My work on superpowers and building super teams explores what we need to do differently in unleashing the power of the collective. The team is the most impactful unit of success in any organization. What if you also incorporate coaching your team? In my latest Harvard Business Review piece with the ever brilliant Michael Canning, we share 3 ways that you can accelerate the learning of your team through team coaching. How do you develop your people to the speed of change? In your role as leaders and managers, when you think about coaching your directs, it's easy to visualize it as a 1:1 engagement. The employees who run away or quit when the forces don’t align personally will 100% be the same people whose growth trajectories will be slower. When the Venn diagram gets lopsided against your favor, be resilient and learn from the experience. 15 years later, all of the decisions I may have questioned at 25 years old make all the sense in the world to me, and I actually learned a tremendous amount from seeing how those decisions were executed. I WISH I had recognized and embraced this reality when I was early in my career!īefore you criticize management team decisions, before you question why your company made an outside hire to “level” you, before you second-guess the decision calculus of a RIF… step back, think about this diagram, and TRUST THE PROCESS. I regularly remind employees of an unfortunate reality of every business: there’s an inherent need to balance three strong forces - company objectives, customer needs and employee desires - and the overlap between those three spheres is really quite small. And when Sanyin Siang asked a few of us what advice we’d give our 25-year-old selves, I immediately knew my answer: TRUST THE PROCESS. Last week I had the pleasure of returning to Duke University to speak at Duke University - The Fuqua School of Business' "Investing in Women" conference. #wisdom #superpowerswithSanyin #leadership Thinkers50 Monika Kosman Christine Robers Duke University - The Fuqua School of Business Duke University Pratt School of Engineering Duke University A premier leadership and management journal featuring insights from the world's leading minds and corporations, it reaches 1 million readers globally. What if wisdom is something that we can do more to practice getting better yet? What would that require?ĭialogue Review is published by Duke Corporate Education, recently ranked by Financial Times as the #1 corporate education provider in N. In my latest 600 word column for Dialogue Review, I explore this idea a bit more. Yet, how often do we think about practicing or cultivating it in our leadership and organizations? When's the last time you've seen wisdom on a job description? And if leadership is about influence and persuasion, then leaders can benefit from building up their #wisdomcapital. Wisdom is something that's prized across cultures. As leaders and teammates, how can you cultivate an environment that allows for team sharing? And that others have been through this, and may have the solutions and wisdom that we need. So, we feel lonely in our struggles.īut when we share as a community, not only are we able to empathize more deeply with one another, we can take comfort in knowing that we are not alone. We have a tendency to think that our points of view are unique to us or that we are in the minority when it comes to what we are experiencing. It helps us combat pluralistic ignorance. It helps us to discover how we’ve grown from it andģ. It allows us personally to reflect on and validate our own struggles to be able to voice it.Ģ. In it, students vulnerably share the risks they've taken and the lessons they’ve learned “to view our perceived failures as pillars for success and learning.”ġ. What if you realize that you are not alone in your struggles? And what if we can help each other learn from our past failures? At the Duke University - The Fuqua School of Business our Fuqua/Coach K Center on Leadership and Ethics (COLE) Leadership Fellows created a Resilience Wall.
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