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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
“Brain science shows that new insights are fragile,” says Elizabeth Doty in Strategy+Business. But, she adds, “you can increase your team’s execution effectiveness by shifting your view of your role as a leader. Instead of being a taskmaster or allowing poor follow-up to undermine results, you can think of yourself as the architect of your team’s focus and attention — using simple practices to reactivate the insights that really matter over time.”
“Understanding the stages of team development helps you determine where to focus your leadership efforts,” says Jesse Lyn Stoner. “Teams might move quickly through these stages, but there is no evidence that a team has ever started off as a high performance team.”
“Inclusion is not just about making everyone feel good,” says Phil Kleweno on Forbes. “It is about building an environment of trust and mutual respect, where colleagues talk honestly and jump in with both feet when they can make a contribution.”
“You’ll be surprised what your team is capable of when you give them the space and the confidence to do their best work,” says author Robin Camarote. “Focus on creating safety, dependability, meaning, and a sense of impact, and your team will thank you for it by putting their best foot forward.”
“Effective processes are not about adding red tape — they are about enabling ‘flow,” says Elizabeth Doty. “Don’t wait until the fires are out — firefighting is a symptom of poor processes. Instead, dedicate small chunks of time to improvement, chipping away at the biggest time wasters first.”
Without a high degree of emotional intelligence, “your team members won’t be self-aware enough to know how they come across to others. They won’t be able to empathize or listen to each other, or find ways to improve their skills individually or as a group. But for managers, changing that starts by adopting a few good habits, then modeling them continuously for their teams.”
“One of the biggest mistakes leaders make is thinking they are supposed to have all the answers,” writes Jesse Lyn Stoner. “But sometimes the smartest thing you can do is to involve your team in creating vision and strategy and invite them to think together about the future. You don’t need to have it all figured out before you talk about it. In fact, it’s better if you don’t.”