Modeling behavior is one of the most powerful forces for change, not pontificating. If we want the world to bend to our values, we would all be wise to let our values inform our actions and our processes, not our talking points.
Conferences are a great place to learn and connect with potential clients, colleagues, partners and provocateurs. That being said, conferences tend to have one thing in common, no matter the industry, format or location: The sessions are often delivered in a dry, un-engaging format.
Find out how one group is making the most of their industry conference...
While it is exciting to focus on emerging technologies, we must not place too much hope in its hands nor invest more time in the development of them than we do ourselves or each other. No technology, policy or law is going to save us. We have to save us. We do this by investing in ourselves and our relationships with each other.
After each workshop, intervention, and training I lead, I have participants fill out an evaluation. This is important to me since I work in a myriad of industries, with various sized groups, and with different problems to solve. Evaluating my performance and the impact of my work on my clients is vital. The more feedback I receive on what went well or what could use improvement supports me in enhancing my work with every client interaction. That being said, as I review my latest batch of evaluations and reflect on the many other sources of feedback from previous workshops, I have a clearer understanding of the many ways I can evaluate my impact.
Just as vital as clear goals are for teams to perform, are quality relationships between team members. People working together well need to respect one another, trust each other and feel seen by their colleagues. Recent studies have shown that the most effective teams exhibit the following behaviors:
Who is responsible for what? If a team member doesn’t perform, what happens? How do our distinct roles play together in pursuit of our shared goal? Who holds the authority here? If the Warriors didn’t know who to look to when calling the plays, why certain skilled players sat on the bench while others got to start and how they could leverage their individual skills, collectively, this season would have looked a a lot different.
At MIT’s Human Dynamics Laboratory, we have identified the elusive group dynamics that characterize high-performing teams—those blessed with the energy, creativity, and shared commitment to far surpass other teams. These dynamics are observable, quantifiable, and measurable. And, perhaps most important, teams can be taught how to strengthen them.