What did I take away from this?
- No all groups are teams
- Teams are 5-12
- Too many means advocacy overrules inquiry in decision making
- Leaders want to rule their tribes, but they need to recognize they’re part of the leadership team.
- Teams have an objective.
- Sometimes cutting one person out can immediately improve the team, but often most people need to be challenged or coached. Most will rise to the occasion. This is a long-held personal principle: don’t fire. Focus on where that person can thrive. Try three places. Then if it’s not working out or they’re resisting, then fire.
- Be vulnerable, not too much
- Team bonding isn’t socializing. Team cohesion is doing the hardest work possible: grappling with honesty, candidness, and coming out on top.
2024-02-20
- commitment clarity
- Cascading communication
- Communicate within 24 hours
- Advocacy vs inquiry.
2024-02-19
- Absence of trust
- Fear of conflict
- Lack of commitment
- Avoidance of accountability
- Inattention to results
- we often attribute a leader’s dysfunctions to a xharacter flaw (internal) but attribute our own dysfunctions to situstional things (external) and attribute someone’s success to external (luck) but our own success to internal (good at something)
- Daring Greatly and Dare to Lead both talk about the power of vulnerability. This guy talks about how vulnerability breeds trust.
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Bryan lives somewhere at the intersection of faith, fatherhood, and futurism and writes about tech, books, Christianity, gratitude, and whatever’s on his mind. If you liked reading, perhaps you’ll also like subscribing: