What new roles, reporting relationships, or configurations of the teams do you need to develop to get through this time in the wilderness?
William Bridges, Susan Bridges in Managing Transitions
I lead teams at the intersection of strategy and design. Autodidact. Polymath. Barbecue acolyte. I start fires (the good kind).
What new roles, reporting relationships, or configurations of the teams do you need to develop to get through this time in the wilderness?
William Bridges, Susan Bridges in Managing Transitions
Cohesion happens not when members of a group are smarter but when they are lit up by clear, steady signals of safe connection.
Daniel Coyle in The Culture Code
Hierarchy often breaks down in the neutral zone, and mixed groupings, such as task forces and project teams, are often very effective. People may have to be given temporary titles or made “acting” managers.
William Bridges, Susan Bridges in Managing Transitions
In the cultures I visited, I didn’t see many feedback sandwiches. Instead, I saw them separate the two into different processes. They handled negatives through dialogue, first by asking if a person wants feedback, then having a learning-focused two-way conversation about the needed growth. They handled positives through ultraclear bursts of recognition and praise. The leaders I spent time with shared a capacity for radiating delight when they spotted behavior worth praising. These moments of warm, authentic happiness functioned as magnetic north, creating clarity, boosting belonging, and orienting future action.
Daniel Coyle in The Culture Code
When another company acquires yours, clarify your team’s purpose and improve its functioning to maximize the chances that when the dust clears, it will be viewed as essential to the success of the acquiring company.
William Bridges, Susan Bridges in Managing Transitions
Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses.
David Epstein in Range