highlights“Some welcome it [vulnerability] as an emotional leadership strength to build trust and connect with people, while others see it as a weakness and they reject it as a leadership practice deemed as too emotional, too touchy-feely for people in positions of power.” [1:10] Which is it? Marcel begs the question: is vulnerability a strength or a weakness?  “In my study, observations, and interviews of leaders, I have found that when leaders model vulnerability, whether it's by admitting blind spots or truly listening to the views of others, it creates a culture where everyone feels empowered to bring ideas forward that will grow the business.” [1:50] Over the course of Marcel's research he has discovered the importance and powerful impact leaders with vulnerability have.  "Our jobs make up a large portion of our lives, and to turn off your emotions for eight hours every day invites emotional disconnectedness in all aspects of life, and undermines self-confidence” [2:48] Marcel quotes Jason Tan, CEO of Sift, on why he finds Vulnerability to be not only an important part of leadership but an important part of life.  “I asked Amy Edmondson to define vulnerability in her own terms, as the word has undesirable connotations. She says ‘To me, vulnerability is a simple statement of fact; If you are a vulnerable leader, you are simply willing to acknowledge reality.'” [3:50] In episode 87, linked in the show notes, Marcel interviewed Amy Edmonson and Dr. Tomas Chamorro-Premuzic, two of the foremost organizational psychologists of our time. Marcel quotes Amy in her striking statement equating vulnerable leadership to recognizing reality.Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesLove in Action: Vulnerability, Not Bravado with Dr. Tomas Chamorro-Premuzic and Amy Edmondson on Apple PodcastsJason Tan - San Francisco, California, United States | Professional Profile | LinkedInSiftDr. Tomas Chamorro-Premuzic - Chief Innovation Officer - ManpowerGroup | LinkedInAmy Edmondson - Novartis Professor of Leadership and Management - Harvard Business School | LinkedIn

I dagens afsnit er det en optagelse af vores live udsendelse vi holder hver onsdag kl 14 på https://www.wiredrelations.com/dk/privacy-league, men vi havde det problem med udsendelsen, at vi kun fik optaget Jacob Høedt Larsens lyd. Så det du skal høre i dag er en sammenklipning af det han siger. I dag kommer Jacob ind på hvordan man kan skabe en tryg privacy kultur, da vi som organisation skal kunne arbejde effektivt med at højne ansvarligheden og forbedre databeskyttelsen.Vi kommer ind på: Psykologisk sikkerhed: En delt overbevisning i teamet om, at man kan sige ting højt, uden at frygte følgerne Pålidelighed: Vi kan regne med hinanden, alle leverer høj kvalitet til den aftalte tid Struktur og klarhed: Mål, roller og planer er klare Mening i arbejdet: Alle føler, at det, vi arbejder på, er personligt vigtigt for dem Impact: Vi tror, at det, vi arbejder på, betyder noget. Snakken kommer også ind på psykologisk tryghed, som er et begreb “opfundet” af Harvard-forskeren Amy Edmundson.Hun definerer psykologisk tryghed sådan her: “En del overbevisning om, at det er sikkert at tage inter-personelle risici.”Med andre ord: Jeg mener ikke, det er farligt at sige noget som helst højt:Vi taler altså om at det er en kultur, og at en kultur er altid svær at flytten, men Amy Edmonson har nogle forslag til, hvad man kan gøre. Der er specielt tre ting, man kan fokusere på i dagligdagen, hvis man vil skabe en god kultur:- Sæt scenen:- Vær proaktiv i forhold til at invitere til deltagelse: Stil gode, nysgerrige spørgsmål. Det gør det nemmere at dele.- Giv plads til at tænke og responderePrivacy League er en podcast fra Wired Relations, hvor vi taler om GDPR og informationssikkerhed. Hvis du vil være medlem og deltage i diskussionerne, så gå til https://www.wiredrelations.com/dk/privacy-leagueDu kan se mere om Wired Relations på www.wiredrelations.comVært: Jacob Høedt Larsen

If you're a leader or high achiever, you know you MUST build a team to achieve real significance in life, because it's with a team that you can do great things and release yours, and others, potential.In episode 126, we discussed What Psychological Safety is and why it is important. Now, in this episode, we talk about how to create it. 0:00- Intro1:16- How to create Psychological safety and why is it important?1:32- Psychological safety is a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up.4:18- Discussed the quote from Amy Edmonson, a PhD researcher at Harvard 6:27- Team leaders really need to become leaders. 15:29- “The biggest thing you should take away from this work is that how teams work matters, in a lot of ways, more than who is on them.” Laszlo Bock - Google's head of the People Operations 19:44- 5 key norms for high performing teams25:02- Things that leaders can do to model right behaviors to have psychological safety37:47- OutroRESOURCES========================Episode 126 - https://youtu.be/UW5eZbq0HrMLooking for bite-size nuggets of learning for leaders and high-achievers? Go to https://yoogozi.com/Learn more about our course and community, and our White Glove Service:https://hiremyva.comNeed a website you can be proud of? Let us help you. https://prowebsitecreators.comLooking for a business mentor that will surely propel you to success? Check out Larry's site.https://larrybroughton.meLearn more about Larry Broughton========================Website: https://larrybroughton.meInstagram: https://bit.ly/3vXPEoTLinkedIn: https://bit.ly/3pIXjq8Facebook: https://bit.ly/3pKVxEULearn more about Dave Braun========================Website: https://prowebsitecreators.com/aboutLinkedIn: https://bit.ly/3EpvoQe#HireMyVA#VirtualAssistant#PsychologicalSafety Subscribe to HireMyVA 2.0 Team & Business Building Podcast on Soundwise

The best leaders make it a point to create cultures in which everyone is empowered to speak openly and candidly.  We need to have a mindset where everyone knows that its not their right to challenge each other - its their obligation. In the Marine Corps is was called Speaking Truth to Power.  All Marines, at every level are encouraged to speak out to leaders who are willing to listen.   As a professional aviator, the ability to speak openly without fear of reprisal or admonishment is an absolute requirement for safe and effective operations.  There are many an accident that is directly connected with a pilot's inability or refusal to speak out with candor. In this episode we also re-visit my April 2020 conversation with Amy Edmonson, Harvard Professor and author of The Fearless Organization, that drives home the power of being Respectfully Candid. You can listen to the entire episode with Amy Edmonson here: podcast/amy-edmondson/ This show is made possible by MetPro.  Invest in your health. Be the best version of yourself. Optimize your nutrition and fitness increases energy, creativity, and productivity.  Visit MetPro.co/dose to receive a free month of coaching.

“Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes." That was said by Amy Edmonson, Organisational Behavioural scientist at Harvard.  You'll hear Amy quoted a lot in this fascinating episode and find out why psychological safety is so important in the workplace – especially one as complex as the NHS. Lynn Marsland's guest today is Pete Ledwith, Quality Improvement Programme Lead with AQuA and an expert in psychological safety. You can find out more about a range of resources that AQuA offer here: aqua.nhs.uk   See omnystudio.com/listener for privacy information.

In this episode, we explore the concept of Psychological Safety and understand its impact on team learning and organizational performance.Guest: Lavinia Mehedintu, People Experience Manager at eMAG and co-founder and curator of Offbeat.Highlights:* Psychological Safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or while making mistakes.* Amy Edmonson's research paper sits at the basis of the concept of Psychological Safety as the main influencing factor in team effectiveness and learning.* Google also did a research project called Aristotle on the same topic; they offer a framework and free tools for any organization to start fostering Psychological Safety in teams.* Adam Grant and Melinda Gates put together an experiment at the Gates Foundation. They asked leaders to show vulnerability by talking about their mistakes to create a more welcoming and trusting work environment.* Radical Candor by Kim Scott also touches on how leaders can create an open and honest working environment by showing people that they care personally while offering feedback or having difficult conversations.* L&Ds can help create psychologically safe working environments in their organizations. First, by identifying issues with trust and belonging on the various teams they support, then by helping executives and team leaders understand the importance and effectiveness of being supporters and promoters of psychological safety on their teams.* The absence of Psychological Safety prevents employees from focusing on learning since they're using their cognitive resources on workplace survival rather than acquiring new knowledge.* The biology of how the brain works also supports this: learning and going through new experiences protects and improves the neurons' myelin sheath, enhancing cognitive function - more details about the science behind this in Amy Edmondson's book The Fearless Organization.How to foster Psychological Safety:- Leaders should show vulnerability to the organization- Mistakes are seen as learning opportunities- Showing concern for colleagues on a personal level- Creating a sentiment of mutual trust and belonging within the team- Encouraging people to step out of their comfort zoneWhat prevents Psychological Safety in the workplace:- Public shaming or shaming in general.- Punishing mistakes instead of recognizing effort made and focusing on points of improvement.- Putting on a brave face even when it is unnecessary, for fear of being judged or ridiculed; not showing vulnerability.To join the conversation or get in touch, reach out to Liz Stefan on LinkedIn or email liz[at]niftylearning.io.

In this special edition of the AFP Conversations Podcast, Jim Kaitz, President and CEO of AFP, speaks with Amy Edmonson, who will appear at AFP 2021 as the Tuesday Keynote speaker. Edmonson is the Novartis Professor of Leadership and Management at the Harvard Business School and author of the book The Fearless Organization, which offers practical guidance for teams and organizations who are serious about success in the modern economy. In this interview, Edmonson provides a preview of her presentation, Leading Through Crisis: Leveraging Teaming to Solve Problems and Innovate. She discusses the value of successful teaming in a crisis and provides concrete tools that leaders and their teams can use to innovate in the face of disruption. AFP 2021 takes place November 7 - 10 in Washington, D.C. The early registration deadline is through June 25, 2021. To learn more about the event and to register, visit AFP2021.org.

Novartis Professor of Leadership and Management at Harvard School of Business joins John Catsimatidis and guest hosts Lidia Curanaj and Kevin McCullough to discuss how to deal with the returning workforce now that the pandemic is subsiding, and what bosses and corporations can do about it.

In this episode I interview Amy Edmonson about psychological safety in the workplace, why it matters and how to build it. Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. She teaches and writes on leadership, teams and organizational learning, and is the author of more than 70 academic articles. Her most recent book, “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth”offers practical guidance for teams and organizations who are serious about success in the modern economy. Her prior books, Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy and Teaming to Innovate (Jossey-Bass, 2012, 2103) and Extreme Teaming (Emerald, 2018) explore teamwork in dynamic, unpredictable work environments. Edmondson has been ranked by the biannual Thinkers50 global list of top management thinkers since 2011 and selected as the #1 most influential thinker in Human Resources by HR Magazine in 2019. Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller's mathematical contributions for a non-technical audience. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University. There are no perfectly psychologically safe organizations or completely unsafe ones. It happens more with teams then across organizations which implies that every manager has the opportunity to create a psychologically safe environment with passion for the cause, curiosity, empathy and humility. If you want to learn how to create a psychologically safe environment for your employees, one that fosters true “teaming” this episode is for you. Amy's book is available on Amazon: https://www.amazon.com/Fearless-Organization-Psychological-Workplace-Innovation/dp/1119477247/ref=sr_1_1?ie=UTF8&qid=1541340285&sr=8-1&keywords=the+fearless+organization And here's a link to Amy Edmonson's outstanding to Ted Talk. https://www.ted.com/talks/amy_edmondson_how_to_turn_a_group_of_strangers_into_a_team/transcript

Tom Fox and Nick Gallo discuss cultivating psychological safety within the workplace and innovation and growth, from Amy Edmondson’s book, The Fearless Organization. Tom expresses that a main aspect of psychological safety is creating a speak-up culture. Once your employees believe that you want them to speak up, your company can move forward.  Amy Edmondson is a scholar of leadership, teaming and organizational leading. She is currently the Novartis Professor of Leadership at Harvard Business School. Listeners can read Nick’s notes on this book at his LinkedIn page. Resources Tom Fox on LinkedIn | Twitter CompliancePodcastNetwork.net Nick Gallo on LinkedIn ComplianceLine.com The Fearless Organization by Amy Edmondson Texas Tax rate at 80% of 8.25%

Susan Hunt Stevens is the Founder and CEO of WeSpire, a technology platform that helps achieve the company’s goals through better employee engagement. WeSpire delivers applications at scale including sustainability, diversity and inclusion; moreover, they enable employees to be recognized for shaping a welcoming community both inside and outside the firm. We talked to Susan about her observations on the value of building diverse teams, the creation of the psychologically safe workplace, and most importantly, the ethical application of behavioral science. She shared seven simple questions, created by Amy Edmonson, PhD at Harvard, to identify the levels of psychological safety within her client organizations. We encourage you to consider them for yourself. If you make a mistake on this team, it is often held against you. Members of this team are able to bring up problems and tough issues. People on this team sometimes reject others for being different. It is safe to take a risk on this team. It is difficult to ask other members of this team for help. No one on this team would deliberately act in a way that undermines my efforts. Working with members of this team, my unique skills and talents are valued and utilized. Susan’s insightful comments mix a passion for the application of good research and a desire to help build productive, profitable organizations that treat their people with respect. We also want to give a special shout to Emily Wagner for turning us on to Susan’s work. Thank you, Emily! © 2020 Behavioral Grooves   Links Susan Hunt Stevens: https://www.linkedin.com/in/huntstevens/ WeSpire: https://www.wespire.com/ Amy Edmondson, PhD: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451 Nir Eyal “Hooked”: https://www.nirandfar.com/hooked/ How to Measure Psychological Safety on Your Team: https://www.business2community.com/strategy/measure-psychological-safety-team-01730787 “I Hired a Wife” article: https://medium.com/@chrismorgan_1657/i-hired-a-wife-and-my-career-took-off-16dc8ae481fe Cass Sunstein Ethics Guide: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2526341 Susan Cain “Quiet”: https://www.goodreads.com/book/show/8520610-quiet Google’s Project Aristotle: https://www.inc.com/michael-schneider/google-thought-they-knew-how-to-create-the-perfect.html     Musical Links Irish Step Dancing from Riverdance: https://www.youtube.com/watch?v=B718RsboGEI Drop Kick Murphys: https://www.youtube.com/watch?v=x-64CaD8GXw Abba “Dancing Queen”: https://www.youtube.com/watch?v=xFrGuyw1V8s  

On this week’s podcast we have special guests Karin Hurt and David Dye, international keynote speakers, leadership consultants, and authors of Courageous Cultures and Winning Well. I share a glass of Fly Me Away IPA from COOP Ale Works in Oklahoma City, OK. Karin Hurt and David Dye are the founder's of Let's Grow Leaders, a leadership training and consulting firm in Maryland. Recently names on Inc's list of Top 100 Leadership Speakers and one of the American Management Association's 50 Leaders to Watch, Karin and David work with leaders around the world who want to achieve breakthrough results without losing their soul (or mind) in the process. They're known for their deep experience, innovative approach, and highly practical tools. Their most recent book "Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers & Customer Advocates" aims to help create a culture employees actually want to join. With praise from leaders such as Daniel H. Pink, Liz Wiseman, and Kevin Kruse, and a forward by Amy Edmonson a Bestselling Author and Novartis Professor of Leadership, Harvard Business School. This is a book for leaders who want to build great teams and change the future.Available on Amazon, Barnes & Noble and iBooks. Visit https://letsgrowleaders.com/courageous-cultures-book/ for more information, and take a free Culture Quiz.Connect with Karin and David at https://letsgrowleaders.com/ or on their social media channels.Facebook: @letsgrowleadersInstagram: @letsgrowleadersYouTube: Let's Grow Leaders

Christine T. Rose is an author, speaker, award-winning executive and business coach member of Forbes Coaches council; Certified Psychological Safety Coach in partnership with Amy Edmonson’s The Fearless Organization; and CEO of Christine Rose Coaching & Consulting. www.christinerose.coach Paula Neva Vail Master Teacher - Usui Reiki Author and Speaker www.wellnessinspired.com

Christine T. Rose is an author, speaker, award-winning executive and business coach member of Forbes Coaches council; Certified Psychological Safety Coach in partnership with Amy Edmonson’s The Fearless Organization; and CEO of Christine Rose Coaching & Consulting. www.christinerose.coach Paula Neva Vail Master Teacher - Usui Reiki Author and Speaker www.wellnessinspired.com

3 Things Leaders Do To Hurt Sales Rep Relationships Sometimes, there are 3 things leaders do to hurt sales rep relationships and most times, they do it unintentionally. This is especially hard because sales leaders and sales reps spend a lot of time together. A bad leader can negatively affect how a sales rep makes his sell. While a good leader helps how sales reps can improve their sales.  Marc Levine founded his ImprovMySales business four years ago. The company is dedicated to creating wonderful and profitable places to work. Before this business venture, Marc was part of a sales team as a national account executive and technology and professional services. For the last 16 years, he has been developing leaders and teams, teaching people communication skills, selling services to certain companies including Citibank, Prudential, and Best Buy.   3 Things leaders do to hurt sales relationships There are probably more, but let's focus on just the three things for now.  A leader does not create a psychologically safe environment The leader forgets about humanity  The leader is emotionally unintelligent August has been a leadership month and people have been talking about the important things to become a good sales leader. This involves setting a vision and becoming a good coach. It's about creating a culture where sales reps can thrive and succeed.  When a leader fails to create that safe environment, the sales relationship takes a hit.  By definition, psychological safety was a term coined by the social psychologist, Amy Edmonson. Google did a two-year study and analyzed the qualities of its most effective teams. The results of the study have shown that teams promoting psychological safety produced better revenues and their team members stayed in the work longer than others. Psychological safety is a team norm that says it's safe to take risks, to be vulnerable, to ask for help, and to disagree with the rest of the team.  When you do, you won't be ostracized for disagreeing but instead, you'll be honored and validated.  An environment where sales leaders can thrive As a parent, when your kid doesn't understand something, you want your kid to feel safe to come to you and ask for help without getting embarrassed. The same is true in sales. As a leader, you need to develop a team where your members can be honest and can come forward when they don't understand something.  You want your team members to come to you about their problems early on in the sales cycle rather than at the end of it where the deal is falling apart. This is the essence of psychological safety.  It's an environment where people can ask for help, be vulnerable, take risks, and be supported  Create a psychologically safe environment  This doesn't happen overnight. It happens when your sales reps come to you asking for help and instead of reacting, you validate and support them. Do it a couple of times for the team members to realize that you want to help them.  Sales leaders also need to stop blaming the team members. Blame and accountability are two different things.  Blaming makes the blamed feel bad and threatened. It's when sales leaders bombard the reps with questions like:  Why didn't you hit the quota last month? Why did you lose that sale? Why aren't you doing this? These questions foster negativity. Accountability helps you raise the team's standard without making the reps feel bad. It's more like saying, “Hey you didn't hit your quota last month and I know you're disappointed. Let's talk about what happened that may have contributed to this and let's figure out the solutions.” Build an environment where your members can be comfortable in having a dialogue.  As a sales leader, you also need to admit your own mistakes. Research shows that when you admit your mistakes, the people around you will come close and will open up about theirs as well.  There's power in vulnerability and when you use that power, you will see your sales team come closer and open up to you.  Leaders forget about humanity  The next in the list of the 3 things leaders do to hurt sales relationships is forgetting about humanity.  Salespeople are like stand-up comedians. We go out there showing confidence knowing that we're going to be rejected. We are a fragile group. When sales leaders remember the humanity of the people on their team, the members tend to go above and beyond. The members put in incremental efforts.  Sales leaders also need to stop making the team members like little versions of themselves. Every member is unique with their own set of skills and strengths. Forcing things that you do well onto them will make them feel resentful. Instead, honor their strength. Validate the things that they do well to make them feel excited and engaged. Make them feel heard and understood.  Remember that you are working with human beings who have hopes and fears. and get scared. Honor that part of them.  Build strong relationships with your sales team Sales leaders need to build strong relationships with their team and practice emotional intelligence. Daniel Goleman wrote in his book Working with Emotional Intelligence that people with emotional intelligence are more successful in their careers than those who are just relying on pure intelligence. Emotional intelligence is the ability to understand and regulate your own feelings to understand and empathize with the feelings of others. As a sales leader, you need to be aware of your emotional triggers to be able to manage them. If you fail to develop that, you can easily be overtaken  by your emotional triggers and start to judge your team.  Sales is an emotional game and there are many opportunities where sales reps and leaders get triggered. #SalesFacts These triggers tend to show up again and again and these are no surprises.  Some examples are: When someone didn't hit the quota When someone's not adapting to the new technology When someone's not putting something into the CRM So, list your triggers and think of all the situations and the people that trigger the fight, flight, or freeze responses.   The sales team and all its members are the backbones of an organization. We want them to feel empowered and we can't make that happen if we don't provide them an environment where they can thrive and if we keep blaming them. Have conversations with them and make them feel good so that they'd want to produce for you.  “3 Things Leaders Do To Hurt Sales Relationships” episode resources Connect with Marc at improvmysales.com or reach him at (718) 637-7890.  If you like this episode, don't be shy and give us a thumbs up and rating on Apple Podcast, Google Podcast, Stitcher, and Spotify. We produce podcasts weekly so make sure to subscribe to get more of these sales talks that matter! Share this with your friends and teach them how to subscribe as well.  This episode is brought to you in-part by TSE Certified Sales Training Program. It's a helpful guide for sales reps and sales leaders to improve their pitches and presentations. It has 12 courses and you can get the first two modules for free! If you want to take your sales to the next level, then I recommend that you join us with our group coaching.  If you're a sales rep looking to hone your craft and learn from the top 1% of sellers, make plans to attend the Sales Success Summit in Austin, Tx, October 14-15. Scheduled on a Monday and Tuesday to limit the impact to the sales week, the Sales Success Summit connects sellers with top-level performers who have appeared on the podcast. Visit Top1Summit.com to learn more and register!  If you're a reader who loves reading and listening to books, you can also check out Audible as well and explore this huge online library with thousands of books. Register now to get a free book and a 30-day free trial.  Audio provided by Free SFX and Bensound.

Have you ever found a framework, a diagram, that perfectly summarized an important and subtle idea? That somehow made that important idea concrete and easy to talk about?   That's why I'm really excited to share today's conversation with Emily Levada, Director of Product Management at Wayfair. We'll dive into a Trust/Communication Map that, as a manager of a huge team, helps her navigate an essential question - is our team talking too much or not enough?    On the conversation design, meta side, I want to point out this important idea: The power of a visual to focus and shift a conversation. All conversations have an interface - either the air, a chat window or a whiteboard - a *place* the conversation actually happens.    A diagram creates a narrative space for a much more clear and focused conversation to take place - the diagram triangulates all of our individual inputs and ideas.   I stumbled across Emily's medium article where she breaks down this trust/communication trade off using this simple visual map. She points out that the map we talk about is commonly attributed to technology entrepreneur and venture capitalist Ben Horowitz. In his book The Hard Thing About Hard Things he writes,    “If I trust you completely, then I require no explanation or communication of your actions whatsoever, because I know that whatever you are doing is in my best interests.” With Communication on the Y axis and Trust on the X, you clearly don't want your team in the lower-left quadrant - low trust and low communication. Things will get pretty rocky there, fast. Increasing communication can help, but wow, will your team get burnt out, fast. The upper right quadrant, from a manager's perspective, is waste - in this region, we're having too many meetings. We can likely decrease communication, slowly, until we find a perfect balance - low friction, high trust teams.    Emily, at the end of the episode outlines how she uses this diagram to have this crucial conversation with the teams she manages: Where does each member of the team feel we are on this chart? Are we spending too much time talking or not enough? If you use this diagram with your team, please let me know! Email me at Daniel@theconversationfactory.com As Emily points out, when there's total trust, there's a sense of safety - When my collaborators trust me to make things work, I feel empowered to find my own way, even if I take the long path, down some blind alleys. Psychological safety is at the absolute core of teams that can make great things happen. We need trust and safety to make good decisions. Amy Edmonson, who coined the term Psychological safety, opens her book “The Fearless organization” with this amazing quote from Edmund Burke, an English philosopher from the mid-1700s “No passion so effectively robs the mind of all its powers of acting and reasoning as fear.” With the right balance of trust and communication, teams can feel safe to act, learn and iterate.  For all of this and a lot more, listen to the rest of the episode! Show Links The Trust/Communication Curve https://medium.com/@elevada/the-trust-communication-trade-off-4238993e2da4 Agile at a large experience design organization https://medium.com/wayfair-design/the-agile-methodology-of-a-large-experience-design-organization-178eccbb73c8   The Agile manifesto https://agilemanifesto.org/ The Five Elements of User Experience from Jesse James Garrett http://jjg.net/elements/pdf/elements.pdf   Minimum Viable vs Minimum Lovable Products https://themindstudios.com/blog/mlp-vs-mvp-vs-mmp/   Making Time in the Morning https://www.jeffsanders.com/the-5-am-miracle-podcast/   Project Aristotle and Psychological Safety https://rework.withgoogle.com/print/guides/5721312655835136/   Amy Edmondson, The Fearless Organization https://www.amazon.com/Fearless-Organization-Psychological-Workplace-Innovation/dp/1119477247   The Learning Zone https://hackernoon.com/great-teams-5f15cb718c20   The Trust Equation from the Trusted Advisor https://trustedadvisor.com/why-trust-matters/understanding-trust/understanding-the-trust-equation   High CUA Organizations, from High Output Management by Andy Grove https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884/   Helpful summary is here: https://charles.io/high-output-management/ Full Transcription   Daniel:            Emily, we're going to officially welcome you to the conversation factory. Thank you for making the time to do this and for waiting for me while I fixed all of my technical difficulties.   Emily:              Thank you for having me.   Daniel:            Awesome. so you can you tell the listeners a little bit about who you are and what your role is?   Emily:              I can start. Sure, sure. I'm a director of product management at Wayfair. I own a set of technologies that sit at what we call the bottom of our purchase funnel. So when you're shopping on Wayfair, that's the product detail page, the page that tells you about the things we sell, ah, they cart and checkout experiences. And then some other things like customer reviews or financing, how you apply for financing, understand financing on our side, our loyalty program. And I run a team of product managers doing that.   Daniel:            Yeah. And so we talked a little bit about how do you get a hundred designers to all talk the same language. Like, cause you've got to, you have a big team. How do you get them all pointed in the same direction as a word? Like tell us about managing that conversation cause like you literally can't have a conversation unless you're speaking the same language. And so like there's that step back that you're working with.   Emily:              Yeah. So I just shared an article that my design partner had written about our written design process or design toolkit as you might say. I think, you know, in any organization that scaling how you build the mechanisms for people to build shared vocabulary to be using the same tools. It's one that we invest time in. I don't know that there's any magic to it besides you know, making the time to have the conversation of what's the language that we want to use. Daniel:            Yeah.   Emily:              ...And being really intentional about it, right? What's language we do want to use, what's the language we don't want to use? How do we want to talk to new employees about these things in ways that are simple and digestible for them. And then they can build on over time. And then creating the mechanisms to make sure that coordination keeps happening. And you know, I think as we get more into this, you'll see that for me, how, how people communicate across the organization is a big part of what I spend my time thinking about.   Daniel:            Yeah. I really enjoyed Jessie's article. We'll definitely link to it. One of the things that kind of blew me away was this idea that because I've worked with organizations where they're having a sense that, oh, we should have our own proprietary design thinking process. We should have our own flavor of agile. And he's like, we wanted something that anybody coming in would generally recognize. And so it's like, yeah, it's nothing. Here it is, it's kind of the double diamond. It's, it's the basics of design thinking, but doing it is the hard part.   Emily:              Yeah. And I think one thing that's interesting is that we're actually not that dogmatic about how those things get applied. So really there's a lot of license to do what works best for your team. Right. Designers are part of a cross functional team with engineers, and analysts, QA, product managers and the designer should bring the tools to bear that are gonna help us understand customer problems and talk to our customers and prototype and test things. But we, but we're creating a toolkit that designers can pull from in order to do their work effectively.   Daniel:            Yeah. It seems like a lot of work went into, into building that, that toolkit that they can pull from, but also like, I mean, this is the, this is the essence of agile, right? It's, it's, it's people and interactions over processes and tools or am I misquoting it? That's embarrassing. It's something like that. So like, let's talk about your origin story. Like how did you get into this work? How did you get your start and you know, where are you hoping to sort of ...what's next on your journey with, with the work that you're doing? Sure.   Emily:              More so. I, rewinding to, let's say college I have two degrees. I have a degree in psychology and a degree in theater production. I'm a theater kid.   Daniel:            That's amazing. I could see how that could prepare you for many, many, because everything's a circus and you know how to put on that. Let's put on a show like you know how to do that.   Emily:              Keep the drama on the stage, we say yes. I actually, there's a tremendous number of parallels that I think are really interesting. But psychology and theater, they're both studies of how individuals behave. One scientific and one's artistic, but that's a common theme. And as I transitioned in technology and got an MBA, I fell in love with the idea of customer insights. So that we could understand it and influence people's behavior with the technology that you build. And so that's kind of one thread that pulls through here. And then that, that also fuels a passion for organizational behavior. How do I understand the behavior of the people around me and how we interact with each other in the conversations that we have in our organization? And then I think the other interesting thing about theater, well there's a, there's a product management tie. Building theater is cross functional. You have designers, you've technicians. I've learned over the years that the conversation that happens between a set designer, a stage carpenter and a scenic painter is no different than the conversation that happens between the UX designer, a backend engineer and a front end engineer.   Daniel:            Okay. Can we, can you break that down? Cause like I don't think many people know those roles in maybe, maybe those words in either context. Yeah. Lay those out. Cause like this is the difference between like the, like the skin and the concept and how it works, Maybe....   Emily:              Right...Well, so, so in both cases you have someone like a designer who's coming up with a concept or understanding maybe it's user behavior or the story that we're trying to tell. The content that we want to have in what we're publishing. And then but having the concept or having the vision is different than having the executed product. And so then you have a technician, right? You have engineers you have carpenters and painters and, and then really that's really just specialization, right? Those people are delivering on the thing that's been designed. And and they may have different types of specialization. And then I think where the thing that's the same in my role about that is that what you deliver is never going to be exactly the thing that you designed. And there's a constant process of learning and discovering the unknown and prototyping or having to cut to meet a budget or a timeline changing scope.   Emily:              And that's the same, right? It's actually the same conversation. So I found a lot of skills in software development, product management that were skills that I had had developed earlier and loved that, that managing that conversation between those people and that translation between the functions. And then the other thing that I think is super relevant to the trust part of the work that I do is that the theater is a space and it's a workspace where coming to work emotionally available every day is part of what allows you to deliver the work. Like my, my early career, my conception of a business meeting was a bunch of people get in a room, we'd watch, a play. And if at the end of the business meeting everybody wasn't crying or laughing or right, whatever it was then like your product was not delivering the emotional experience that you need it.   Emily:              And so your ability to then work through you know, how do I build something that resonates more emotionally, it was a, it was a critical part of that experience. And so I think that in the business world that translates into being, you know, high EQ, whatever that means. But there are some notion that that idea that you sort of come to work present and authentic and kind of with your emotional switch "on". That is something that I'm just really interested in and passionate about. That's kind of the way that I'm built. And and so how that translates into a different, you know, range of the world that I'm in today has been interesting question. I mean, so like, let's, let's dig into that a little bit because I think the idea that our product should turn the customer on like that it should hit   Daniel:            Them and the gut the way like a great production should is a provocative one. And then like, so there's, there's these, there's that level of the, it should have that effect on our, our end user, but we should also be excited about doing it. And then I also need to sort of manage myself through that whole process of, you know bringing my best self to that dialogue, the interaction with all the people who are supposed to be making this thing. But there's a lot of, there can be a lot of conflict intention in that black box of making something that people are gonna love.   Emily:              Yeah. Yeah. I mean, I definitely, I think sometimes it's surprising to people that even just this concept of, hey, I want to build something that people love, that hey have emotional reaction to that, that I might talk about ecommerce that way. Right. Can we stupid. You're selling stuff, right? Yeah. But we all have to buy stuff, right? You right. You still want an experience that people really love. And also, you know, your home is intensely personal. And so for us, the experience of finding the right things for your home and crafting a space, crafting an environment that is a backdrop for really important parts of your life and your family and your friends your kids that's very emotional. It's a very emotional process. And so you want the tools that you're giving people to, to, to go through that journey to be emotionally resonant for them.   Emily:              You know, I think this is, there's lots of conversations about this in the product world. This is sort of, you know, you're aiming for a minimum viable product versus a minimum lovable product, right? Yeah. It's that that difference. But I think for me the organizational side of it is equally as important. You know, we, we know that we, we all want to have teams that are creative, that are risk tolerant, that move fast. And then we have these really complex organizations and at the end of the day, like how do you build teams that can do those things? My point of view is that you really need to have the emotional component in order to build teams that can, can embody those qualities. Daniel:            Yeah. So I want to go back, I want to, I want, I want to go deeper, deeper into the trust and safety piece because that's, that's important. But I was trying to find this diagram that I just sent to you. And the chat window, I need to find who originated it. This was like one of my favorite diagrams when I was getting started in UX, just to like talk about the difference between like vision and concept and details. This is another version of it. Product is functionality. Product is information. There's so many versions of this just the idea that like, there's all these different layers in the process of making something real and my own sense that like everybody wants a seat at the table, right? Cause like even those people are highly specialized where they're like, oh, I'm just gonna make an "x". If they don't understand the vision and if they're not bought into the vision, people feel excluded. Yeah. People feel like, oh, I'm just a doer. Like, so I guess my question is like, you as a leader, how do you make sure that the people who are part of creating that vision feel like they're all included? Like how do you create inclusion?   Emily:              Yeah. I mean it's interesting because yes, they want to feel included, but I would actually go so far as to say that they need to be included if you want to get the right product. Because if you tell people what to build, they'll build you what you tell them. If you tell them why you want to build it, they're going to build something better than what you asked them to build.   Daniel:            Yeah. I'm just...that's a solid gold quote right there.   Emily:              Uh and so I think that the question then very tactically becomes when is the right moment in the process to involve which person, what pieces of information are you giving them? But I think really it is about orienting around why, why are we here, what outcome are we trying to drive, not what are we trying to build. And you know, ultimately the conversation shifts to what are you trying to build. But I think partly there's a, there's also a listening aspect here, right? You listen to the conversations that people are having and if people are getting stuck and you start listening and are having conversation about the what you try to back them up to the why, right?   Daniel:            Yeah. No I agree. Yeah. I mean there's so many avenues to go down because in a way like there's another piece which is like how are you seeing the patterns and all of that and all of those conversations that you're, you're, you're pulling together cause you're, you're looking at this at an organizational level as well, right? Like you're in a lot of different places and listening to a lot of different things. Like how do you make the time to start to weave it back together for yourself and to a clear narrative like "this is What's happening?"   Emily:              Some of it is I think about pattern recognition, right? This is true of all feedback. So one thing that I say about feedback a lot is that you know, any feedback, whether you're giving, receiving feedback, it's a data point. And if you, if every piece of feedback you get, you took immediate action on and treated as equal to every other piece of feedback, like you'd go mad. And so when you get feedback or when you hear a thing, it becomes a piece of data and then up to you to look at all of the pieces of data, have you got and, see the patterns, prioritize which things you want to act on and then go act on them. And so I think, you know, as an organizational leader, as I'm doing one on ones or doing skip level meetings or listening to questions, people are asking in various forums or listening to the water cooler talk. It's sort of data that goes into the pattern recognition machine, right?   Daniel:            Which is your brain. Are you using a whiteboard or a like a dashboard or anything to track that? Or is it just really like just filtering …   Emily:              Yup. I have some, I have a notebook that I you know, clutch very tightly and carry with me everywhere I go. That I think is my primary, you know, hey, I'm just gonna write down things that I see or observe. I have a window of time. I get to work very early in the morning. I get to work at seven. And so from seven in the morning until nine when the kind of meetings start is my time to really kind of step back, reflect on what I'm need to do or what I've heard, what's new, where things are and get some focused work time. And so I think being able to just carve out the time to sort of step back and say, okay, is there anything here that I, that I need to be paying more attention to or taking more action?   Daniel:            I have to say like in so many of the interviews I've done, one of the insights for me is that of all the conversations that we have to manage and maybe design the one with ourselves is maybe the most important one. And so having just, just having a notebook is like, like that's, that's huge. Right? Yeah. Really amazing.   Emily:              Yeah. You know, I'm also very lucky, I have a wonderful set of people around me who are great sounding board for all the Times that I'm like, Hey, I think maybe there's a thing here, but I'm not really sure. I let me just say it out loud to you and play it back for me and you know, help me see if there's really a pattern or not. Yeah,   Daniel:            Yeah. Analysis through dialog. Super important. So I think it would be useful for us to talk about like, so I found that this medium article that you wrote using this, you know, don't I just love visual frameworks of trust versus communication curve. And how did you, like where did that how does that framework filter into your life? Where did it come from for you and how do you, how do you actually apply that in your own work you use? Just talk to us a little bit about that little knowledge chunk and then we'll, sure, sure,   Emily:              Sure. So we, we first introduced the concept of psychological safety, which related but not the same in 2017. I actually, so psychological safety I think was popularized based on Google work, Google's project Aristotle. There's a New York Times magazine article about it that profiles a woman who's on Google's people analytics team. And she was a classmate of mine in my MBA program. And so I had been following the work and thought it was really interesting. And we actually introduced a concept of that is one level higher than the psychological safety concept, which is the learning zone. So the, the researcher who, who came up with the concept of psychological safety actually has a framework that's two axes and psychological safety is one access. And the other access is accountability, accountability to results. And, and when you have both of those things, you get this magic thing called learning.   Emily:              And I think that what was really important about that, cause you ain't swim it cause like I'm looking at that as a two by two from like very accountable and very safe means I've learned something. Yeah. Put that together for me. Yeah. So, so very accountable means like there's pressure, there's pressure to do, right? Like you, you, you're gonna run fast because there's pressure. But if you have high pressure and low psychological safety, you get anxiety, you get fear of failure, right. That, that and that is a killer, right? Especially in an agile process where there's a requirement to like take risks and try things and it, you know, that every single thing you do is not going to be a win. What you want is for every single thing you do to teach you something, right. The, to be another step on the journey to understanding where you're going.   Emily:              Oh, this is incredibly important in spaces where I remember it's it's Andy Grove. It's from high output management. He has this concept of, high CUA organizations or tasks that is complexity, uncertainty and ambiguity, right? So you don't have a roadmap. You don't know where you're going. You have some idea where you're going, but you might be wrong. You don't really know how you're going to get there along the way. And there's a high degree of complexity that you need to be able to fail and you need to be able to challenge people's ideas. You know, we know that the creative process, it's not that people just have brilliant ideas, they actually have not great ideas that then other people add slightly less, not great things too. And then, you know, you build, you like you, you build on top of each other and you make connections and then all of a sudden there's an Aha moment that you, you've landed on something that has value, right?   Daniel:            So I would say that these CUA things can only be done through conversation. It's only through like one person can't do it by themselves. Through that, you have to…   Emily:              Right, right. And so you have to have a group. And that group has to be willing to say stupid things and to say that they disagree, to challenge the status quo. And you can't do those things if you don't have psychological safety. If you're afraid that you will be judged for what you say or for challenging, then you don't get any of that behavior. And so, so when you have psychological safety, that's when you get... And performance pressure. That's when you get, okay, we're going to try something and then we're going to learn from it. And so learning becomes the kind of cornerstone to continuous improvement with that flavor of, hey, we're willing to take risks.   Emily:              We want to move fast. We're listening to each other. We understand that the solution we get you together is going to be better than the solution any of us could come to individually. And so that, that, it was a few years ago that that really became an important piece of how my department was thinking about the culture that we wanted to build. And, and in that I was thinking about, okay, what does this mean for my teams and how do I figure out when my teams are feeling that anxiety and how can I help them have the right conversations to get them back into that learning zone? And one of the observations that I had is that we spend a lot of time talking about how we talk to each other, right?   Daniel:            Amazing!   Emily:              I say to the conversation designer but, but that in the organization that often takes the format of, you know, do we really need to have this meeting? We should add this meeting. We should remove this meeting. I think we should write a new update email. We're getting too many emails. I, everybody needs to go into this spreadsheet and fill out this information. And there's just this, there's a cycle of "add a bunch of communication and process and then think there there's too much and take it away. And then I think there's too little and add more."   Emily:              And there's a justification that, that sort of a natural cycle. And the observation that I had a, and I talk a little bit about where those pieces came from, but the kind of connection that I made in my brain at some point in doing this is that the amount of communication that you need is the dependent variable. The independent variable is how much trust you have. It's not an objective, hey, in order to do this thing, I need this amount of communication period.   Emily:              The amount of communication that you need to be successful is dependent on how much trust already exists between the individuals doing the work. And so for me the interesting moment was, hey, let's reframe all of these, communicate all of these conversations that we're having about communication into conversations about trust and what does that look like? What would that mean? Yeah. And that actually you, you these, the costs of all of this communication, we call it coordination cost often. Yeah. That it's, that it's not a given. Like as your organization gets complex, you will need more communication. That is true.   Daniel:            So I'm going to, I'm going to sketch, this diagram just for the listeners. So they don't have to go any place else like okay, it's the, the y axis is amount of communication required. The X-axis, is access trust between team members. And in a way what you're implying is that there's a, a curve, a line that goes from the upper left to the lower right where basically the more trust you have, the less communication is required. Emily:              Right? That's exactly it. To accomplish any goal, the amount of trust that you have and the amount of communication that you need or inversely related. So if you have very little trust, you need a tremendous amount of communication. If you have a lot of trust, you need way less.   Daniel:            Can I push back on this concept? Just like, cause I feel like in a way like when there's a lot of trust, communication flows really freely to be like I can see on the graph anything that's above the line is inefficient use of resources and anything below it creates like friction of confusion or like, and I've seen this in projects where you're like waiting for someone else to like tell you it's okay to do what you think needs to be done. But at the same time I feel like my fiance and I talk a lot, you know, we, we have a lot of communication. There's also a lot of trust. Like I'm checking in with her and telling her my evening plans, not because I think she's worried that she doesn't, you know, where are you off with? She just wants to know and I want to tell her. So like maybe that's, maybe that's different cause it's, it's a personal context. I don't know.   Emily:              Yeah. Maybe trust and communication are actually self-reinforcing. And so when I say you have high trust and low communication that that implies that you actually have a higher degree of communication. I think, you know, maybe you could think about this as sort of additional communication or required communication, formal communication, right? And there are lots of different ways you could cut that. Although I do think that you actually just see less communication partly because one of the primary pieces of that is if I trust you, then I trust that you will understand when I need to be involved and you will proactively communicate to me and therefore I don't need to be doing the inbound communication to you. And so you know, you, I do think that there's an opportunity. I think the, and the really important piece of that is that we think we spend a lot of time talking about how we can add or subtract communication. And my thesis is that if you actually invest in building trust in teams, you can run more efficient organizations because you reduce the amount of communication that everybody to do.   Daniel:            Wow. So that upfront investment pays off. And your, I mean this is the classic go slow to go fast. Like you're like definitely has proved for you.   Emily:              Well yeah, I mean you, you, you invest in trust that allows you to pull out this communication. It certainly makes people happier and it gives you more of these other things like a willingness to take risks. You know speed to delivery risk tolerance. Yeah. Some of those other components that I think are really important.   Daniel:            So can we talk a little bit about the mechanisms, cause you, we talked about this in the pre-talk, like what are the mechanisms of creating value for the company through that, but then there's also the question of how do you actually, what is the process by which you create this kind of trust and psychological safety in your teams? So this is like the two side, like how do you do it and then how do you show that it's, how do you prove that thing that we, we were just talking about that it's, that the investment's worth it. Yeah. Cause people ask me all the time and I have a mixed answers for that.   Emily:              Yeah. I think, you know, I do think it's hard, right? It's hard. This is why the, some of these concepts like psychological safety and trust and vulnerability and Kulik they feel squishy cause it's hard to understand the value. But I do think that one of the things that's been interesting about this framework is that it is pretty easy when you start to look around and you start to diagnose, okay, where are my teams? And you start to actually selectively pull levers like, okay, I'm going to add communication here or I'm going to just remove communication here. That as a manager, having a framework like this just helps you be more active in how you manage those things, right? So if, if a manager can, if having this framework and diagnosing where their teams are effectively allows them to pull, you know, just a handful of pieces of communication out of the system without impacting the result, it's being delivered. You're delivering value right now. If you pull that communication out in a place where you don't actually have their trust, then you, you risk poor execution on the work. Right? And so the ability to make good decisions about where you can do that and where you can I think is what I'm trying to help managers do. I think in terms of actually building trust I have one go-to tool that I share. Although there's really many, many different ways to think about this. I'm a big fan of the trust equation, which is from the book the trusted advisor. Yeah. The trusted advisor is really about building trust in client relationships. But there's this concept in it called the trust equation, which is just a one way of breaking down what does trust really mean? And that trust equation says that trust is needed before components.   Emily:              There are three things that create trust, credibility, which is I trust your words. You know what you're talking about. You say, I don't know. When you don't know what you're talking about. That's one. Reliability is you do what you say you're going to do. So I'd say trust your actions. And then the third is they use the word intimacy. That can be a loaded word in business contexts. I tend to think of that as discretion is, is probably the closest thing. Like I, I trust you with a secret. Or I trust your judgment. It can mean I, it can mean you sort of know me personally. And then there's one thing that is sort of the great destroyer of trusts, which is self orientation. So if I believe that you will act in your own self interest instead of in my best interest then I don't trust you if I believe that you will take into account my best interest and think about my point of view, then we build trust.   Emily:              And the really important thing or the reason that that's my sort of critical tool is because it allows us to give feedback about trust that's much more specific. So it allows us to give feedback, allows me to give feedback about communication that's happening in the workplace. That is feedback about trust, but using those underlying concepts. So, Hey, when you well... Shit your way through the answer to that answer in that meeting and then had to go back and admit that you didn't know what you were talking about, you damaged your credibility with that stakeholder. Yeah. Right. Or when you didn't respond to that email, you damaged your reliability yeah. Or, right, then and then the positive version of that to hey, the fact that you thought to include that person in that meeting showed low self orientation and helps you build that relationship. And so more than anything that's just given people the vocabulary to have a conversation about trust without using the squishy word of trust.   Daniel:            Yeah. Breaking it down into components. Use the word levers, which I like. I talk about that a lot in my conversation design work, which is like, wow, how do we actually grab hold of this squishy thing and say like, oh, how do we manipulate it? How we actually move in? And you're like, at least you and you can focus on reliability, credibility, intimacy and intimacy is important. Like, I, I've begun to realize like the importance of actually spending time getting to know people. Like you forget this, otherwise people think it's just transactional. And that's, that's really, really critical.   Emily:              Right? And, and I think that also sorry, I just lost my train of thought for a moment.   Daniel:            I mean it's amazing by the way, like, I don't know like that you had the trusted advisor equation in your, in your brain. Like, so you get, you get a tunnel pass, it may come back to you.   Emily:              It meant that's okay. We can keep going.   Daniel:            What's that?   Emily:              I said we could keep going... Daniel:            Oh, so we, yeah, we are actually getting close to our time. So like I usually ask the, what haven't we talked about that we should talk about, which may or may not jog your memory…   Emily:              I remember what I was thinking.   Daniel: Yeah. There's the key - distraction!   Emily:              So the other thing about the trust equation is that it's actually true that different people value different parts of that equation. Well, the other thing that it allows you to do is have the conversation of saying, you know, sometimes like I've had situations where I'm kind of not connecting with someone or we just seem to be missing each other and not building the kind of relationship that I want. And then the ability to have a conversation that's like, Hey, I, what I'm looking for really is, you know, intimacy. And the other person says, well, I really want reliability and I don't really care about intimacy in this relationship that that allows you to figure out what matters for trust in that relationship more effectively.   Daniel:            It does. And so when you, you talked about how you spend a lot of time in your team talking about conversations like this is, this is the conversation about what matters to you in your conversations with the conversation about how often you want to be talking, the conversation about all of these different pieces of it. And I just did an interview with my dear friend Jocelyn Ling. We'll publish soon as well. She was the first person who ever I sat down in a meeting with who said, let's talk about how you like to work. Are you a calendar person? I mean this was almost 10 years ago, so there was no Skype, there was Skype, there was no slack, there was, there were fewer tools, but it was still an important conversation to have.   Emily:              Right, incredibly.   Daniel:            Like I have a calendar/ spreadsheet orientation and that's like if somebody is making something in a word document that could be a spreadsheet. It, it, it, you know, cause me hives. Emily:              Right, Totally. And you know, it's important to know if you're working with someone who really needs time to digest before they get into a room, then writing that preread is going to be that much more important. Right. Or if you know, obviously understanding the intimacy part, understanding what parts of the day are more difficult for people. You know, for me, I get in super early, but then I leave, I need to get home to my kids. And so, you know, if you catch me while I'm walking out the door, I'm not going to be, no,... I'm less likely to take the time to stop and have that conversation right. Daniel:            And don't have an extra five minutes!   Emily:              I really don't. Yes. So I think that that's, those things are super important and, and actually just giving people the ability to have those conversations really openly, really directly or giving them tools to do that.   Daniel:            That's awesome. So is there anything we haven't talked about that we should talk about around trust, psychological safety, organizational conversations?   Emily:              Yeah, there's, there's no one big thing. I think, you know, my, the thing that I hope is just that people feel like this is a tool that they can use and, and to really think about that the next time they hear somebody having a conversation about communication, to think about, hey, are we really having a conversation about, about trust? Right? So somebody is asking you for communication, is it really because they don't, they don't trust some piece of this, they don't trust you're going to deliver something or we've missed an opportunity to, to keep them informed and vice versa. If people are complaining about having too much communication. Is that really because there's more trust than you're building credit for and how do we, how do we change the conversation more? Daniel:            Yeah. Well that's awesome. We, I guess, I mean I'm, I'm going to try and squeeze in one more question cause like I said, I'm looking at that framework and I'm thinking to myself is that a framework for Emily to think more clearly and to talk with another manager about stuff or is it a conversation that a team can have? Like it's not like a two by two matrix. I'm not looking at it as like a importance difficulty matrix where somebody is doing an exercise with it. It is, it is both. So there's definitely, yeah, only a piece   Emily:              Of it that is as a manager, I want to have a sense of where my team is or where different project teams that I work with are and be able to actively manage. But there's definitely a team component here and I think it's a really interesting exercise to do. It requires a really good facilitator, which is get your team in a room, draw the framework on the board, two axes and a line, right? Make sure people understand it and then say, everybody grab a marker. Where do you think we are? Or, or if you don't think your team has enough trust to do that, everybody grab a sticky note and draw the framework on your sticky note and fold it up and hand it to me, right? We'll do this sort of anonymously and then you plot on the graph like where does the team think we are?   Emily:              And the interesting conversation is not about coming to objective alignment that "we are here today", but actually that some of your team members think your team has a high degree of trust and some of your team members go, right. And how do we, you know, some, some team members think that we've got too much communication and some think we have too little because they actually have different communications styles. And, and communication isn't connecting on the same for everybody. And then how do we use that as a lead in to this conversation of, hey, how do we work more effectively as a team?   Daniel:            I'm so glad I asked that question because I think that's a really, that, that's a, it's a classic visual facilitation move of where are we, where do you think we are? And then the, the benefit is not, oh, we need to get into the same place. It's like, Oh wow, you think we're here and I think we're there. Let me hear more about what you think, why you think that. And you talked to the other person about why they think they think that's what they think. That's awesome. Okay, then we're definitely out of time now, Emily, I really appreciate you making the time for this. This is really delightful conversation. I think this is super duper important stuff for everyone to get a grasp on.   Emily:              Thanks for having me!   Daniel:            Awesome. And we'll call it "and scene!"

In part two of our Psychological Safety series, we continue to explore the line between trust and fear with Amy Edmonson, a former grad student studying organizational behavior at Harvard. Amy had the idea that “good teams” (teams that worked well together) would have lower error rates than teams that did not work well together. After looking into the behavior of some hospital teams, her findings were that the “good” teams actually had more mistakes than the other teams. We’ll hear about her findings and about how psychological safety played a role.

“Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” ⁠— Amy Edmondson  Have you ever had a question you’ve been dying to ask in a meeting but couldn’t because when you look around, everyone is simply nodding their heads, agreeing to everything the boss says?  No one wants to look incompetent or ignorant, especially at work. We prefer to look smart, helpful, and that we go everything covered. To avoid being labeled as ignorant or incompetent, people choose not to ask questions or admit to their mistakes.  Sadly, innovations are delayed, and great ideas don’t come to light every time this happens.  In this episode, Amy Edmondson will be joining me to discuss her book, The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth. We talk about how organizations go wrong because people lack psychological safety and never speak up due to the fear that they might never get that promotion or worse lose their job.  Giveaway! Fearless Organization is an incredible book and I’ll be giving away 3 books to the first 3 who tweets out this podcast highlighting Amy’s work with the hashtag #fearlessorganization and tags @worktransformed @AmyCEdmondson @brandonlaws  Example Tweet:  I loved the @worktransformed podcast with @AmyCEdmondson and host @brandonlaws discussing the #fearlessorganization. Listen here: http://bit.ly/2Fz4kCb  In this episode, you will learn about: Amy’s thoughts on her book Teaming and why she wrote it What is psychological safety and why is it vital in the workplace Why teams are more effective in a psychologically stable workplace The lack of psychological safety in a hospital setting Why better teams have higher error rates Open communication transparency What went wrong with Volkswagen and Wells Fargo and how could such incident be avoided How dangerous fear at work is Nokia and their challenges being in a competitive environment How to build psychological safety in the workplace What makes up a really good question  Resources Mentioned: Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy Edmonson The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth by Amy Edmonson Amy Edmonson’s list of written articles and books Amy Edmonson’s TED talk Brands and companies mentioned - Volkswagen, Wells Fargo, Nokia, Google, Apple, Pixar, Uber

Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and the world’s leading expert in psychological safety. On this week’s podcast episode, Amy and I discuss her groundbreaking research, as well as her latest book, The Fearless Organization. We also talk about what psychological safety is, what it is not, why it’s necessary for high performance, examples of leaders who are doing it well, and what we can do even better in modern society to create an environment where everyone feels safe to be themselves, take risks, and do their best work.   Key Takeaways [2:55] Psychological safety is when you genuinely feel as though your voice is welcomed, and you are free to be yourself and have your own opinions. [4:43] Amy found that the most cohesive teams reported making the most mistakes, but it wasn’t because they were less capable. It turned out they were just more able to and willing to come forward about their mistakes and to grow and learn from them. [5:10] Trust is a component that makes up psychological safety. Trust is more one-on-one and based on an expectation we have about a person or entity, where psychological safety is fundamentally self-focused and within the context of a group. [6:33] Psychological safety is not the norm, and yet it is something that can definitely give an organization that leading edge. It is much more necessary when the work is complex and interdependent. [14:47] What is psychological safety not? It isn’t about being nice, nor is it about whining, complaining or expecting everything to be done your way.  It’s also not a safe space that guards against any possible trigger moments. [16:13] Great leaders are able to be authentic and vulnerable when tasks are complicated and difficult. There is power in admitting to others that something is hard or unknown, as long as we keep going with our mission. [19:45] School is a perfect example of psychological safety, as it must be present to feel secure asking questions and offering ideas. This leads to more learning and others, in turn, helping their teammates. [27:23] Different viewpoints and perspectives matter. [31:50] Amy cites Pixar and Salesforce as two examples of organizations that model candor, humility, and vulnerability. [38:14] Psychological safety is important, but it also is a means to an end. The goal is really for innovation, excellence, and creativity and psychological safety is how we get there. [39:11] The “Good Question” is a question that focuses on something that matters, gives people room to respond, doesn’t presuppose the answer, and invites careful thought. [41:27] You must honor the effort it took for others to say something. [43:03] We are often just one 10-minute “sweaty palm conversation” away from really connecting with others and what it is we are seeking from them. [46:03] Good leaders know how to get on the same side of the table and look forward with those on the frontline. They give good feedback and figure out how they can help their people.   Resources: Purchase Bring Your Whole Self to Work and gain access to bonus material Mike Robbins Website Mike Robbins Podcast Mike Robbins on Facebook Mike Robbins on Twitter Mike Robbins on Instagram TED Radio Hour The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson “The five keys to a successful Google Team” Administrative Science Quarterly “What Google Learned From Its Quest To Build the Perfect Team” “Psychological Safety and Learning Behavior in Work Teams” Amy Edmonson — Harvard Business School

In this interesting podcast, Dr. Laurie Drill-Mellum, a Home Care/Hospice physician, discusses the incidence of incivility in health care, as well as the growing need to address it. Using studies and data-informed research from the malpractice and patient safety realms, listeners will gain an appreciation of some of the real risks created by tolerance of uncivil behavior, including: negative influence on patient and employee experience; decreased clinical performance and increased adverse outcomes; increased risk of liability.  Additionally, a framework to address incivility will be reviewed. Enjoy the podcast. Objectives: Upon completion of this CME event, program participants should be able to: Define incivility and list some of its impacts in healthcare environments. Explain the incidence of incivility in healthcare environments. Validate processes and tools to address incivility in our workplace(s). CME credit is only offered to Ridgeview Providers for this podcast activity. Complete and submit the online evaluation form, after viewing the activity.  Upon successful completion of the evaluation, you will be e-mailed a certificate of completion within 2-weeks.  You may contact the accredited provider with questions regarding this program at rmccredentialing@ridgeviewmedical.org. Click on the following link for your CME credit:  CME Evaluation: Incivility in Medicine (**If you are listening to the podcasts through iTunes on your laptop or desktop, it is not possible to link directly with the CME Evaluation for unclear reasons. We are trying to remedy this. You can, however, link to the survey through the Podcasts app on your Apple and other smart devices, as well as through Spotify, Stitcher and other podcast directory apps and on your computer browser at these websites. We apologize for the inconvenience.)  The information provided through this and all Ridgeview podcasts as well as any and all accompanying files, images, videos and documents is/are for CME/CE and other institutional learning and communication purposes only and is/are not meant to substitute for the independent medical judgment of a physician, healthcare provider or other healthcare personnel relative to diagnostic and treatment options of a specific patient's medical condition.” FACULTY DISCLOSURE ANNOUNCEMENT  It is our intent that any potential conflict should be identified openly so that the listeners may form their own judgments about the presentation with the full disclosure of the facts. It is not assumed any potential conflicts will have an adverse impact on these presentations. It remains for the audience to determine whether the speaker’s outside interest may reflect a possible bias, either the exposition or the conclusions presented. Planning committee members and presenter(s) have disclosed they have no significant financial relationship with a pharmaceutical company and have disclosed that no conflict of interest exists with the presentation/educational event.   Show Notes: Dr. Laurie Drill-Mellum is the chief medical officer of MMIC and vice president of patient safety solutions. She earned her medical degree from the University of Minnesota, as well as her MPH. She is an emergency physician by trade, graduating in 1991 from the Emergency medicine residency program at Hennepin County Medical Center. Dr. Drill-Mellum practiced at Ridgeview for the entirety of her emergency medicine practice, before changing to her current role at Midwest Medical Insurance company. Her passions lay in the realm of communication and it’s effect on patient and provider outcomes. She joined us on March 29, 2019 to discuss the elephant in the room topic of incivility in medicine.    CHAPTER 1:      Bullying and incivility in medicine has actually been well researched and published. It is a significant problem. A Cherokee legend describes a battle within. Two wolves, and one represents negative and evil thoughts and doings, the other represents care, compassion and kindness. The one that wins, according to the Cherokee chief telling the story to his grandson, is the one we choose to feed.      Some staggering statistics demonstrate tremendous loss of providers and nursing, choosing to leave bedside medicine within the first several years of their practice. Parker Palmer, an educator and philosopher, has written many books. He refers to a notion of “the tragic gap”. A hard reality around us, and what we know is possible.      Bullying is the repeated health harming mistreatment of one or more people by one or more other perpetrators. Healthcare has the highest incidence of this compared to any other work environment in the United States. Safety and quality patient care is directly impacted by this. And this is affirmed by the Joint Commission.      Depersonalization is happening in our work environments. Burnout and bullying directly impact this. 6 out of 10 Operative techs and surgical nurses experience bullying on a weekly basis according to an AORN publication in the fall of 2018. According to the existing data, and our own experiences, there is a chiasm between nurses and physicians, and this must be bridged. Similarly, a chiasm between nurses, physicians, physician assistants, nurse practitioners and administrators exists and this must also be bridged.      Dr. Drill-Mellum conducted a live survey for her audience. The survey sought to identify various modes and experiences of incivility and bullying in the healthcare workplace. The majority of audience members reported such experiences of being yelled at, gossiped about, public reprimand, negative comments about one’s intelligence and dismissed opinions.       CHAPTER 2:      Workplace surveys and other studies looking at intimidation and bullying in the nursing field, and interestingly, there is significant lateral bullying in this field, in other words, bullying amongst nurses. There are providers and nurses we are afraid to call for help or approach. As Laurie points out, there are many incidents that result in malpractice and severe outcomes for patients due to this impedance to communication with these personalities in medicine. Team member experience is, needless to say, negative and retention rate therefore suffers. Patient and family experience is ultimately affected, liability and legal risk is elevated in turn. Brand and negative advertisement ensues.      According to Dr. D-M, when claims are submitted to MMIC for instance, 40% of them are related to communication problems. Provider communication issues: poor professional rapport, not reading notes, not closing loops and hierarchical issues. Many of these are involved in communication errors with patients and families as well. Physician and provider bad behavior increases malpractice risk. A Vanderbilt study looking at hundreds of physicians in the 1990s demonstrated that more unsolicited complaints from patients were associated with higher risk of being sued. In Annals of Surgery last year, in the Harvard system, showed a decreased risk of being sued with certain behaviors. No big surprise that these were positive behaviors; almost all involved positive communication skills. Other studies demonstrating rude and disrespectful behaviors also had higher rates of poor surgical outcomes. The working notion is that these people tend to be difficult to approach and communicate with by others on the team and patients and families as well. The lists go on in terms of studies that demonstrate positive patient outcomes and lessened medicolegal risk when positive, constructive communication and team work is employed. Why should this come as a surprise? We all know how it feels to be treated rudely or to have our efforts and thoughts dismissed out rightly. How badly do we want to be on that team and consequently how well do we perform in these settings?      CHAPTER 3:     How do we solve this? How do we change this culture of incivility? First, recognize the issue exists. We Need to know that there is a problem in the first place.  Second, We need motivation to address the problem. How do we deal with the problem? Address it. External motivation may mean the threat of losing one’s job, which may effect change in behavior. Ideally, Internal motivation can happen and would involve the person’s desire to get along better with others, to actually have a better relationship with colleagues and patients. Sometimes that involves sending an individivdual to a coach or some kind of behavioral remediation training. 3. Accountability is necessary. Will the offending individual actual assume this and proceed with the appropriate steps to remediation. Obviously, this is a time consuming and expensive endeavor for healthcare systems.       The Institute of Medication safe practices involves specific steps which involve the following: Setting the stage. Establish a steering committee and engage system leaders and leadership. Leadership is vital. Someone to drive the agenda. Establish the “no retribution” policy. There must be a survey for employees as well. A “code of conduct” must also happen. A communication strategy of some sort should also be employed. SBAR, or similar types of communication procedures which allow for someone on the team to voice their concern that something bad or inappropriate is happening. All members need a voice at the table. Having Zero tolerance for certain behaviors is also critical. Turning a blind eye to this time after time is not an option. Staff training about these steps is also necessary to implement these policies. Teaching people the skills necessary to address bad behavior. A confidential reporting system that involves no retribution also needs to be put in place. Ultimately, fostering a positive work environment is critical. Connecting departments and individuals to bridge the chiasms in our communication and culture should be the goal.      Laurie references Amy Edmonson at Harvard who has researched healthcare extensively. She wrote a book called teaming. “Teaming” is teamwork on the fly essentially. Collaborating across boundaries in complex, unpredictable situations. And Healthcare is where this form of teamwork is mandatory, because this is our reality. Complex, unpredictable scenarios and clinical presentations. Feeling as though you can express your opinions without condemnation is termed psychological safety. Google did a study called, the Aristotle project, looking at teams and performance relating to strong business outcomes. Psychological safety ended up being the most predictive of better performance outcomes. Give us a chance to spitball, to ask the question. Remember the only stupid questions are the ones not asked. Permit your team members and subordinates to feel this level of comfort. Remember, what we say to others: our team members, patients, family members, and anyone we interact with in our work environments can NOT be taken back.      Culture is also what we do when no one is looking. Do we foster a positive environment regardless of the chaos we are practicing in. Dr. Drill-Mellum advises that addressing behaviors by someone who sees issues in shades of gray rather than black and white, as well as involving others in the leadership team to be a part of this process is very important. Sometimes bad behaviors are driven by complex histories, mental health, burnout and other motivations. Recognizing we are all human and fallible, and providing an opportunity for an offender to make necessary changes is also necessary in this process.      A special thanks to Dr. Drill-Mellum for bringing this issue to light and for reinforcing the need for healthcare teams to foster positive, affirming and non- condemning environments to work in. Taking care of people is our job. It is our duty. We can only do our job well if we are not made to feel less than capable or unworthy of this duty.

Introduction: Fiona Carney is a Senior Director of Business Operations for Asia at Microsoft. Her background is in Consulting, where she worked with KPMG and Accenture in Business Strategy and Change Management for over 10 years. In 2007, Fiona joined Microsoft and has worked in numerous roles and led functions of the business- including Customer Experience, Sales, Operations and Account Management. She has worked with Microsoft partners for her entire career at Microsoft in EMEA and globally. Currently, she leads a large cross-functional organization supporting the business in Asia. Fiona sits on the Diversity & Inclusion Council for APAC and is passionate about the development of people and ensuring a diverse workforce. Podcast episode summary: This episode covers Fiona's passion for teams, for people development, technology and the impact it can make on society as a whole. Fiona discussed her recent Master's program where she researched resilience and the impact of group coaching on resilience. In addition, she shared her insights on what it takes to get at team performance citing the importance of leveraging peoples strengths, giving and being clear about purpose and mission, listening and looking for bright spots, having a shared context that is understood and remembering that behaviours are contagious. The following comprise the summarised bullet s of our conversation   Resilience is important in a world that is global, challenging, ambiguous and ever-changing In terms of building, teams start with strengths-Microsoft use Strengths Finder –leaders need to be able to look under the “Iceberg” and understand what motivates their people Not everything is governed by processes encourage people to seek clarity & link that back to your team's purpose  Encourage your team's effort to look for “bright spots” places where best practice is exhibited Shared context is essential-what are we trying to achieve together, how do our roles need to adapt, how can we make each other succeed in that effort Psychological safety is important to get at the trust and to enable risk-taking and learning. Simple to say hard to make happen Role modelling is an important component of Leadership-model the behaviours you seek to see happen Understand people and their cultural differences –Fiona describes her best team experience where a team of global experts were thrown together on a critical issue with wide stakeholder impact.  Their success was predicated on investing in time together, forming quickly and relinquishing the need to be right or precious, size of team was small and the mindset they adopted allowed for trade-offs to be made easily Microsoft has been going through its own cultural transformation and a lot of work has gone on to make their three values come to life, Energy, Passion and Success. A big focus is on having a growth mindset – where people can fail fast, learn and be empowered Fiona is very interested in learning more about psychodynamics or the currents that flow beneath a team. She is reading books by Manfred Kets De Vries.  Artificial Intelligence is really big and Fiona's interest is in helping people be with that change and be relevant  Fiona summarised by saying that Leaders of teams need to listen, provide a shared context, break things down into manageable meaningful goals, help people to look for “bright spots” and remember that behaviours are contagious.    Quotable Quotes: “shared context is important” “safety, belonging and mattering” “Energy, Clarity and Success- 3 Microsoft values easy to grasp, easy to remember and easy to role model”    Resources: the following includes the resources we alluded to over the course of our conversation Strengths Finder by Gallup  Psychological Safety and Amy Edmonson  The hedgehog affect and The Leadership Mystique by Mandfred Kets De Vries 

Introduction: This episode showcases some practices & principles that support teams be agile and adopt Flow principles in the digital world.  Fin Goulding is an expert in business and technical agility having worked as a CIO or CTO in some major organisations like Aviva, PaddyPowerBetfair, Lastminute.com, HSBC and Travelocity. Fin is the co-founder of Flow Academy with Haydn Shaughnessy and has co-authored two books, Flow and 12 steps to Flow. Flow is a book for changemakers, mavericks and innovators. It demystifies the business of digital transformation. Fin is a prolific blogger, public speaker and social media enthusiast. He is also a keen marathoner.  Podcast episode summary: This conversation spoke to the work Fin now does in helping teams and organisations navigate digital transformation.  Fin described the essence of his book, Flow, which is really a metaphor for work and how it should be, frictionless.  Fin shared how people can be with change through visualisation techniques, stand-ups and the like where meaningful work and outcomes are discussed rather than problems. He admitted to stumbling across Agile and how it now informs so much of his thinking regarding Leadership, Teams and the business of providing value for clients.    Fin is not just an IT geek but a cultural expert in terms of business and technical agility, he is also a keen motivator and communicator  His work concerns people and how they could work together and collaborate better across teams-its all about improving the way people work together to get at better outcomes for clients.  Leadership can be a misnomer especially when teams are self-managing, Leaders need to find their purpose and place with teams  The best teams forget hierarchies and find ways to work together to get the work done  Toxic members can sabotage team performance and the Leader can support the person or individual do their best work elsewhere.  Get good at working outside of your job description, think broad as well as deep Respect diversity and look to hire for diversity  Often getting at team performance means unlearning  and learning to be open to new ideas and ways of working  A leader needs to create the conditions for psychological safety which for Fin is about being genuine, humble and about telling stories He encourages team members to continually learn, to listen to things like podcasts to widen their perspectives. It is important to continuously learn Don't be a Vampire, the kind of leader who sucks the energy out of a team Finally, Fin shared some nuggets for listeners to consider –Employ visualisation techniques, find your purpose and work to identify your values and strengths to be best deployed on a team   Quotable Quotes: “helping people do their best work elsewhere” “As a Leader don't be a Vampire, sucking the energy out of a team”   Resources: the following includes the resources we alluded to over the course of our conversation Flow, by Fin Goulding and Hayden Shaughnessy  Designing your life; how to build a well-lived joyful life which applies design thinking to the most pernicious of life's problems by Bill Burnet and Dave Evans  Lean Enterprise by Barry O Reilly  Teaming by Amy Edmonson  FGoulding on Linkedin and Twitter  Goulding.io for Fin's blog

Amy Edmonson, se dedica a estudiar el "trabajo en equipo" ("teaming"), nos cuenta los elementos necesarios para convertir a un grupo de extraños en un equipo de pensamiento rápido que pueda responder con agilidad a los desafíos. 5 de agosto de 2010 accidente en una mina de cobre de San José en el norte de Chile , 33 hombres a más de 800 metros bajo las rocas más duras del mundo. Se resguardan en un refugio dentro de la mina con comida para dos hombres durante 10 días. Los expertos se dan cuenta que no hay solución, ninguna tecnología existente es capaz de de perforar ese tipo de rocas a esa profundidad con la rapidez suficiente para salvarles las vidas a los mineros. No está claro dónde está el refugio dentro de la mina. No está claro si los mineros estan vivos. No está claro quién está al mando de la operación. Durante los siguientes 70 días todos los mineros serán rescatados. Es un claro ejemplo del poder del TEAMING (trabajo en equipo). Teamwork on the fly - Trabajo de grupo sobre la marcha. Es coordinar y colaborar con gente traspasando las fronteras de todo tipo: experiencia, distancia, zona horaria, rango para hacer un trabajo. Diferencia entre TEAM (Equipo) TEAMING (Trabajo en equipo) TEAM (por ejemplo un equipo deportivo BARÇA) Trabajan juntos y ganan porque practican. Un grupo de gente “pequeño” Estable Unido Objetivo compartido Los TEAM son situaciones ideales. Nuestro dia a dia trabajamos con personas diferentes todo el tiempo, operaciones globales 24/7, horarios de trabajo cambiantes .. etc para hacer nuestro trabajo. Habla de dos ejemplos: Hospitales. Creación de películas de animación de Disney Resolver trabajos complejos e impredecibles y sobretodo resolver grandes problemas. "The issues we face are so big and the targets are so challenging that we cannot do it alone so there is a certain humility and a recognition that we need to invite other people in. When you look at any issue, such as food or water scarcity, it is very clear that no individual institution, government or company can provide the solution. Paul Polman  CEO UNILEVER "Los problemas a los que nos enfrentamos son tan grandes y los objetivos son tan desafiantes que no podemos hacerlo solos, por lo que hay cierta humildad y un reconocimiento de que necesitamos invitar a otras personas. Cuando observan cualquier problema, como los problemas de comida o de agua , es muy claro que ninguna institución individual, gobierno o empresa puede proporcionar la solución. El gran problema de los grandes proyectos. Choque cultural entre la profesiones. Cómo nos aseguramos que el trabajo en equipo vaya bien? Especialmente equipos grandes. Humildes de cara al desafío que tenemos por delante. Curioso por lo que otros traen. Dispuesto a tomar riesgos para aprender rápidamente Cuando se trabaja en equipo. El lider no tiene todas las respuestas. Curiosidad. Crear una situación de seguridad psicológica que permite arriesgarte delante de extraños. Es difícil decir lo que se piensa. Es difícil pedir ayuda

Amy Edmonson, profesora de escuelas de negocios, se dedica a estudiar el “trabajo en equipo” (“teaming”), en el cual la gente se reúne rápidamente (y a menudo en forma temporaria) para resolver problemas nuevos, urgentes o inusuales. Edmondson rememora historias de trabajo en equipo en las cuales se debieron tomar decisiones sobre la marcha, como es el caso del rescate increíble de los 33 mineros atrapados a más de 800 metros de profundidad en Chile en el año 2010. Ella nos cuenta cuáles son los elementos necesarios para convertir a un grupo de extraños en un equipo de pensamiento rápido que pueda responder con agilidad a los desafíos.

The Center for Medical Simulation Book Club is a monthly session where the CMS team reads and discusses a relevant writing to the world of simulation. The Book Club is a light-hearted and enjoyable “play date,” where CMS faculty and guests have the opportunity to flex their mental muscles. In this episode of the CMS Book Club, the team discusses the book Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy by Amy Edmonson.

Since the beginning of the year I've been reflecting on the podcast, and where it's headed.  In all my New Years energy I attempted to plot out a 3 month plan for the podcast, so I've got both the ideas, the guests lined up, and that many podcasts recorded ahead of time, so I don't have a pressure filled Wednesday and Thursday getting the podcast out on time, which was becoming the weekly norm, and so I felt like that would be serving you better. That just wasn't working, so instead of the trying to fix the situation with more rational planning and organising, I've thrown planning almost out of the window.  I enjoy each episode because I learn so much, and each episode reveals new things to me.  Planning ahead took much of the adventure out of the podcast, because the plan dictated what interview I gave you each week instead of seeing what emerged.  So I'm doing the latter, planning less to maintain my sense of awe and surprise.  I didn't know this at the time, but recently learned that this has a name - what Nassim Taleb has coined being a rational flaneur, being the French word for a person ambling or strolling, who makes decisions at every step based on observations and new information - not the prisoner of a plan.  So out of more chaos hopefully greater insights will emerge, though I may drop a week here or there…and by all means please keep sending me suggestions for future episodes, I'll just be ruminating on them a bit more than I did last year. It is in that spirit that I invited Tim Austin to have a chat.  Tim leads the WHS function at AACo, one of Australia's largest vertically integrated agriculture businesses.  I recently read an elegant and thought provoking article Tim wrote on the Safety Differently blog about psychological safety, which he is in a good position to do since he has a background in psychology and is currently studying for his honours in psychology, while working full time which is no mean feat.  Tim's article focussed on psychological safety in organisations, drawing on the research to explore what it is, and how we might both understand, and influence it.  It got me thinking - what's the psychological safety like within our profession?  Are we at risk of disengaging, hiding, causing mental anguish, failing to learn, if there isn't a high level of psychological safety? So Tim enthusiastically agreed to open that can of worms with me.   Here's the link to Tim's original article on psychological safety And a TEDx talk by none other than Amy Edmonson.   [activecampaign form=5]

Debriefing is a social event – wisdom from Walter Eppich   Case Ellen felt anxious walking into the debrief room. The ED team had just finished an in situ simulation where the focus was on rapid sequence intubation (RSI) in head injury, and using the new intubation checklist. This was the third sim session in a series the department had agreed to run following 3 patient cases where significant desaturation occurred during intubation attempts. Ellen thought they’d done OK but had recognized a lot of the usual ‘bad habits’ that frankly irked her when she worked on the floor with these guys – no nasal prong O2, a pretty vague conversation about who was going to actually do the tube, and low level grumbles about the time it takes to do the checklist. She was particularly disappointed that those things had come up in the last sim, and that a couple of the nurses had participated in that previous sim. “How can we actually get this into their heads?” she thought. Entering the debrief room, Ellen knew what she wanted to bring up, but felt her stress level rising. Reactions first, she thought, and then facts. What would be a good advocacy inquiry question? What else did they say in that debriefing course…..? …….Should she let the learners dictate the topics? And she knew that the ED consultant who was in the scenario was not a big fan of sim, and anticipated he might be difficult. His performance is probably off limits for today, she thought. Deep breath. “OK guys that was great. Well done”……..   In this episode of Simulcast we were delighted to talk with Walter Eppich (@LearnThruTalk). Walter is a paediatric emergency physician from Chicago, and Associate Professor of Pediatrics and Medical Education, Northwestern University Feinberg School of Medicine. He is Principal Faculty, Harvard Center for Medical Simulation (@MedSimulation), and a PhD Candidate, School of Health Professions Education, Maastricht University, Netherlands. He has published prolifically in the area of simulation debriefing. Walter shared some general thoughts on debriefing, including ‘’letting go’’ of the idea that we must have a strong hand on the debrief, the importance of translating lessons to real practice, and the idea that participants also need to take responsibility for the process and success of the debrief. This last concept is embodied in his article with Adam Cheng (@DocChenger) on Learner Centered Debriefing, this month’s Simulcast Journal Club article. He made the point that many of our options/ models for debriefing are more similar than they are different, as illustrated in his own blended approach, described in his PEARLs paper. Walter then gave us a practical step by step guide to how he would approach Ellen’s debriefing case, and included additional thoughts on previewing topics, ensuring psychologic safety (see also landmark work by Amy Edmonson here), and using a strategy like the Center for Medical Simulation ‘Basic Assumption’ to maintain that positive regard for learners. He emphasized that debriefing is a social event, and one of a number of examples of learning conversations that are his passion. This is especially relevant as more simulation educators engage in debriefing after in situ scenarios, where there is an existing relationship between participants and debriefers. Walter is also part of an exciting new simulation debriefing project with Adam Cheng and others – follow @Debrief2Learn for updates on the launch of website of same name We’ll be hearing more from Walter on those learning conversations soon, but in the meantime enjoy his practical wisdom on the podcast. More on debriefing from the #FOAMed blogosphere https://www.aliem.com/2014/simlife-em-challenge/ http://injectableorange.com/2013/07/debriefing-careful-you-dont-just-give-carrot-a-little-stick-is-sometimes-needed/ http://stemlynsblog.org/good-to-talk-debrief-in-the-emergency-department/ http://intensivecarenetwork.com/radford-vandyke-simulation/ https://emsimcases.com/2015/06/30/debriefing-techniques-the-art-of-guided-reflection/ https://www.aliem.com/2014/improving-debriefing-skills-pathways-grid/

Alexis Robin, Executive and Leadership Coach discusses Amy Edmondson's ideas around creating a psychological place to work from her new book, TEAMING. Listen to the benefits of creating a safe environment to speak up as well as learn about leadership behaviors that contribute to this type of environment in the workplace. Learn more about Alexis Robin at Plinkcoachingcenter.com

David Garvin and Amy Edmonson, Harvard Business School professors and coauthors of the HBR article "Is Yours a Learning Organization?"