Edwin Jansen on how people adopt self-management at Fitzii
...ars and biases. We found the Enneagram to be particularly helpful as a personality typing tool. Typically, someone gets some kind of really difficult feedback or is in some conflict with someone and then their deepest fear around how they operate in the world is triggered. And then we like to say leadership...more
...ugh stage two, or if it's a particularly rocky path through the Heart stage is because they don't feel safe or they don't trust the intentions of the feedback that are given to them. And we've spent a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And...more
... or they don't trust the intentions of the feedback that are given to them. And we've spent a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And it's super important that we provide feedback as a gift and from a place of love, not from a place of fear...more
Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers
...ct or that misunderstanding. And we want to make sure we give staff those skills and help them to feel empowered to have those conversations, to give feedback and to move forward together. So again, it's just that growing outwards, how do I grow outward, and that might be in my soft skills, in those core e...more
...earn about that process of exploring the mindset shift, and also the kind of human skills shift if you like, as well, like you mentioned conflict and feedback, for example. And you touched a bit on the core curriculum, but I'd be interested to know, when there are disagreements or interpersonal conflicts, h...more
...er time? Ruth Waterfield: I think this is where our agile foundations really, really help us. Because Scrum in particular gives you some really quick feedback loops. So, every morning when you have your standup, which is when you come together and go, "Oh, what did you do yesterday? What are we doing today?...more
Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem
...nisation that we are very kind, we are very warm to one another, we are very caring, which is good. But when it comes to giving very clear and direct feedback, we are in a learning phase to really see that we do that because we care. We don't do it because we want to be mean to one another. And that is real...more
...e want to be mean to one another. And that is really something that we have been working very hard on and continue to work hard on. When you get the feedback from someone, you also can feel that this is because this person is caring about me and want to help me to become better. And we really need a lot of...more
...ving me also a lot of energy - that I'm learning new things every day. I think it's often difficult - the higher up the organisation you go, the less feedback you tend to get from people. It can feel really risky and dangerous to give feedback upwards. Have you noticed a shift in that culture? Do you find t...more
Frederic Laloux with an invitation to reclaim integrity and aliveness
...ther example that comes up often is: people shy away from difficult conversations. So self-managing is working, but people don’t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s...more
...t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s quadrants, it’s sort of a behavioural thing. Let’s just train people behaviourally, right? That’s the upper right quadrant. An...more
... upper right quadrant. And that might be a good way to do it. But I’ve heard from quite a few organisations that you can train people a lot in giving feedback but people often still shy away from it, right? Because we all are, to some degree, conflict avoiders.
But if you set up the system in a way where t...more
Beetroot’s founders on purpose, self-management, and shocking people with trust
...f to talk about this skill set that is more challenging in which we are constantly working with and partly together with Tuff Leadership also, is the feedback culture, in how to be able to when there is not a manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not th...more
...working with and partly together with Tuff Leadership also, is the feedback culture, in how to be able to when there is not a manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not that, then you need better ability to give and take feedback on an individual, like p...more
... manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not that, then you need better ability to give and take feedback on an individual, like peer to peer level because that feedback needs to happen everywhere between different people in the organisation, rather than ...more
Pasteur Byabeza on transitioning to self-management at Davis College
...cision making rights. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. This was reflected in regular feedback in surveys that were conducted, to gauge faculty levels of stress. So this is what sparked the need or the desire to make some kind of radical shift ...more
...ent. Based on that, we came to a conclusion that self management is worth trying. So the next step was then to test that hypothesis. And based on the feedback we received with the early success of the new system in pilot circles, everyone at Davis College, and Akilah, was invited to transition into holacrac...more
...reates some situations where everybody feels comfortable holding everyone else accountable, for their commitments. But that can be done maybe through feedback, or sometimes even respectful confrontations. And because of that, I've seen that people tend to be more authentic - more true to themselves. And ev...more
Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...ough. There's some growth pain here because I have to let go of things that I'm very familiar with: habits, ways of being, I'm going to get lots more feedback from my colleagues in terms of how I'm showing up and the impact that I'm having. And if I'm a manager, having to let go of that power or influence o...more
...ree nurses having a cup of tea. It was a lovely, sunny day and they were so chatty and so down to earth and like: "yeah, of course we give each other feedback", and: "yeah, it's really tough, but it's important", and they were just living it on the front line, doing it, and couldn't imagine why you would ev...more
...ple are bumping up against some of the same challenges and it seems like most many of these organisations struggle with recognising that some kind of feedback system is really important, for example to be able to know, as Miki Kashtan put it: "we learn by knowing our impact on others". And I know like, Brya...more
Buurtzorg and the power of self-managed teams of nurses
... teams). So it's really interesting to hear all of the insights and all of what they've learned over the years about communicating, giving each other feedback, what's really rewarding, what's really challenging. And I think probably my favourite bit is when I asked them at the end, what advice they would gi...more
.... And that's true. Marian: And you speak a lot with each other... Chila: Yeah, there is a good communication in the teams. Marian: We give each other feedback. Chila: That's also a problem sometimes in the self-leadership thing. Because if you cannot do that in a team, if it's not safe enough to talk with e...more
...Lisa Gill: Do you guys give each other feedback in the team? Is that something you do? Chila: Yeah, always. Sometimes too much! Jolanda: Sometimes you cry! Chila: "I didn't mean to do that!" [Mimi...more
Bernadette Wesley on bridging inner and outer transformation
...sting - here's what worked well, here's what I could use more of. Now you're creating your agreements by just trying it out together, and then giving feedback on that. And we just continue to hold questions around it. Well, what's our responsibility here if something comes up that's between two people in th...more
...omes up that's between two people in the room together? And often we say if your learning edge is asking for that space, for that person to have that feedback conversation, that's difficult. And that's what you're going to do. That's what you're going to do that will be your learning edge - to ask that pers...more
...t you need to kind of it reprograms your brain? It seems so simple, but it really does have a powerful effect. And then you start getting maybe other feedback. 'Oh, like you told me the other day, I really liked your LinkedIn posts', or 'Oh, okay, you're like a scientist, you're just testing those assumptio...more
Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising
...hings for different people), but I see that there's a value in helping people to see because a lot of it is coaching; helping people to see, like the feedback that you got about sometimes when you become a bit silent, I wonder this or that or so that you can get help with your awareness and perhaps practice...more
...ess and perhaps practice things, tough conversations or vulnerable conversations, things that you don't normally do in a safe space where you can get feedback and input and coaching and support. I do find that that's really valuable for people, especially in organisations, maybe slightly different to Buurtz...more
Margaret Heffernan on how to act our way out of the status quo trap
...here I live. And one of the people working with me on it got the wrong end of the stick about something I'd said, and gave me some pretty unvarnished feedback - which was not terribly easy to receive. But having had that extremely uncomfortable conversation, the two of us can now work together much more eff...more
...me kind of promise from our bosses that they're going to listen. And Mary thought, well, that's fair enough. And as all smart people do, she took the feedback really seriously. And she slightly redesigned the program for the bosses to whom these concerns would come and taught them how to listen, how to ask ...more
Jorge Silva on horizontal structures and participatory culture at 10Pines
...se of pines - everyone is a pine - we have a gardener. We call it the gardener. And it's a person who is like a coach, a person that helps you to get feedback from your teammates. Who helps you to see your future and how to evolve in the company, and help you in terms of how to see the culture and how to un...more
... examples of the kinds of tools or training that you're giving to your gardeners? Jorge Silva: Well, right now we are doing conflict training. Giving feedback. Non-violent conversations. Yeah, I think this is one of the biggest trainings that we are doing right now. We are also working a lot in the onboardi...more
Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...se they will be afraid of the messenger being killed. And so you need to actually do something for information to flow. And then the fourth system is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback tha...more
... is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback that constantly comes, you will silo. And you will function without sufficient information about the impact of the choices that you make. We learn th...more
Aaron Dignan on being complexity conscious and people positive
...ere you don't have formal line managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, yo...more
...managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, you know, we created these tensio...more
Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...different kind of director that would be much more supportive and collaborative and asking you think, asking you to try something else and giving you feedback and so on — so I’m thinking about, and maybe it’s because I’m not the ideal employee for Haier (laughs), but again, I think about this diversity ques...more
Amy Edmondson on psychological safety and the future of work
...you might diagnose poorly sometimes. You might look around and think something -needs to be done and you step right in and do it. And be prepared for feedback! Because maybe someone else will find it unhelpful. That’s OK. Each and every one of us must be willing to learn from our missteps as well as from ou...more
Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...them, the easier it will be. If nothing else, to start with in terms of learning? To do that with somebody that can watch what you're doing, give you feedback and vice versa... you're partnering with them and doing things - and Keith and I have a lot of experience in that ourselves - even doing things as a ...more