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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.
“Why is it so difficult to get our teams learning at scale? In my experience, the central challenge is that leaders tend to think of learning too narrowly — equating it with training, mentoring, or “constructive feedback” during performance reviews.” According to Elizabeth Doty, “If you want to accelerate learning on your team, first engage them in a meaningful challenge, then design a feedback system that enables them to learn naturally, every day.”
“There’s no point in collaboration without tension, disagreement, or conflict,” writes Liane Davey in Harvard Business Review. “What we need is collaboration where tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in the plan, and lead to enhanced trust among the participants.”
“A useful way to think about teams with the right mix of skills and personalities is to consider the two roles every person plays in a working group: a functional role, based on their formal position and technical skill, and a psychological role, based on the kind of person they are.” According to Dave Winsborough and Tomas Chamorro-Premuzic, “Too often, organizations focus merely on the functional role and hope that good team performance somehow follows…A more effective approach focuses as much on people’s skills as on their personalities.”
“For people to work together, they need to know that both labor and credit will be shared. In short, they need teammates who understand their feelings (i.e. empathy) and care about their wellbeing (i.e. compassion).” David DeSteno offers suggestions for increasing empathy and compassion in your teams.
“It’s rare to hear the following six statements in the business world,” says Evan Roth, “but these are what winning sports teams say about one another.” Are these six statements part of your team’s vocabulary?
“Shared experiences are a powerful tool for managers to build high-performing teams,” writes Augusto Giacoman in Strategy+Business. “They help to shape values, norms, and behaviors that allow people to get work done more efficiently and effectively. In fact, researchers from the University of New South Wales’s School of Business studying leadership found a productivity uptick of 18 percent in teams in which leaders fostered shared experiences among employees.”
“High-performing teams share nearly six times more positive feedback than average teams.” HBR’s Christine Porath suggests ways for igniting more frequent, effective feedback, including that you “consider which of your team members’ positive contributions you currently take for granted. Make a list, and start calling out team members for their strengths when you see them in action — and try to catch people at it in the moment.”