 |
The most successful companies ignore organizational structures to ensure that everyone on the team cross the finish line together.
|
047 |
 |
How well a team learns and grows from change under normal conditions is a massive predictor of how resilient that team will be when exposed to extreme and sustained levels of pressure and adversity.
|
070 |
 |
High-performing teams are designed to be resilient because team members contract with each other for mutual support through cocreation and co-elevation.
|
070 |
 |
As a leader, you must take ownership of the resilience of your teams while ensuring that your team members share responsibility for each other’s well-being.
|
070 |
 |
Teams succeed or fail together, and through our own behavior, we can either enhance or diminish our teammates’ resilience.
|
070 |
 |
Employee energy is the fuel of any enterprise, and that’s especially true at the team level, where there is a direct connection between team energy and team performance.
|
071 |
 |
…through foresight, we can increase our team’s adaptability muscle, plan for possible future states, and act proactively to thrive.
|
097 |
 |
Detecting, gathering, and evaluating risk intelligence is a team effort because no one person can keep a close watch on all the macro forces…
|
103 |
 |
…internal teams are often focused on what’s immediately ahead of them and not on orthogonal possibilities.
|
154 |
 |
Successful change movements become self-sustaining when they encourage the team-building behaviors most connected to our tribal sense of belonging…
|
198 |
