 |
Encouraging learning on a team does as much for the people as it does for the outputs and outcomes.
|
298 |
 |
The goal of working towards having more generalists on the team is increased flexibility and adaptability for the team.
|
299 |
 |
Trust is foundational to team effectiveness – it’s impossible to overstate how important it is.
|
086 |
 |
…since everybody works in teams to one extent or another, the ability to collaborate as a team player is always at a premium.
|
163 |
 |
As the organization scales agility by descaling the work and the system of work, it is important to ensure that teams with high autonomy also have high alignment.
|
087 |
 |
It’s not about inflicting sameness on every team. In order to maximize outcomes, the approach to organizational agility cannot be cookie cutter.
|
095 |
 |
A framework is adaptable if a team can inspect and change its way of working entirely, not just how it’s working within a set of prescriptive practices.
|
101 |
 |
Within guardrails, practices should not be imposed on teams. Teams should be invited and supported to take ownership in order to work out the best way to apply the principles and improve outcomes for themselves.
|
106 |
 |
…psychological safety is the number one determinant of high-performing teams.
|
107 |
 |
Leaders at all levels should become coaches for their teams on continuous improvement and be coached themselves.
|
110 |
