Podcasts about what google learned from its quest

Psychological safety is a buzzy topic every company claims to want—but only a handful actually achieve. Sometimes, it's misunderstood as being about “niceness” or “politeness”, but real psychological safety is deeper and more complex than that. It's an ecosystem of behaviors that add up over time to impact how your team shows up day after day. Unfortunately, this misconception has a stranglehold on most leadership teams as well, who spend more time talking the talk than walking the walk. We've seen and worked with many executive teams over the years where people didn't feel comfortable speaking up, challenging ideas, admitting mistakes, or sharing concerns without fearing retribution or embarrassment. When that's happening inside the team responsible for some of a business's biggest decisions, there are big consequences. In today's episode, Rodney and Sam break down why leadership teams often feel the most psychologically unsafe, how to move the needle on developing trust, and why a ropes course can't solve a team or organization's culture problems. (Producer's note: Ok, so we're zero for two this week with Sam's mic going rogue after Rodney's mishap last episode. Taylor's been working some major magic lately. Hopefully third time's the charm with episode 21

Toxic work and home environments are all around us: intimidation, humiliation, secret discussions, manipulation. Those environments are psychologically unsafe. When we and those around us feel unsafe, we become fearful, stop learning, and fail to improve.Discover the power of psychological safety in fostering high-performing teams, as we dive into techniques to cultivate trust and open communication. Learn from Google's Project Aristotle case study, Mirela Petalli's experiences in hospitals, and Dan Greening's experiences in tech companies, which reveal the transformative impact of psychological safety on productivity and collaboration.Join us as we challenge norms with mindfulness and agile practices to elevate team performance. Listen to this episode and transform your understanding of what it takes to create a successful, innovative, and cohesive team. Don't miss this chance to unlock your team's potential – tune in now!This episode parallels  our 2-minute newsletter (click to subscribe) The Mindful Sprint.  Mirela Petalli and Dan Greening use the Psychological Safety brief as a jumping off point for more details and stories around Psychological Safety.ReferencesDuhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. The New York TimesAmy Gallo (February 15, 2023) “What Is Psychological Safety?,” Harvard Business Review.CreditsBeta reviewers Divya Maez, Amelia Hambrecht and Colleen Zimmerman helped improve this episode.Stinger sound Swing beat 120 xylophone side-chained by Casonika CC BY 4.0Staff Daniel Greening, host, agile coach, and computer scientist Mirela Petalli, co-host, meditation guide, and neurocritical nursing instructor Dan Dickson, business coach, executive and management consultant Links Mindful Agility Substack ("The Mindful Sprint" weekly brief) Mindful Agility web site Mindful Agility Community Facebook group Mindful Agility Youtube channel

Assembling a perfect team turns out to be closer to alchemy than science! During our research for the Corporate Culture series, we came across an article describing some research that was done by Google on the very subject. We really liked the article but feel it fell short on a couple of points, so here is us talking about our take on this subject. For this episode, we took some inspiration from the following article: What Google Learned From Its Quest to Build the Perfect Team – The New York Times Please use the Contact Form on this blog or our twitter feed to send us your questions, or to suggest future episode topics you would like us to cover.

Assembling a perfect team turns out to be closer to alchemy than science! During our research for the Corporate Culture series, we came across an article describing some research that was done by Google on the very subject. We really liked the article but feel it fell short on a couple of points, so here is us talking about our take on this subject. For this episode, we took some inspiration from the following article: What Google Learned From Its Quest to Build the Perfect Team - The New York Times Please use the Contact Form on this blog or our twitter feed to send us your questions, or to suggest future episode topics you would like us to cover.

Assembling a perfect team turns out to be closer to alchemy than science! During our research for the Corporate Culture series, we came across an article describing some research that was done by Google on the very subject. We really liked the article but feel it fell short on a couple of points, so here is us talking about our take on this subject. For this episode, we took some inspiration from the following article: What Google Learned From Its Quest to Build the Perfect Team - The New York Times Please use the Contact Form on this blog or our twitter feed to send us your questions, or to suggest future episode topics you would like us to cover.

今回はブラウザ開発を手がけるPatricia Aasさんの、Reading Other People's Codeというプレゼンテーションをもとに、巨大なコードベースを読むための手法、心理的安全性と優れたチームについて話しました。 プレゼン動画: https://www.youtube.com/watch?v=mrXHf71lYrs スライド: https://www.slideshare.net/PatriciaAas/reading-other-peoples-code-ndc-sydney-2018 What Google Learned From Its Quest to Build the Perfect Team: https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html Today I learned Ep. 13 UberでのiOSアプリリライトにおける技術的、組織的な挑戦について: https://anchor.fm/todayilearnedfm/episodes/13--UberiOS-eo7luc Nest の統合に時間がかかった話: https://softwareengineeringdaily.com/2021/01/05/webassembly-on-iot-with-jonathan-beri-repeat/ Your co-hosts: Tomoaki Imai, Chomp CTO — 外食体験を記録、シェアできるソーシャルアプリChompを開発してます https://chomp.app/ https://twitter.com/tomoaki_imai Yusuke Kawanabe, Software Engineer https://twitter.com/ykawanabe

Ron Lichty joins Melinda Byerley to share stories about his time in Silicon Valley as a programmer, then a team and product manager. They talk about his instrumental role in the development of Apple’s game-changing personal computer, the Macintosh. This is only one highlight of his distinguished career that also includes three patents, several books, and recognition as a thought leader in agile methodology. Even if you aren’t a techie you will enjoy listening to Ron because if you use a computer he has probably touched your life.   ARTICLES AND BOOKS MENTIONED IN THIS EPISODE Ron’s book: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, published by Addison Wesley The periodic Study of Product Team Performance, an endeavor that continuously improves our understanding of why some product teams excel while others struggle. "Joy, Inc.: How We Built a Workplace People Love" by Richard Sheridan (Amazon) About Google’s Project Aristotle: From The New York Times Magazine “What Google Learned From Its Quest to Build the Perfect Team” Feb. 25, 2016 PB Works, first online Wiki by David Weekly (Wikipedia) MUSICAL INSPIRATION FOR THIS EPISODE ON SPOTIFY: "Fixing a Hole" by The Beatles ABOUT THIS PODCAST Stayin' Alive in Tech is an oral history of Silicon Valley and technology. Melinda Byerley, the host, is a 20-year veteran of Silicon Valley; and the founder of Timeshare CMO, a digital marketing intelligence firm, based in San Francisco. We really appreciate your reviews, shares on social media, and your recommendations for future guests. And check out our Spotify playlist for a playlist for all the songs we refer to on our show.  

Hi there folks! Creatives Meet Business is an event and podcast series based out of Austin, Texas for creatives of ALL disciplines to get from zero to one in thinking of themselves as business owners (in the creative sector). This episode features Kara Kriegshauser, Client Services Professional, who joined us in April during our roundtable event on Managing Professional Relationships. As you'll soon find out, she'll walk you through the fine art of managing up, down, and across in under 15 minutes. Because there's so SO much that's exciting about this episode - let's hop in and hear what Kara has to say! 0:00 to 1:40 - Ashland Opening Remarks and Intro of Kara Kriegshauser 1:41 to 3:44 - Introduction of Self and Topic (Managing Up, Down, and Across) Managing up - trying to influence someone to change their mind who has say over your paycheck Managing down - managing an employee, assistant, intern Managing across - working with someone equal to you (a peer) to accomplish a goal that you desire 3:45 to 5:10 - Success is about influencing others / 3 Main Things to help create influence Empathy Information Reciprocity Queso versus sushi with friend example that uses all three principles 5:11 to 6:34 - Mutual Respect Google study about what makes teams successful within Google. Survey result was "being nice to each other" Mutual respect What piece can you control and how can you influence within that 6:35 to 11:19 - Understand Place in System and How to Build Influence What's my goal. What can I control? What's my role? So, what can I control within my role? Managing up example with CEO at former company Managing up example with boutique owner and task management software Asana Pilot your idea! After implementation, work with the manager to find more ways to improve the process or solicit feedback for improvement Take time to celebrate 11:20 to 12:02 - Parting Quotes Steve Martin, "a mistake that we make is we ask ourselves who can help me when the question to ask is instead whom can I help first." Builds mutual respect "The key to successful leadership today is influence and not authority." 12:07 to 13:23 - Ashland Closing Remarks Stay in touch, email us (ashland@cmbatx.com) or connect with us on social (@createmeetbiz on Instagram and Twitter // Creatives Meet Business on Facebook) Links that Kara references: What Google Learned From Its Quest to Build the Perfect Team, New York Times Influence: Managing Up, Across, and Down Webinar with Steve Martin Asana  If you like what you hear, share the podcast with your friends, rate and review. To stay in the loop - follow us on Instagram, Twitter, Facebook or subscribe to the newsletter. Get ready for more info on Managing Professional Relationships, stay tuned! Thanks! Ashland, Creatives Meet Business

Co-hosts Jan Rutherford and Jim Vaselopulos interview Josh Spodek, an Adjunct Professor at NYU, leadership coach, workshop leader for Columbia Business School, columnist for Inc., founder of Spodek Academy, and author of Leadership Step by Step (launching February 2017). Josh talks about how academic teachings failed to prepare him for entrepreneurship, and how learning a theory is insufficient without practicing it.  They discuss the critical need for emotional intelligence, and psychological safety, and how they can be developed, and the techniques Josh uses to strengthen them.  Listen in to learn more about leadership practices, releasing passion, changing beliefs, and nurturing teams.   Key Takeaways [2:59] Josh is concerned that academic education is emotionally and socially passive. At Ivy League schools, Josh learned was intellectually challenged, but he was not taught socially and emotionally. Josh had trouble working with others when he founded his first company. His leadership was ineffective during the recession, and investors forced him out as CEO. [10:34] Reading books, and learning theory, but not learning how to practice the theory, you might as well read about weights, but not actually lifting weights. Josh wanted a place to teach leadership. For Spodek Academy, Josh researched fields that show leadership, to learn from their techniques. He created exercises, tested and refined them, to teach sensitivity to others’ emotions. [18:32] Joshua cites exercises by Marshall Goldsmith, such as “FeedForward,” and “No, But, However,” that taught him so much about listening and empathy. Small changes in behavior change your worldview. Josh organized Goldsmith’s exercises, and others, into a progression of learning, with each exercise being more challenging, and all tied together. [19:58] One exercise is to write down your inner monolog, the voice inside your head — not what you’re thinking about, but the actual words. A later exercise is to speak your inner monolog. That’s scary, because people hear it. It turns out to be authentic, and people respond genuinely. Further exercises are to write your mental model (what creates the inner monolog), and models of others. [25:12] We’ve all been hurt. When part of your identity is mocked, you can’t get rid of it, but you can hide it. We don’t get hurt by casual acquaintances, but by people close to us. We learn to close off our vulnerabilities. Leaders who learn to get people to get past vulnerability to share their passion can get them to engage in their work, for purposes about which they are passionate. [26:50] Jim talks about psychological safety, determined by Google’s Project Aristotle to be the number one key performance driver of high performing teams. With psychological safety, it is easier to have discussions in touch with your inner monolog. Josh says Laszlo Bock’s research at Google revealed the need for our educational system to educate to emotional intelligence. [29:47] Josh teaches adopting a challenging belief, in Unit 2 of Leadership Step by Step. Unit 1 is Understand Yourself. Unit 2 is Lead Yourself. A leader needs to know that beliefs affect how people view the world. Two people, looking at one thing, see two things. To change motivation, change belief. Joshua describes changing the “dandelion belief,” to the “burning building belief.” [33:36] If you can look at a difficult problem from a different perspective, and solve it that way, you have an additional way to solve problems, or more intelligence. Helping someone change a belief is simpler than convincing them of something. The progression in the book is, understand your belief, adopt a challenging belief, understand other’s belief, and help them adopt a belief. [37:48] Visiting North Korea taught Josh about himself. Seeing pictures of Kim Jong Il everywhere, and tuning them out, made him wonder what he tunes out here in the U.S. It hit him, that advertising and brands are what he tunes out. We incorporate into our reality things that are actually aspects of our external culture. Sometimes it takes an outsider perspective to see it. [40:48] Josh teaches entrepreneurs, when they find an industry where everybody has the same fixed beliefs, it is a huge opportunity, especially when the beliefs do not match the interests of the market. The more fixed the belief, the more the opportunity. Google is an example. Before Google were simple site aggregators, like Alta Vista. Google tried to sell “search” for $1 million. No takers!   Books Mentioned in This Episode Leadership Step by Step: Become the Person Others Follow, by Joshua Spodek (Available February 16, 2017) Thinking, Fast and Slow, by Daniel Kahneman Marshall Goldsmith author page on Amazon The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge NYT Magazine, "What Google Learned From Its Quest to Build the Perfect Team," article by Charles Duhigg Work Rules! Insights from Inside Google That Will Transform How You Live and Lead, by Laszlo Bock   Bio Joshua Spodek is an Adjunct Professor at NYU, leadership coach and workshop leader for Columbia Business School, columnist for Inc., founder of Spodek Academy, and author of Leadership Step by Step (launching February 2017). He has led seminars in leadership, entrepreneurship, creativity, and sales at Harvard, Princeton, MIT, INSEAD (Singapore), the New York Academy of Science, and in private corporations. He holds five Ivy League degrees, including a PhD in Astrophysics and an MBA, and studied under a Nobel Prize winner.  He helped build an X-ray observational satellite for the European Space Agency and NASA, co-founded and led as CEO or COO several ventures, and holds six patents. He earned praise as “Best and Brightest” (Esquire Magazine’s Genius Issue), “Astrophysicist turned new media whiz” (NBC), and “Rocket Scientist” (ABC News and Forbes) and has been quoted and profiled by ABC, CBS, NBC, NPR, Fox, NY1, CNN, New York Times, Wall Street Journal, USA Today, Washington Post, Newsweek, Forbes, Esquire, The Guardian, Nikkei Shimbun, Taipei Times, Salon, and more. He’s an award-winning artist, marathoner, world-class Ultimate Frisbee competitor, fitness fanatic, and world traveler.  He lives in Greenwich Village and blogs daily.   Website: SpodekAcademy.com  Twitter: @Spodek Website: JoshuaSpodek.com Facebook: Spodek Academy LinkedIn: Joshua Spodek  

LeadingAgile' Tim Wise spent some time talking with Dave Prior about how important stable teams are to making Agile work. Tim and Dave also discuss the impact of not having them and what you can do about it. Show Notes 00:08 Interview Start and Tim introduction 00:53 - Topic Introduction - Why you need stable teams to make Agile work 02:03 - Tim explains what stable teams are and why they are important 04:51 - Dave presents a common argument against stable teams 05:30 - An example of an organization being successful without stable teams 07:12 - How Digital Agencies struggle with Agile due to a lack of stable teams 07:35 - Why are we advocating for stable teams? What’s the reason behind it? 08:08 - Why you need stable teams to be predictable 08:30 - Research about teams and making them work 10:08 - Shouldn’t really skilled professionals just be able to work together? ( Studio Musicians vs. Professional Athletes) 12:33 - Packing your team with all “A” players does not make a great team 13:18 - Google’s Search for Perfect Teams 14:00 - Establishing Team Norms and a Shared Purpose 15:01 - Why great teams are able to be flexible and cope with change 15:28 - Trusting the skills and abilities of your fellow team members 15:52 - How trust enables greater focus 16:48 - Diverse Collective Intelligence and Self Organization 18:09 - How a team exploits their own conditions and uses their own capabilities to get the most out of each other. 19:49 - Teams spread across multiple projects have lower throughput that teams working with a single focus 21:29 - Team stability metrics and collecting data on team performance that can be used to identify hot spots in the organization that can be addressed 23:05 - What if you don’t/can’t have stable teams? What should you do in order to still get value out of Agile 23:47 - Advice for Digital Agencies that lack stable teams 25:53 - Understanding the cost of making the choice to not have stable teams 27:08 - Making the choice for stable teams and one backlog (regardless of the number of projects) 29:44 - Running a test to prove stable teams work 30:28 - How to reach Tim for more information What Google Learned From Its Quest to Build the Perfect Team http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html The Atlanta Scrum User Group https://www.meetup.com/agile-38/ Here is where you can reach Tim: LeadingAgile http://www.leadingagile.com/guides/tim-wise/ WiseAgile http://www.wiseagile.com Tim on Twitter https://twitter.com/timswise Tim on LinkedIn https://www.linkedin.com/in/timwise

How do you build the perfect team? That’s a critical question for organizations – from Fortune 500 companies to a President’s cabinet to the perfect theater troupe. Google sought the answer and used all the data and analytics at its disposal. In today’s episode Peter and Paul review the findings and compare the conclusions of the Google researchers to their own experience. Their starting point is a February 2016 article in the New York Times entitled “What Google Learned From Its Quest to Build the Perfect Team.” An immediate takeaway is that the best teams are not comprised of the “best” people – they’re more of a hodgepodge. Syncing with members of your team is critical, as Pete demonstrates with an old acting exercise, a derivative of the Meisner Technique called 1-2-3. Paul attempts it but stumbles. As the men demonstrate, the power of this syncing exercise is unquestionable. As it turns out, the effectiveness of groups comes down to norms, spoken or unspoken rules to which the group adheres. And, crucially, some norms are better for a group’s collective IQ. The Times’ article posits two groups with strong norms: Team A, rigid, efficient, comprised of smart and successful types. Team B is a mixed lot and spends time “warming up” with jokes, gossip, goofing around. It turns out that Team B will outshine by a huge margin because of two key norms: “conversational turn-taking” and empathy. These two norms create “psychological safety” which engenders true creativity, innovation and collaboration. “Psychological Safety” is so important, it supersedes all other group attributes. A safe space, whether in acting class, a tech company or a 12-Step meeting, is a space in which members know they won’t be rejected, embarrassed or punished for sharing, no matter what. This creates mutual respect and interpersonal trust that lets new ideas emerge. Paul shares that when he feels fearful or insecure in a situation he defaults to the most conservative, hackneyed solution to prevent recrimination. An atmosphere of fear will therefore kill fresh perspective. A key insight of the article is that emotional conversations and admission of personal struggles creates “psychological safety” – a difficult prospect for some work environments where emotionalism is considered “unprofessional.”