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“As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’ On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. ‘‘As long as everyone got a chance to talk, the team did well,’’ Woolley said. ‘‘But if only one person or a small group spoke all the time, the collective intelligence declined.’’
“Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues. One of the easiest ways to gauge social sensitivity is to show someone photos of people’s eyes and ask him or her to describe what the people are thinking or feeling — an exam known as the Reading the Mind in the Eyes test. People on the more successful teams in Woolley’s experiment scored above average on the Reading the Mind in the Eyes test. They seemed to know when someone was feeling upset or left out. People on the ineffective teams, in contrast, scored below average. They seemed, as a group, to have less sensitivity toward their colleagues.”
Read the full article @ The New York Times.
Posted in Management
This short video from @ScottWilliams provides 10 clear distinctives to help understand the difference between a manager and a leader.
In this video from KPCB’s recent CEO Workshop, KPCB General Partner Beth Seidenberg chats with Laszlo Bock, SVP of People Operations at Google and author of “Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead.” Bock shares his Google-bred wisdom on how to interview and hire new recruits as well as how to retain top talent through nurturing a distinctive culture. (Published on Jan 20, 2016)
Over the years, Google has embarked on countless quests, collected endless amounts of data, and spent millions trying to better understand its people. One of the company’s most interesting initiatives, Project Aristotle, gathered several of Google’s best and brightest to help the organization codify the secrets to team effectiveness.
Specifically, Google wanted to know why some teams excelled while others fell behind.
- Structure and clarity
- Psychological Safety
Read the full article at https://www.inc.com/michael-schneider/google-thought-they-knew-how-to-create-the-perfect.html .
Posted in Management
How well does your library protect your staff from abusive patrons/members/customers? Here’s how Buffer does it.
The Teammate Protection Pledge
As a Bufferoo, you’ll get the privilege of building relationships with thousands of customers. Hopefully most of these will be enriching, positive experiences. Every once in a while, an interaction might take a negative turn. It could be that our product has led to intense frustration or that the customer is just having an off day. In rarer cases, things may turn abusive or threatening. If things do turn abusive, we never want a Buffer teammate to feel unsafe.
I’d love to share a new teammate protection pledge, aimed at giving you the confidence to end Buffer’s relationship with a customer when it’s clear that the wellness or safety of our team is at stake. If you encounter any of the following three elements, you are empowered to initiate a process to part ways with a customer:
Read the full article @ Buffer.com
Posted in Management
From the visionary head of Google’s innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed.
“We spend more time working than doing anything else in life. It’s not right that the experience of work should be so demotivating and dehumanizing.” So says Laszlo Bock, former head of People Operations at the company that transformed how the world interacts with knowledge.
This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:
Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history’s most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you’re a team of one or a team of thousands.
WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.
While recently searching the blog for another post I stumbled over this gem from 2006. Ah. memories…
In January 2006 I was asked by the then FAPL board president to take over as the manager of the FAPL Book Outlet. I accepted the position and in the past year many changes have been made. Many of you have liked the changes, a good number have come to accept the changes, and a few of you still do not like most or any of them. Then came the recent sale at the central library and additional complaints have been received. This letter is both an explanation and a response to the criticisms I’ve received over the past thirteen months.