Podcasts about team intelligence

Back on the podcast by popular demand, Bart Mc Enroe sits down with me to discuss how he helps GAA managers achieve “Team Intelligence” with their players . We delve into the common mistakes managers make when trying to motivate their players. Bart shares the simple but effective steps that can be taken at any level of Sport, under 10's to Seniors - to avoid emotionally hijacked and underperformance during a game.  Citing real examples of his experience in the elite GAA world, of working personally with managers such as Pat Gilroy (Dublin), Mickey Harte (Tyrone) and Jack O'Connor (Kerry), James Sullivan (Kerry), leading to multiple All Ireland wins. This approach is proving itself to be equally applicable in Football, Rugby and Hurling. As well as in the business world, working with some of the top CEO's in the country.  

Learn about Enneagram MBA's new approach from the Awareness to Action Enneagram method that will impact (and already has started!) both our workshops and the topics we cover on this podcast in 2024. When you listen in you'll hear about:my recent certification experience with Awareness to Action (they're opening another round starting in late January 2024)why Enneagram MBA will be following this approach above the others the 3 key parts of the Awareness to Action approach that allow for both a fun and USEFUL Enneagram experience what parts of traditional Enneagram teaching we won't be covering in the future and why Catch The Practical Enneagram episode I first heard Mario on here.Learn more bout the Awareness to Action approach here.Check out more about their certification program here.Dive into their podcast episodes here.******Not sure what your Enneagram type is yet, but want to?

Would you describe your preferred working style as dominating, influencing, steady, or conscientious? Maybe a blend of the two?The DiSC assessment can complement what you've learned about yourself through the Enneagram by sharing both validating insights and new perspectives about your preferences and tendencies. Like the Enneagram, it should be used for dialogue, not a diagnosis.To help us jumpstart that conversation and be able to use and apply the DiSC to our own personal growth journey and relationships at work, we have DiSC certified, leadership trainer, and owner of Talent and Genius, Nancy Marmolejo on the show today.Inside Part 4 of our Personality Assessment Series, you'll learn about what DiSC is and the 4 main styles within the framework: The D (Dominance) Style prioritizes getting immediate results, taking action, challenging themselves and others and is motivated by power and authority, competition, winning, and success (sound familiar Type 8s and 3s? :) )The i (Influence) Style prioritizes expressing enthusiasm, taking action, and encouraging collaboration and is motivated by social recognition, group activities, and friendly relationships (Type 7 anyone?))The S (Steadiness) Style prioritizes giving support, maintaining stability, and enjoying collaboration and is motivated by stable environments, sincere appreciation, cooperation, and opportunities to help (sensing some Type 2, 6, and 9 - What do you think?)The C (Conscientiousness) Style prioritizes ensuring accuracy, maintaining stability, and challenging assumptions, and is motivated by opportunities to use expertise or gain knowledge and attention to quality (hearing some Type 1 and event Type 5 in there?).The only Enneagram type I didn't see a direct DiSC Style correlation with was the Type 4 (which you probably appreciate :)), but what do you think? Where do you see this energy show up on the DiSC?And more importantly, where do you see yourself? How does that overlap (or not!) with your Enneagram type?Connect with Nancy on Linkedin: https://www.linkedin.com/in/nancymarmolejo/Bring Nancy and the DiSC to your team: https://talentandgenius.com/**********Are we connected on social media yet? If not, find us below and say hello!InstagramLinkedinNot sure what your Enneagram type is yet, but want to?

In Part 1, we talked about a specific situation where each type uses its strengths to shine in the workplace. Listen in to Part 2 this week to learn what it can look like when each type overuses those strengths.*******

Listen in to learn about a specific situation where each type uses its strengths to shine.In Part 2 we'll be talking about what it can look like when a type overuses those strengths. *******

What does being brave at work look like? Well, that depends on what already comes easy to you -- and what might feel extra hard.The Enneagram can give us some insight into what those things might be for us and for the people we work with. Listen in to hear from Founder and CEO of Brave Women at Work, Jen Pestikas as she shares her expertise and real-life experiences of working with professionals looking to grow and be brave in the workplace. Plus, Jen identifies most as a Type 1 so you'll get to hear her real-life examples of being brave when the desire to feel perfect is the fuel. Connect with Jen on Linkedin: https://www.linkedin.com/in/jenniferpestikas/Find out more about Jen's work: https://bravewomenatwork.com/Get Jen's Top 10 Negotiation Tips: https://bravewomenatwork.thrivecart.com/10-negotiation-tips/Listen to the Brave Women at Work podcast:https://bravewomenatwork.com/podcast-2/******

Ashley Goodall is an executive, leadership expert, author, and has spent his career exploring large organizations from the inside. He currently serves as the Senior Vice President of Methods and Intelligence at Cisco, the data and research engine behind all the people stuff across the company. Prior to this, he led Leadership and Team Intelligence, an organization at Cisco focused entirely on serving teams and team leaders. He is the co-author, with Marcus Buckingham, of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World—which was selected as the best management book of 2019 by Strategy + Business and one of Amazon’s best business and leadership books of 2019. He is also the author of two cover stories in the Harvard Business Review: The Feedback Fallacy—which was Harvard Business Review’s most popular article of 2019—and Reinventing Performance Management. This edition of the scaling culture podcast was recorded with live audience on zoom. Guests could ask questions and interact live with our guest. For more information about our next live event pleas see the show description.

Today we are talking to Ashley Goodall, the SVP of Leadership and Team Intelligence at Cisco. And we discuss topics from his new book Nine Lies About Work, the link between technology and human interaction, and the role the leader plays in the amplification of team productivity. All of this, right here, right now, on the Modern CTO Podcast!

Episode 210 - Ashley Goodall discusses his book "Nine Lies About Work" and how much of what we've been taught about leadership is wrong. Ashley is a Senior Vice President of Leadership and Team Intelligence at Cisco. His co-author is New York Times bestselling author Marcus Buckingham and together they expose the disconnect between the way you know you work best and the ways you’re told to work. "Nine Lies" was named a book to watch in 2019 by Inc., The Washington Post, and the Business Insider. Listen for three action items you can use today to take advantage of the ideas and advice in the book. Host, Kevin Craine Do you want to be a guest? Everyday-MBA.com/guest Do you want to be a sponsor? Everyday-MBA.com/sponsor

Ashley Goodall debunks deeply-embedded misconceptions about work and how fostering human individuality provides valuable possible solutions.   You'll Learn: How deeply-rooted misconceptions about work lead to inefficiency Why you should focus on being “spikey” rather than well-rounded How systematizing can remove the human essence from work   About Ashley: Ashley Goodall is currently Senior Vice President of Leadership and Team Intelligence at Cisco. In this role he has built a new organization focused entirely on serving teams and team leaders—combining talent management, succession, coaching, assessment, executive talent, workforce and talent planning, research and analytics, and technology to support leaders and their teams in real time. Previously he was Director and Chief Learning Officer, Leader Development, at Deloitte. He is the co-author, with Marcus Buckingham, of “Reinventing Performance Management,” the cover story in the April 2015 issue of Harvard Business Review. He lives in Montclair, New Jersey.   View transcript, show notes, and links at http://AwesomeAtYourJob.com/ep448

You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in their recent book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, there are some big lies, distortions and faulty assumptions that we encounter every time we show up for work. Nine lies, to be exact. They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could be. But there are those who can get past the lies and discover what's real. These freethinking leaders recognize the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma. With engaging stories and analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matter most; that we should focus less on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention. This is the real world of work, as it is and as it should be. Nine Lies About Work reveals the few core truths that will help you show just how good you are to those who truly rely on you. Have a money question? Email me here. Please leave us a rating or review in Apple Podcasts. Connect with me at these places for all my content: https://www.jillonmoney.com/ https://twitter.com/jillonmoney https://www.facebook.com/JillonMoney https://www.instagram.com/jillonmoney/ https://www.youtube.com/c/JillSchlesinger https://www.linkedin.com/in/jillonmoney/ https://www.stitcher.com/podcast/jill-on-money https://apple.co/2pmVi50 "Jill on Money" theme music is by Joel Goodman, www.joelgoodman.com.

How many conventional leadership ideas do we take as the truth but turn out to be lies? We’re joined today by Ashley Goodall, the author of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, and the Senior Vice President Leadership and Team Intelligence at Cisco. Ashley separates fact from fiction in the realm of workplace and leadership misconceptions, and what the truths really are. The premise There are a few themes that run through the book that really resonate with an audience who is jaded about conventional wisdom at work. They can see with their own eyes it’s not true. (1) We’ve lost sight of individual human beings at work. We all feel like we’re meant to be cogs in a machine. (2) Small, good things become big, bad things when we try to scale them and turn them into systems. All of a sudden, the humanness is gone. (3) We seem to pay much more attention to what doesn’t work in the world. But what does work? It’s better to focus on that than on our shortcomings. Lie: people care which company they work for A large company can have tens of thousands of employees. You’re never going to know them all. The reality is, when you join any large group, your experience is always a local experience — and that experience lives in your team. Your company culture is abstract and distant. The experience of the team always trumps the experience in the company. You can’t get work right if you can’t get teams right. Lie: people need feedback This lie comes from the fear that, if we don’t give people feedback, they might not do their job. And if they don’t do their job, our teams will fail, then we as leaders will fail. But when you look at what people do need to get better, feedback does the opposite. When people feel like they’re about to be judged, their brain leaves the conversation and it’s no longer around to do learning. People learn best when you pay attention to them and, especially, to what worked. You should stay on your side of the conversation. React to what they did, without judgment, and it serves to help them uncover what they did well so they can lean into it. Leadership What is the thing we call leadership? We might enumerate characteristics that leaders have, but if we were to look at any accomplished leader in the real world, you’ll find exception after exception. What leaders have in common are not a set of characteristics. There's just one thing: followers. If you want to answer the question, “Am I a leader?” — look behind you. Is there anyone there? If yes, then you’re a leader. If no, you’re not. It’s a very simple test. This means that leadership isn’t about leaders. It’s about followers. We humans are fearful of the future, and we follow people who help lessen that uncertainty. That bit of confidence is worth a lot. The Quote: "The set of characteristics of who you are, what you have to contribute, and how you acknowledge other people around you: those are the characteristics we need to build more of and allow to flourish." Resources LinkedIn | Website | Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Amazon)Freethinking Leader Coalition

Ashley Goodall is a senior executive, talent expert, and author who spent his career exploring large organizations from the inside. Ashley currently serves as the Senior Vice President of Leadership and Team Intelligence at Cisco, a new organization that is built to focus entirely on serving teams and team leaders. He is also the coauthor with Marcus Buckingham of the wonderful new book Nine Lies About Work: A Free Thinking Leader's Guide to the Real World, and they've recently published two cover stories in the Harvard Business Review, The Feedback Fallacy and Reinventing Performance Management. In today's episode, Ashley Goodall shares the common mistakes most workplaces make when it comes to giving people feedback and the simple steps leaders and workplaces can take to build strengths-focused teams. Connect with Ashley Goodall:  Connect with Ashley on LinkedIn You’ll Learn: [02:18] - Ashley explains what his research with Marcus Buckingham found were the defining characteristics of the best teams at Deloitte’s [03:54] - Ashley shares how he applied these insights to build a new organization at Cisco focused on serving teams and team leaders [07:10] - Ashley offers tips for helping teach team leaders how to develop their own strengths and their people’s strengths [08:53] - Ashley explains why leaders are rarely reliable raters of their people’s performance and what they can do instead. [11:00] - Ashley provides an example of what a strengths-based conversation might sound like between a leader and a team member [15:00] - Ashley explains how leaders can still address people’s weaknesses and areas for improvement whilst still being strengths-focused [16:48] - Ashley shares why the approach most people take to developing people’s potential at work is a lie. [20:25] - Ashley provides suggestions for leaders who may have employees who are disengaged and have no interest in developing their strengths [22:49] - Ashley offers advice to help align people’s strengths to their work, even when the opportunities are challenging. [25:28] - Ashley completes the Lightning Round. Your Resources: MPPW Podcast on Facebook Nine Lies About Work by Marcus Buckingham and Ashley Goodall The Halo Effect by Phil Rozenzweig Thanks for listening!  Thanks so much for joining me again this week.  If you enjoyed this episode, please share it using the social media buttons you see at the bottom of this post. Please leave an honest review of the Making Positive Psychology Work Podcast on iTunes. Ratings and reviews are extremely helpful and greatly appreciated. They do matter in the rankings of the show, and I read each and every one of them.  And don’t forget to subscribe to the show on iTunes to get automatic updates. It’s free! You can also listen to all the episodes of Making Positive Psychology Work streamed directly to your smartphone or iPad through stitcher. No need for downloading or syncing. Until next time, take care!  Thank you Ashley!

Ashley Goodall is that SVP of Leadership and Team Intelligence at Cisco and the author of the new book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World. Prior to Cisco, Ashley spent 14 years at Deloitte where he worked in several roles, including Director and Chief Learning Officer, Leadership Development. When conducting research for the book, Ashley and co-author Marcus Buckingham found that a lot of the “basic truths” people think they know about work are actually not true at all. These nine lies that they found are based on data and evidence from the real world of work, it’s not just an opinion or a philosophy. These nine lies found in the world of work are: People care which company they work for The best plan wins The best organizations cascade goals People are well rounded People need feedback People can reliably rate other people People have potential Work life balance matters most Leadership is a thing If you are like me, reading through the list you may be surprised to see a lot of statements that you have held as truth for many years, even decades. But as Ashley went through and explained the reasoning behind why these statements are lies it made complete sense. Taking number one as an example, people care which company they work for, it may seem like an obvious statement. But the truth is people don’t care what company they work for, they care about the team they work with. The experience inside of a company varies from team to team. Ashley says, “We discovered at Cisco, I mean I think this data point is the one that sort of puts the whole thing into a fairly sharp focus, if you go from one of our 50% most engaged teams to one of our 50% least engaged teams, in other words, you pass the sort of median point of team engagement in a downward direction, your chance of voluntarily resigning from Cisco goes up by 45%.That's an enormous, enormous, enormous difference. And the point is, of course, as you go from a great team to a horrible team, you're still working for Cisco, so if it were true that you cared which company you worked for, that hasn't changed. But clearly, every time what trumps this idea of company is team.” Another example is number eight, work life balance matters most. We hear a lot about work life balance, but Ashley says it is an unattainable idea and the phrasing is deceiving. Saying work life balance implies that everything about work is bad and everything about life is good. And trying to keep a perfect balance between the two is fragile and stressful. “More useful is the idea that whether it's in work or in life, there are certain activities that fill us up, that rejuvenate us, that express who we are as people, where we want to make our biggest mark on the world. Activities that replenish us, activities that express, if you like, our love for the world around us, and that it's not really work life balance that we should be after, therefore, it is love loathe imbalance. We want to intelligently work throughout our lives to create more of the activities that we love, and fewer of the activities we loathe, whether that's at work, our outside work.” So what is the purpose of the book and redefining the workplace truths? These lies cause dysfunction and frustration inside of organizations and they keep leaders from achieving their true potential. By identifying and addressing these lies in the workplace our organizations can function more effectively and our leaders can be more successful. What you will learn in this episode: Ashley’s role inside Cisco The nine lies about work that we generally accept as truth The data and evidence Ashley and Marcus used for the book The 3 problems with the annual performance reviews and what Cisco is doing instead What makes a good team leader

Ashley Goodall, SVP of Leadership and Team Intelligence at Cisco, invites us to think freely about work and life. In this thought-provoking conversation, he discusses how we can challenge today’s conventional wisdom about leadership and focus on what research and experience prove to be effective. He also talks about his partnership with Marcus Buckingham in writing their new book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, and what truly matters when it comes to inspiring excellence in ourselves and others.   Key Takeaways: [4:50] Ashley describes the writing process for his book Nine Lies About Work, which he co-authored with Marcus Buckingham. He would make time for writing on weekends, early mornings and would re-write and go over drafts while traveling for work. Even just setting aside 2-3 hours a week for writing can make a huge difference. [7:50] Great leaders stay curious about what really works, and how to measure if something is working. [8:49] Ashley appreciates the perspective that working at large companies gives him, and how they are living examples of creating significant transformation in an environment that intertwines others. [11:16] Ashley and Marcus wrote Nine Lies About Work to share wisdom from both evidence-based research and on the ground experience. [18:19] We should focus not only how to give feedback, but how it will help others grow. [20:43] Excellence is idiosyncratic. We are unreliable raters of other human beings, and since the information of feedback can be highly suspect, the best way to give it and receive it is to understand it comes from the individual’s truth and perspective. The true understanding comes from our own “aha” moment instead of from others telling us what to do. [28:08] The phrase “Good Job” is the beginning of the conversation, not the end. It gives us a chance to talk about what went right, how to do it again, and possibly how to do it even better. [35:28] The most important job as a leader is to build and encourage excellence in others. [38:41] Most of the real world leaders don’t exemplify all (or most of) the qualities that top the lists of characteristics of a leader. Instead, what leaders do have in common is one main thing: they have followers. We must understand what followers look for in their leaders: They see themselves in one way or another in their leader. The leader provides them assurance about the future. The leader displays confidence and has seen around the corner.   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 Ashley Goodall The Feedback Fallacy — Harvard Business Review Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, by Marcus Buckingham and Ashley Goodall