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From Roger Schwarz: A survey evaluating a team’s performance can be a powerful tool for making that team more effective. And the first message that consultants and HR professionals often communicate on these surveys is: “To ensure that the team gets the best data and feels protected, we will make sure responses are confidential.” The widespread assumption is that if team members know their answers are confidential, they will respond honestly. But if you ask for confidential feedback, it might create the very results you are trying to avoid.
From Knowledge@Wharton: Does working in teams make people less receptive to outside input? How can social comparisons undermine trust in working relationships? How do the training and technical knowledge entrepreneurs take from previous employers impact the success of their new ventures? Wharton professor Jennifer Mueller and lecturer Julia Minson, and professors Maurice Schweitzer and Evan Rawley, respectively, examine these issues, and what they mean for business, in recent research papers.
Client: San Francisco Symphony
From TEDxAmericanRiviera: Lee draws business leadership and team management analogies from the world of classical musical ensembles — specifically orchestra conducting and chamber music. The first 2/3 of the talk draw analogies from the first episode of San Francisco Symphony’s Keeping Score — which gives behind-the-scenes looks at what it takes for Michael Tilson Thomas to prepare Tchaikovsky’s 4th Symphony. · Watch video →
Apple is organized like a startup — teams working on products. Zero committees. “We trust the other folks to come through with their parts without watching them all the time,” says Steve Jobs. Jobs spends his days meeting “with teams of people, working on new ideas and solving problems.” · Watch video →
From Management Issues: Trying to get people to do what you want has never been easy. Trying to get them to pay attention to what you need when they are on the other side of the globe is even harder —- after all, they don’t have to look you in the eye when they want to weasel out of an assignment. So what’s a manager to do? One thing that helps is to remember that it’s not about you.
From Steve Lohr at NY Times: Steve Jobs, technologist and tastemaker of modern digital culture, described himself as a captain of product design, inspiring his teams of workers, as he once said, to go “beyond what anyone thought possible” and to do “some great work, really great work that will go down in history.” And he did, time and again. Mr. Jobs did not make the technology himself; he led the teams that did, prodding, cajoling and inspiring.
From ChangeThis: When you build a team, are you focused on joining links in a chain or weaving together a strong rope of intertwined employees? While I may have started out building a chain – mindful that a chain is only as strong as its weakest link — I came to see that interweaving the threads of a rope came much closer to meeting my goal of a cohesive, interactive team. That way, I eliminate the inevitable spaces between chain links, replacing them with a ‘rope’ team, where every thread is bound together. This is the model I used as I found, trained and deployed my staff — my Army — and I could not be more satisfied and proud of the results we’ve had and the achievements I see on a daily basis.