We Not Me

Salience (or what we choose to focus our attention on) has a big impact on our perceptions and actions within a group. Understanding this can help us reconsider what we’re ignoring or overlooking, which can lead to more innovative and inclusive team dynamics.This week, Dan and Pia are joined by Greg Radick and Tom McClelland, a professor and lecturer respectively, who study the history and philosophy of science. They discuss the concept of salience, which points to the ideas that grab our attention, and how salience impacts scientific enquiry and teams.In their professional work, they examine how different elements become more salient or important within a community of inquirers, such as a scientific community or a team, shaping what problems are considered relevant and which ones are ignored. They also explore how these patterns of salience influence the directions of research and collaboration.Three reasons to listenTo learn about the concept of salience and its impact on team performance and problem-solvingTo understand how ignoring and attention shapes our professional and personal identitiesTo discover how the history and philosophy of science can influence our understanding of team dynamicsEpisode highlights[00:05:33] The history and philosophy of science[00:07:13] What is salience[00:14:16] Choosing what we ignore[00:15:42] The importance of pointing in a different direction[00:19:35] Identifying mavericks and outliers[00:24:53] Greg's experiment to alter salience patterns[00:31:09] Creating a more open mindset[00:34:55] Social media, misinformation, and salience[00:37:31] Media recommendations[00:39:54] Takeaways from Dan and PiaLinksConnect with Greg via LinkedInConnect with Tom via LinkedInTom’s websiteDisputed Inheritance: The Battle over Mendel and the Future of Biology – Greg’s bookWoman First and a Philosopher Second: Relative Attentional Surplus on the Wrong Property, by Ella WhiteleyThe Structure of Scientific Revolutions, by Thomas KuhnLeave us a voice note

Kitchens – like any professional environment – need effective leadership. This means staying calm, promoting clear communication, and creating a learning environment where team members feel valued and motivated. Professional kitchens run well are the epitome of the We Not Me philosophy.This week, Dan and Pia are joined by Simon Zatyrka, a former executive chef who’s spent most of his career in professional kitchens around the US. He’s the founder of the Culinary Mechanic, where he coaches chefs on leadership and building a positive culture in the kitchen, offering a mix of on-site and virtual consulting.Three reasons to listenTo understand the importance of team building and development in high-pressure environmentsTo learn about the dynamics and leadership strategies used in professional kitchensTo discover how to create a productive and positive culture within a teamEpisode highlights[00:13:55] Inside a professional kitchen[00:23:56] Having key conversations[00:25:47] When communication breaks down[00:28:11] Just so you are aware[00:29:49] Simon's leadership tip[00:31:41] Takeaways from Pia and DanLinksConnect with Simon via LinkedInUnreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect, by Will GuidaraTeam of Teams: New Rules of Engagement for a Complex World, by Stanley McChrystal, David Silverman, Tantum Collins and Chris FussellChef Journeys – Simon’s podcastLeave us a voice note

If you’re taking over as team leader, you need to have open and honest conversations about the change in dynamics. If you’ve previously enjoyed a friendly relationship and you’re transitioning from buddy to boss, or you’re filling someone else’s shoes, it’s time to show humility, honour the past, embrace an uncertain future, and accept feedback from your team.This week, adaptive organisations consultant Jon Barnes rejoins the podcast. Jon helps organisations shift from rigid hierarchies or bureaucracies towards teams that manage themselves, promoting more autonomy. He’s a fan of working styles where individuals have more freedom but are also more accountable, and he focuses on helping groups collectively nurture the culture they want, together.Three reasons to listenUnderstand how to handle the "buddy to boss" transition by establishing a new social contract with your teamExplore ways to maintain mutual respect and equality in relationships, even when hierarchical structures are in placeLearn specific techniques for scheduling, giving and receiving feedback, in order to shape a constructive leadership styleEpisode highlights[00:07:42] The budy-to-boss problem[00:18:38] The perils of bringing in an outside team whisperer[00:30:29] Big shoes to fill[00:37:43] Jon's recommendation[00:39:42] Takeaways from Pia and DanLinksLeave us a voice noteConnect with Jon via LinkedInThe Book of Forgiving: The Fourfold Path for Healing Ourselves and Our World, by Mpho Tutu and Desmond Tutu

Workplace conflicts can arise from the most unexpected things, and can have severe consequences. When conflicts arise, they need to be addressed quickly, with opportunities created for open communication and understanding.Through effective mediation and a curiosity-driven approach, conflicts between team members can be resolved, ruptures can be repaired, and positive outcomes can be achieved.This week, Dan and Pia are joined by workplace mediation and conflict resolution consultant, Tania Waters. Tania has extensive experience in helping organisations address workplace conflicts and facilitating mediations between parties.She provides conflict management coaching, and specialises in creating safe spaces for open dialogue, understanding the perspectives and impacts of each party involved, and guiding them towards finding common ground.Three reasons to listenUnderstand the impact of workplace conflict on teams and their members, from passive-aggressive behaviour to the threat of physical violenceLearn about the importance of timely conflict resolution and the negative consequences of letting things simmer for too longDiscover the role of curiosity in the mediation process and how it can help to break down walls and challenge simplified narrativesEpisode highlights[00:11:51] Where conflict begins[00:13:25] What conflict looks like[00:15:37] The cost of conflict[00:17:37] The conflict resolution process[00:25:01] Pre-mediation[00:33:03] Group conflict[00:36:11] Tania's book recommendation[00:37:45] Tania's top tip[00:39:34] Takeaways from Pia and DanLinksConnect with Tania via LinkedInHigh Conflict: Why We Get Trapped and How We Get Out, by Amanda RipleyLeave us a voice note

Teams need to have a deep understanding of how to work together effectively. This means recognising the interdependencies among team members and working towards a common goal rather than operating individually.Teams also need to actively seek opportunities to collaborate and share knowledge with others. This helps them tap into collective expertise, avoiding duplication of effort, and lets them leverage resources more efficiently.Teams must also prioritise accountability and ensure they follow through on their promises. This builds trust and credibility, both internally and externally, and fosters a culture of excellence and drives sustained performance.This week, Dan and Pia are joined by Juliet Hammond to comb through the latest Squadify data, to tease out how teams can perform better.Three reasons to listenDiscover the key drivers of team performance based on Squadify's extensive data analysis.Gain valuable insights into the importance of interdependency, proactive collaboration, and delivering against commitments for high-performing teams.Explore how teams can take control of their performance by understanding how to work together effectively and fostering a psychologically safe environment.Episode highlights[00:06:40] What do we mean by "performance"?[00:11:17] Overview of the latest Squadify findings[00:19:41] Conditions for success in teams[00:25:12] Implementing these conditions for success[00:28:36] Juliet's book recommendation[00:31:37] Takeaways from Dan and PiaLinksLeave us a voice noteGet a copy of the latest Squadify reportConnect with Julia via LinkedInThe Age of AI, by Henry Kissinger, Eric Schmidt, and Daniel HuttenlocherImpromptu: Amplifying Our Humanity Through AI, by Reid Hoffman

Team conversations are more effective when there’s a safe space for open and honest communication. By creating an environment of trust, where team members feel comfortable sharing their thoughts and ideas, teams can have more productive and meaningful discussions. Building trust and promoting vulnerability are key factors in improving the quality of team conversations, but we have to go beyond lip service and recognise when people are holding back and keeping their true thoughts hidden.This week, Dan and Pia are joined by Chris Ertel, a strategic conversation designer and a thought leader in how teams work. He has over 27 years of experience as a strategy and innovation consultant. He specialises in facilitating creative problem-solving sessions for teams, and is part of Deloitte Greenhouse, a specialised unit that focuses on designing and delivering strategic conversations.Three reasons to listenLearn how to create an environment that encourages team members to share their true thoughts and feelings during conversationsUnderstand the importance of building trust within teams to facilitate open and honest communicationHear about the challenges teams face, along with strategies to overcome them in order to have more effective conversationsEpisode highlights[00:07:26] Observing team dynamics[00:09:34] The importance of humour[00:11:56] Holding a space for vulnerability[00:14:43] The fundamentals of trust[00:21:27] What else is there but teams?[00:26:43] The four elements of teams[00:28:02] Team Alchemy[00:33:49] We all need coaching[00:36:46] Improving team clarity[00:41:52] Getting clarity on how a decision is made[00:44:50] Takeaways from Dan and PiaLinksConnect with Chris via LinkedInPatrick LencioniThe Coach in the Operating Room – Article by Atul GawandeLeave us a voice note

Silence can have a profound impact on our relationships and productivity. By incorporating moments of silence into our interactions and meetings, we can create a sense of focus, concentration, and psychological safety.Silence allows us to truly listen to each-other, deepen our understanding, and foster meaningful connections. It’s a powerful tool that can enhance team dynamics and promote effective communication.This week's guest is Bastian Overgaard, author of the book Noise Free, consultant and teacher with a passion for promoting and facilitating silence in social interactions. Bastian believes that silence can enhance relationships, promote mindfulness, and create psychological safety. He conducts workshops and team-building exercises to help individuals and teams harness the power of silence for improved communication and collaboration.Three reasons to listenDiscover the surprising benefits of incorporating silence into team dynamics and communication.Learn how intentional moments of silence can enhance relationships, foster creativity, and improve decision-making.Explore different types of silence, including restorative, relational, and reflective, and how to apply them in various settings.Episode highlights[00:09:07] Discovering the power of silence[00:19:48] The danger of meetings without silence[00:23:55] Equal speaking time[00:29:14] Where and when to add silence to your meetings[00:33:29] Where silence is being deployed right now[00:38:10] Takeaways from Pia and DanLinksConnect with Bastian via LinkedInNoise Free: Rethinking How We Talk – Bastian’s bookLeave us a voice note

The world needs healthier models of masculinity. By incorporating diverse perspectives and acknowledging the impact of sociological, biological, and personal factors, we can work towards creating a more inclusive and compassionate understanding of masculinity. This can have a profound impact on the way teams work together.Richie Hardcore is well known for his contributions to promoting healthier models of masculinity. Richie has a personal journey of healing and unpacking childhood trauma, which has shaped his work in understanding and addressing issues related to masculinity. He works as a speaker, mentor, and advocate, focusing on topics like consent, sexual and domestic violence, and mental health. Richie incorporates his background in combat sports to engage hard-to-reach audiences and facilitate conversations on healthy masculinity. He aims to challenge societal norms and encourage inclusive and compassionate understandings of masculinity.Three reasons to listenTo understand the sociological, biological, and personal factors that shape our understanding of gender rolesTo work towards a more inclusive and compassionate understanding of masculinity for healthier relationshipsTo learn about the challenges and work being done to address issues like violence against women and girls, mental health, and social dynamics related to masculinityEpisode highlights[00:10:08] Why are men more prone to violence?[00:15:57] Male aggression in team settings[00:20:53] A new model of masculinity[00:24:56] Multicultural attitudes towards masculinity[00:28:18] The online push towards toxic masculinity[00:32:39] Social media's role in division[00:37:14] Richie's recommendations for change[00:39:16] Takeaways from Pia and DanLinksConnect with Richie via LinkedInWhite Ribbon AustraliaWhite Ribbon UKTestosterone: The story of the hormone that dominates and divides us, by Carole HoovenOf Boys and Men: Why the modern male is struggling, why it matters, and what to do about it, by Richard ReevesWhat About Men?, by Caitlin MoranAsking for it – Richie’s TV documentaryLeave us a voice note

Teams that embrace challenges and are open to new ideas can develop better solutions and achieve greater success. Innovation is an iterative process that needs resilience and the ability to adapt to change, and students are learning the role of teamwork within innovation today.Tony Morgan is a professor at Leeds University Business School, within the engineering and physical sciences faculty. He leads a cluster of innovation practice modules where teams of students from different areas across the university work on real-world innovation challenges.In his conversation with Dan and Pia, he sets out the importance of embracing change and turning problems into opportunities.Three reasons to listenTo discover the importance of resilience and adaptability in the innovation process through real-world examples and practical techniquesTo understand the role of teamwork and effective communication in driving successful innovation projectsTo learn how to navigate and embrace change, turning obstacles into opportunities for growth and creativityEpisode highlights[00:17:25] Dynamics within student innovation teams[00:19:30] Bringing the introverts into the conversation[00:26:30] Putting diverging and converging into practice[00:27:23] The importance of empathy in teamwork[00:33:52] Takeaways from Pia and DanLinksConnect with Tony via LinkedInCritical teams – Episode 20, with Martin BromileyLeave us a voice note

Contracts are so often focused on preparing for the worst, rather than setting up successful relationships. Effective contracts focus on establishing strong relationships, good communication, and problem-solving. Leading with these principles allows contracts to evolve from being blunt legal instruments to valuable tools for promoting collaboration and navigating uncertainties.Sally Guyer is the global CEO of World CC and a professor at Durham University. She is passionate about improving the way contracts are structured and managed, focusing on creating successful relationships and driving desired outcomes. She believes that contracts should go beyond just addressing legal aspects and must provide a scaffolding for navigating uncertainty and fostering effective governance.In her discussion with Dan and Pia, she advocates for a shift towards relational contracting and emphasises the importance of communication and an outcome-focused approach in contract management.Three reasons to listenTo explore the importance of contracts in business and society, and how they can be improved to drive successful outcomesTo learn about relational contracting and the principles that support strong and effective relationshipsTo discover how contract management can contribute to the success of organisationsEpisode highlights[00:11:37] What's wrong with contracts now[00:15:30] How to fix contracts[00:24:28] What good contracting looks like[00:33:54] Integrity of relationships[00:35:30] Takeaways from Pia and DanLinksConnect with Sally via LinkedInWorldCCLegal contracts drawn up as comic strips are being used in South AfricaLeave us a voice note

Toxic workplaces can have a devastating impact on individuals' mental health and wellbeing. Leaders need to create positive and supportive work environments where employees feel valued, heard, and safe.Building trust, fostering open communication, and addressing any signs of toxicity quickly are key to preventing the harmful effects of a toxic workplace. Empathy and active engagement are key in understanding team members’ needs and concerns. By prioritising the wellbeing of employees, organisations can cultivate a healthier and more productive work environment for everyone.Glenn Akramoff works on improving toxic workplaces in the public sector in the US. With a background in public works and experience as a city manager, Glenn is passionate about addressing toxic work environments and supporting individuals who are affected by them.In his conversation with Dan and Pia, Glenn describes how he focuses on building trust and rapport with team members, earning their respect, and creating a positive work culture. Through his work, he aims to heal organisations by helping individuals heal, and fostering a healthier and more productive work environment.Three reasons to listenTo learn about the impact of toxic workplaces on individuals and the wider organisationTo understand the factors that contribute to the development of a toxic workplaceFor practical approaches to healing and transforming toxic workplacesEpisode highlights[00:08:44] The impact of toxic workplaces[00:13:12] Unwritten rules[00:16:54] Getting permission to lead[00:23:32] Glenn's roadmap for turning toxic teams around[00:26:26] Toxic homelife to toxic worklife[00:28:34] Combatting tribalism[00:32:58] Glenn's practical tips[00:35:11] Takeaways from Pia and DanLinksConnect with Glenn via LinkedInGlenn’s companyLeave us a voice note

Creating a psychologically safe and high-performing organisation means focusing on both performance and wellbeing. Organisations need to foster a culture of learning and development, building strong leadership capabilities, and prioritising psychological safety at all levels. By balancing the delivery of services and outcomes with the support and wellbeing of staff, organisations can make a tangible difference in the lives of their clients while maintaining a positive and productive work environment.Rebecca Pinkstone is the CEO of Bridge Housing, a community housing provider in Australia. With a background in community development and a passion for providing safe and affordable homes, Beck leads the organisation in its mission to make a tangible difference in people's lives.Lee Geary is the Executive Director of People, Culture and Brand at Bridge. With a career focused on capacity building and organisational development, Lee is responsible for cultivating a psychologically safe and high-performing culture within the organisation.Through learning and development initiatives, data-driven decision-making, and leadership development, Bridge ensures that its employees have the skills and support needed to deliver quality services to their residents.Three reasons to listenFor a refresher on psychological safety and to learn about its place within high-performance teamsFor practical insights and strategies for building a psychologically safe work environmentTo hear real-life examples and experiences from Beck and Lee on their journey of creating a psychologically safe and high-performing organisationEpisode highlights[00:02:01] Meeting Rebecca & Lee[00:11:39] The challenges of social housing[00:14:26] How Bridge maintains a high sense of wellbeing[00:18:25] Getting buy-in and engagement from across the team[00:22:46] Setting values and aligned behaviours[00:28:32] Legislation around psychosocial hazards[00:32:02] Challenger safety[00:37:04] The management operating system[00:43:54] Practical steps to implementing Bridge's principles[00:48:36] Takeaways from Pia and DanLinksConnect with Rebecca via LinkedInConnect with Lee via LinkedInBridge HousingSquadify resources on Psychological SafetyLeave us a voice note

While there are plenty of stereotypes around software developers, the industry has innovated when it comes to teamwork and project management. Whether it’s methodologies like Agile or Lean, or simply recognising the competitive landscape employers are faced with, non-technical teams can learn a lot from how developers work together to get stuff done.Felipe Tabares is the head of development at Squadify. He’s held various roles in innovation, engineering, project management, and people management, and teaches passionately from his own mistakes and learning experiences. In his discussion with Dan and Pia, he emphasises the need for teams to have a clear purpose, measurable goals, competent members, and a shared fate.Three reasons to listenTo understand the challenges faced by development teams in a rapidly changing landscapeTo learn about the importance of engagement and skill development in retaining talented developersTo discover strategies for fostering a culture of learning and knowledge sharing within teamsEpisode highlights[00:08:23] What makes development teams different[00:16:01] How to move quickly in a fast-paced world of change[00:21:46] Agile and Lean for non-development teams[00:28:42] Developer to leader[00:33:53] Creating a high-performing development team[00:40:52] The importance of vulnerability[00:43:40] Takeaways from Pia and DanLinksConnect with Felipe via LinkedInLeave us a voice note

The study of animal behaviour and evolution can provide a surprising insight into our own human behaviour and societal structures. By observing and understanding how animals interact with one another, we can learn more about the factors that shape the way we live and work together.Alex Thornton is a Professor of cognitive evolution at Exeter University in the UK. He conducts experiments on animals – particularly birds of the crow family – to understand how behaviour and intelligence evolve. In his discussion with Dan and Pia, Alex draws some fascinating parallels between human behaviour and that of other animals, including evidence of democracy and compassion.Three reasons to listenTo explore the evolutionary aspects of animal intelligence and the role of social interactions in shaping behaviourTo dive into research on crows and their complex societies, providing potential insights into human social dynamicsFor a discussion on the impact of social media on human thinking and behaviour in the context of global conflictsEpisode highlights[00:12:03] Introducing the corvid family of bird[00:13:57] What crows use their large brains for[00:20:06] Leadership dynamics within corvids[00:22:06] How crows vote[00:24:10] Why human culture is cumulative[00:30:33] The evolutionary benefits of kindness[00:35:05] Wrapping up[00:36:28] Takeaways from Pia and DanLinksWhat can we learn from other animals? – Episode 45, with Beki HooperLeave us a voice note

A workplace with autonomy isn’t a utopia where everyone does whatever they want. Autonomy is a journey towards balancing freedom and choice with responsibility and accountability. It needs leaders to facilitate and coaches, and means adopting tools and processes that enable self-regulation.Jon Barnes is a consultant who has devoted most of his professional life to autonomy and self-managed teams. He helps organisations move towards self-management by coaching teams and working one-on-one with CEOs. For Jon, autonomy is about empowering teams and individuals to make decisions and take ownership of their work while fostering a culture of trust and collaboration.Three reasons to listenGain insights into the concept of autonomy and what it truly means in a workplace setting.Understand the myths and misconceptions surrounding autonomy and self-management.Learn about different decision-making processes and their effectiveness in organizations.Episode highlights[00:10:57] What is autonomy, and what is it not?[00:14:18] Who benefits from autonomy?[00:16:16] What decision-making processes realy work?[00:19:23] Challenges for autonomous team leaders[00:22:44] Challenges for autonomous team members[00:32:50] How our need for agency changes over time[00:37:27] Getting started with creating an autonomous team[00:40:07] Takeaways from Dan and PiaLinksConnect with Jon via LinkedInJon’s Inner Management courseKick Out Your Boss – Ricardo Semler documentaryThe ups and downs removing the hierarchy from a team – Episode 65 with Tom McLaughlinThere are no solutions, only trade-offs – Thomas SowellThe Status Game: On Human Life and How to Play it, by Will StorrLocus of controlIndividual identity in teams – Episode 21, with James PriorLeave us a voice note

Local activism and community engagement can lead to significant changes in local politics, but such change doesn’t come easy. A paucity of community engagement, a serious lack of trust, the need for diversity – these and many other issues can become barriers to change.But this week’s guest, Peter Macfadyen, has proven that with perseverance, open communication, and a clear vision for positive change, these challenges can be overcome to create a more effective, participatory and community-driven local government.Three reasons to listenTo gain insights into the power of local activism and community engagement in driving political change.To discover the significance of grassroots movements, citizen empowerment, and challenging traditional political structures.To learn about the transformative potential of creating a more democratic and effective local governance system.Episode highlights[00:07:41] British attitudes to death[00:13:58] The story of Flatpack Democracy[00:27:12] Mistakes made early on in the transition[00:31:19] Establishing a lasting change[00:37:10] Finding hope amid political division[00:43:43] Bringing people together[00:48:57] Don't improve the system - build a new one[00:50:40] Takeaways from Dan and PiaLinksFlatpack Democracy: A DIY Guide to Creating Independent Politics – Peter’s bookThe Flatpack Democracy movementAction on Disability and DevelopmentThe Humanity ProjectLeave us a voice note

Lots of teams are struggling when it comes to implementing psychological safety – particularly in areas like straight-talking, listening to each other, and challenger safety. Building psychological safety requires open and honest communication, a willingness to embrace conflict, and a shared understanding of how the team works together. Getting the right balance of healthy conflict and “just being nice” is core to building a safe team.Joining Dan and Pia this week is Squadify business analyst Juliet Hammond, who breaks down the latest figures from Squadify’s data on team performance.Three reasons to listenTo gain insights into the concept of psychological safety and how it impacts team performance.To learn about the different levels of psychological safety and how they contribute to team dynamics.To understand the importance of challenging and straight-talking within a psychologically safe team environment.Episode highlights[00:04:14] What is psychological safety?[00:09:37] What Squadify measures[00:11:37] What teams are recognising[00:17:55] 44% of people experiencing stress[00:22:12] A leader's role in fostering psychological safety[00:28:49] Takeaways from Dan and PiaLinksConnect with Julia via LinkedInThe 4 Stages of Psychological Safety, by Timothy ClarkRight Kind of Wrong: Why Learning to Fail Can Teach Us to Thrive, by Amy EdmondsonEmployee Engagement Strategies: Fixing the World's $8.8 Trillion Problem – from GallupLeave us a voice note

Working together as a team can help a brand successfully transition and mature. When we stand side-by-side with each-other, supporting each other's success and fostering a collaborative mindset, teams can achieve greater productivity and success.Ben Powell-Jones is the former creative director of LADBible and the co-founder of Strong Watch Studio. He was involved in building LADBible's original content, coming from a TV career. He also spent time living in Japan, which had a significant cultural impact on his perspective on teamwork and collaboration.Three reasons to listenTo discover how a cohesive and collaborative team can achieve more than individuals working solely for their own success.To find out how a brand associated with schoolboy humour transitioned to one that promotes diversity and inclusion.For a glimpse into the diverse range of stories and conversations Ben teased out, which provided inspiration and a fresh perspective on life for millions of viewers.Episode highlights[00:14:59] Extraordinary conversations[00:28:31] Creating a difficult-conversation survival group[00:34:30] Idea generation in teams[00:36:03] Strong Watch Studios[00:39:34] Key takeaways from Dan dnd PiaLinksConnect with Ben via LinkedInExtraordinary LivesMinutes WithLeave us a voice note

Embracing diversity, giving people autonomy, and working towards shared values with clarity – those are essential key ingredients for teams in 2023 and beyond.Those are among the insights Dan, Pia and their guests uncovered in season 6 of We Not Me. In this, the first episode of season 6, Squadify’s founding team are here to discuss what they learned, and share a little of what we can expect from the next 12 weeks.LinksWhat will happen when AI joins your team? – Episode 66, with Benjamin DehantSeason 6 review – Episode 72 with Matthew BellringerWhat Simon Sinek could learn about irony in teams – Episode 71 with Richard ClaydonThe ‘clarity gap’ in teams and how to close it – Episode 63 with Juliet HammondThe ups and downs of removing hierarchy from teams – Episode 65 with Tom McLoughlinDiversity and inclusion in West Africa – Episode 68 with Sahera SumarLessons in leadership from Fiji’s COVID response – Episode 69 with Bernadette WelchHolding your values as you scale – Episode 70When building a community, shared silence can be golden – Episode 67 with Matt TrinettiDisaster relief, community engagement and being an asset not a liability – Episode 62 with Gaz BreenLeave us a voice note

Disagreements can quickly escalate into a fight for survival, triggering a limbic response in the brain that can lead to destructive behaviour. But none of us has privileged access to the truth. We all have different perspectives, and so by engaging with the unpredictability and uncertainty of our environment, we can get to a more precise, accurate, and nuanced understanding.To nurture a culture of healthy disagreement, we need to remember we don't know everything, and that assumptions can be challenged. This takes curiosity and a willingness to change our position and the position of others.In this second and final part of Dan and Pia’s conversation with Matthew Bellringer, our guest explores ways we can start to disagree agreeably, by being clear about what we don't know, situating our perspective, and sharing why we think a certain way.Takeaways from Dan and PiaConsidering other perspectives is essential for positive disagreement and progress, and bringing us further into the group, rather than risking the feeling of banishment.Making assumptions harms our attention to detail and critical thinking. Truth is often complex, but we can tend to prioritise being right and looking for quick fixes.If we feel threatened by a differing viewpoint, we can lose our ability to reason at a higher level, and can be compelled to make our point at all costs. We need to find ways to detach from emotions and try to understand our own responses.Healthy debate should recognise the middle ground, and be able to see both sides. It’s a position of strength, not weakness.LinksConnect with Matthew via LinkedInDelightful Dissent – Matthew’s podcastCurious BeingLeave us a voice note

There are plenty of leadership “gurus” who can simplify complex topics. But how often do we consider the accuracy of their statements? Lots has been written about the purpose movement, but there’s another approach: embracing the absurdity of our current situations, and holding up a mirror to them.Irony in teams can give us an interesting perspective on performance and management, and can be a vital bonding agent within teams. Dr Richard Claydon has done extensive research on organisational irony and its role in leadership. He teaches leadership programmes and has developed facilitation techniques to help people learn and develop leadership skills in a practical way. And he challenges some of the received wisdom of “gurus” many hold in high esteem.Takeaways from Dan and PiaNot all of us can find purpose in our work, so we seek it elsewhere. And trying too hard to find purpose in your work – and not following your own intrinsic purpose – can lead to difficulties.Richard challenges some of the claims and statements Simon Sinek makes – from an academic’s point of view – but the fact that it resonates with so many people can’t be ignored.When faced with absurdity – or with things being taken too seriously – the key is to face it with a wry smile. Just don’t take it to the point of sarcasm.There can be comfort in finding people who share your ironic take on things.Leadership can be dark – it’s not always plain sailing.LinksConnect with Richard via LinkedInAre you a Sinek cynic? – Richard’s LinkedIn postHow Great Leaders Inspire Action – Simon Sinek’s “Golden Circle” TED talkEQ LabThe Human FactorLeave us a voice note

There comes a time when a startup moves to a scale-up, where small ideas take off and before you know it, you’ve got a hit on your hands. But with the highs come the responsibilities of leadership. In this episode, Dan shares his experience creating a successful music festival in his hometown of Ilkley, and offers valuable insights on how to make it work.Defining your values as you growDan and Pia discuss how Ilkley Live’s leadership is evolving, just as it does with any startup. The process looks like this:Determine your purpose and valuesCommunicate them clearly to your team and stakeholdersBe open to feedback and make adjustmentsGive people autonomy to take ownershipStay invested in your values, even as the project growsLosing sight of your core values puts the support of your team at risk, so while they don’t necessarily need to be on paper, they do need to be held.LinksLeave us a voice note

W\hen you’re managing a crises, you need well-structured governance and communication framework in place. This will ensure all stakeholders are on the same page and working towards the same goal. Empowering team members with knowledge and delegating tasks is key. But we also need to be willing to take charge and get things sorted out when resources or support are needed.This week’s guest is Bernadette Welch, a retired public servant with a long career in Australia and Fiji. She coordinated Fiji's initial COVID response and organised the largest international meeting the country had ever hosted. She’s been the CEO 6,000-person organisation, and Permanent Secretary for Civil Service and Health in Fiji.Takeaways from Dan and PiaWell-structured governance and communications frameworks are essential when dealing with complex projects.When you’re clear about your purpose and setup a climate of safety, people find it easier to work together because they can see and identify the boundaries.“The discipline of the process creates freedom of choice.” – Solid structures allow for autonomy within individuals.While effective leaders take responsibility, it’s important to strike a balance between protecting your team from distractions, and removing some of their potential agency.LinksConnect with Burnadette via LinkedInLeave us a voice note

Building a diverse and inclusive culture is a complex challenge, especially in a geographically and culturally diverse environment. It takes a common set of values and behaviours to be established across the organisation, as well as a focus on communication, respect, and empowerment.But while diversity is invaluable, it doesn’t create equity and inclusion. Creating equity means addressing systemic issues and biases that may affect certain groups more than others. And support for people from less advantaged backgrounds needs to be in place to allow them to thrive.Sahera Sumar is a leadership consultant who specialises in inclusive leadership and building inclusive cultures. She has worked in both the corporate and non-profit sectors and has a passion for understanding and unpacking leadership in different cultural contexts. She currently works with a steel company located in 10 different countries within Africa, where she focuses on diversity and inclusion and strengthening the leadership capacity of the organisation.Takeaways from Dan and PiaRather than try and understand the myriad and minute differences between various cultures, stick to a simple code of conduct. “Instead of many rules, have one behaviour.”Central to working with people from different backgrounds is appreciation and acceptance. These are two of Sahera’s five As.Starting with shared values and behaviours can lead to a long-standing and collaborative team environment.LinksConnect with Sahera via LinkedInDiversity in Teams – We Not Me episode 11Leave us a voice note

Creating a community around a shared interest or passion can lead to unexpected outcomes. Matt Trinetti followed the energy of an idea and provided a space for like-minded people to come together and form a community.The London Writers’ Salon has grown and evolved over time, with daily writing sessions and weekly interviews with writers, and is now a profitable business formed from a simple idea at the start of the UK’s first covid lockdown.Takeaways from Pia and DanFollow the energy in the conversations you’re having, as more often than not, they’ll lead you to more fruitful decisions.Collaborating virtually or in person gives us a sense of moving forwards. Sometimes all it takes is for someone to hold space.Matt’s inclusive vision exposes the falsehood that collaboration can and must only happen in the same physical space.LinksConnect with Matt via LinkedInGive, Live, Explore – Matt’s travel blogWriter’s HourAtomic Habits, by James ClearLeave us a voice note

AI has the potential to revolutionise collaboration and teamwork, but it has limitations and potential biases we need to watch out for.Benjamin Dehant is a specialist with experience using AI in collaboration and teamwork settings. He believes that in the future, every team member will have their own AI assistant that will help us work faster and more efficiently. But with those tools come limitations, and he raises the question of whether we want AI to do everything for us – and make decisions in our best interests – or if we want to maintain the value of doing things ourselves.Takeaways from Dan and PiaGovernments may not be adequately prepared for the impact of AI. We need proactive governance and preparedness.We need to make a conscious choice when implementing AI, taking into consideration the potential benefits and risks, and regulating it in a way that benefits society as a whole.A general AI that knows everything about an organisation can provide valuable insights and data, joining dots together quicker than humans can. This could fuel more efficient and effective collaboration within teams.We must remain in charge of desired outcomes and not delegate responsibility to AI, especially given the potential for inaccuracies in AI-generated data.AI is a useful tool for enhancing human decision-making, but we need to remain vigilant and responsible in the process.LinksConnect with Benjamin via LinkedInTeams in the metaverse – We Not Me episode 16, with Ian SmithArtificial general intelligence (AGI)ChatGPT – AI text generationMidjourney – AI image generationLeave us a voice note

Removing hierarchy and implementing self-management in an organisation can be challenging, but it can also lead to positive changes and benefits for businesses willing to take the leap.Agency founder Tom McLaughlin felt he needed to let go of some control and delegate more as the company grew. He wanted to remove the hierarchy and power dynamics in the organisation, so worked with an expert in the field of self-management, and set about restructuring his company.Tom’s book recommendationsMaverickThe Go GiverSong of SignificanceTakeaways from Pia and DanLeaders who put a shell around themselves and are not open to feedback may be immune from criticism, but being open to feedback invites scrutiny and improves the system.The ultimate accountability for the business falls on the person responsible for the last penny in the bank, and it takes a team of trustworthy individuals to manage tough decisions together.There's a difference between a role and hierarchical power, so instead of shying away from leadership roles, team members can take ownership and accountability for decisions while still valuing everyone's input.Team members have the potential to see career opportunities differently in a flat organisation and value the freedom to explore and challenge themselves.LinksThe Push-up ChallengeFind an emergency hotline where you areConnect with Tom via LinkedInSEO TravelPsychological safety in teams – episode 3 of We Not Me, with Dr Jessica TonissenLeave us a voice note

Embracing neurodiversity can bring valuable perspectives, innovation, and organisational endurance to teams. By recognising the strengths that come with neurodivergent conditions, individuals and teams can benefit from a plurality of perspectives and explore new ways of thinking and working together.Matthew Bellringer is a consultant, practitioner, speaker, and author who focuses on systems engineering, human systems, and ecosystems. They have a background in tech engineering but have always been interested in people more than technology. Matthew has ADHD and an adulthood autism diagnoses, and is a strong advocate for neurodiversity within teams. They are the chair of Neurodiverse IT, a group for neurodivergent IT professionals, and run their own community called Curious Being.Takeaways from Dan and PiaTeam leaders must consider not only the individual benefits of diversity and inclusion, but also the significance of having diverse views within organisations. Organisations need to be adaptable and able to change and move with the times, rather than being brittle.Time constraints can prevent meaningful conversations around neurodivergence from happening. By giving ourselves more time and space, more innovative ideas can be co-created. But in order to achieve this, we need to let go of our egos and be open to different viewpoints.We can build a new team view from diverse perspectives in order to “go our own way together”. It's not just about having different opinions all the time; it's about using these perspectives to come to a better path as a team.There may be those who, when under pressure, feel that the last thing they need is a “difficult person” coming up with alternative viewpoints. But those voices must be heard and engaged with.We can also take the opportunity, and the time, to delve deeper into the assumptions underlying viewpoints, as it’s often at this level where we can resolve issues.LinksConnect with Matthew via LinkedInDelightful Dissent – Matthew’s podcastCurious BeingNeurodiverse ITLeave us a voice note

Teams need to prioritise creating and maintaining clarity, especially during times of disruption and uncertainty. While purpose and shared goals have held steady in Squadify’s latest Team Tracker data, the importance and presence of more granular aspects like a clear plan and measures of success have dropped, creating a significant clarity gap.Juliet Hammond joins Dan and Pia to discuss how teams need to focus on defining short-term priorities, experimenting, and reflecting in order to stay aligned and effective in a rapidly changing environment.Takeaways from Dan and PiaTeams can create a holistic map for their outcomes, by setting a clear purpose and strategy, along with interdependency and prioritisation choices.By creating a shared purpose, organisation can bring their teams together and avoid burdening senior leaders with the responsibility of coordinating everything.Most teams are merely groups of people, rather than coordinated units.Flexibility is important when setting goals, and while clarity is key, goals should be held lightly and be subject to change while still ensuring that everyone knows what they’re working towards.Being overwhelmed by ambiguity and finding it difficult to land on a goal is a natural human reaction. But it's important to seek clarity by focusing on what is undeniable and to make micro adjustments to avoid sailing down the wrong route for too long.LinksConnect with Juliet via LinkedInVUCA: Volatility, uncertainty, complexity and ambiguityLocke's Goal-Setting TheoryGallup's Q12 Employee Engagement SurveyLeave us a voice note

In times of crisis, community collaboration can be a powerful force for relief efforts.Gaz Breen's coordinated efforts during the 2022 Burringbar floods demonstrated the importance of identifying our strengths and assets to contribute to a larger effort. Pia witnessed the recovery efforts that Gaz organised, and in their conversation, they discussed the significance of being an asset rather than a liability when facing difficult situations.Takeaways from Dan and PiaIn a disaster, every team member's contribution is essential. By recognising and utilising individual strengths, the team can work together more effectively to achieve their goals.It's essential to ruthlessly exclude anything that doesn't help, and prioritise effectively. By doing this, individual strengths can be recognised and utilised, allowing the team to work together more effectively towards.All team members have an opportunity, and a responsibility, to match their own skills to the wider needs of the team.If your higher intent is clear, what some might call disobedience, others would call innovation.Diverse teams need integration and synergy, not simply combining different people together.Links‘Next level destruction’: NSW residents detail the moments floods devastated their homesArthur Schopenhauer quoteWill it Make the Boat Go Faster? Olympic-Winning Strategies for Everyday Success, by Harriet Beveridge and Ben Hunt-DavisLeave us a voice note

With the challenges of hybrid working and resource constraints, team leaders need to create a shared vision and a set of meaningful goals. By putting the team at the centre and leveraging the interdependencies between members, organisations can achieve greater improvements in performance and outcomes.In this first episode of the season 6, Dan and Pia look back on highlights from season 5, and what these conversations can teach us about collaboration.Episodes to check out from season 5Leading teams of volunteers – episode 51 with Jim GoddardPurpose, people and football – episode 60 with Richard GilesBuilding communities: playgrounds for adults – episode 56 with Robin HutchinsonCan the four-day work week really work? – episode 50 with Joe RyleWhat is the data telling us about psychological safety? – episode 57 with Juliet HammondWhy “culture fit” may not be what you want – episode 55 with Marsha RamroopA boarding school on the water – episode 54 with Jens LeeBuilding a thriving culture from the outside in – episode 58 with Marcus Swalwell and Tom WedgeA team’s guide to Design Thinking – episode 59 with Adam Billing

If you want to build a community asset that promotes teamwork, communication, and resilience, focus on the positives, have a vision, and stick to your values. These are some of the things actuary Richard Giles discovered when taking up the position of Chairman at his local football club, Ilkley Town AFC.Richard has a growth mindset and the courage to make changes when needed. He believes in promoting good examples and having flexibility in streaming players to achieve the best outcomes for each individual and the team.Takeaways from Pia and DanTricky calls must be made when coaches don't live by the values and purpose of the club.Inclusivity and performance can be balanced with an "and" mindset.Richard has effectively engaged with people and got them to take ownership of the club.He’s driven by the purpose of promoting teamwork, communication, and resilience.LinksFollow Richard on TwitterIlkley Town AFCLeave us a voice message

Innovation is a team sport and design thinking is a team activity. A great team involves multiple disciplines, diversity of perspectives, and a culture of permission to help guide each other towards good behaviours.Adam Billing is the founder of Treehouse Innovation and Sprintbase, and an expert in how design thinking can be used to fuel innovation. In his conversation with Dan and Pia, he explains the principles of design thinking, which involves deeply understanding what the customer cares about, inviting diverse perspectives to generate ideas, and rapidly moving those ideas towards solutions that are grounded in customer insights.Adam also talks about the importance of team dynamics and how a diverse team with individuals who have self-awareness, collaboration skills, and humility can make design thinking work effectively.Takeaways from Dan and PiaDesign thinking is a team sport and meeds diverse perspectives to generate ideas.It protects from leading with assumptions and quickly getting attached to ideas.Design thinking is a slow process that requires psychological safety and co-creation.Innovation requires letting go of expertise and dealing with your own internal workings to be open.Curiosity is fundamental to design thinking and can be applied to life.Don't spend too much time polishing the perfect thing before launching it.LinksConnect with Adam via LinkedInTreehouse InnovationWhy “culture fit” may not be what you want – Episode 55 of We Not Me, with Marsha RamroopDesigning for Growth: A Design Thinking Tool Kit for Managers, by Jeanne Liedtka and Tim OgilvieExperiencing Design: The Innovator's Journey, by Jeanne Liedtka and Karen HoldDesignKit by IdeoLeave us a voice note

When companies put the customer at the heart of their business and empower employees to improve the customer experience, they form stronger relationships with satisfied customers.Marcus Swalwell and Tom Wedge worked together at a large optometry firm, owned by Novartis. They transformed the company by putting customers at the heart of the business, using a variety of methods from forming a virtual board of directors made up of customers, to encouraging employees to work in customers’ shops so they could see the business from their perspective.By implementing these practices, they improved their customer relationships and become the supplier that customers most wanted to do business with.Takeaways from Pia and DanCustomer focus can galvanise an organisation from the outside in.Involving everyone in crafting the vision can lead to a real sense of ownership and accountability.Metrics can drive employees to achieve customer-centric goals.A culture of positivity and customer centricity can improve climate.Personal development can help create a common language and mindset without requiring excessive funding.Employees are often let down by the conditions behind them, rather than their own competence.LinksConnect with Marcus on LinkedInConnect with Tom on LinkedInSix Thinking Hats: The guide to running better meetings and making faster decisions, by Edward de BonoLeave us a voice message

the latest dataset from Squadify reveals how teams rate psychological safety. Juliet Owen joins Dan and Pia to go through the numbers and add some context.Carl Rogers defines psychological safety as an individual feeling unconditional worth. This forms the basis of the movement, continued on by Amy Edmondson who defines it as a shared belief held by team members that the team is safe for interpersonal risk-taking. Timothy Clark's model defines four stages of psychological safety: inclusion safety, learner safety, contributor safety, and challenger safety.Takeaways from Dan and PiaTeam leaders should recognise that feeling psychologically safe may be biased towards individuals with high status. It's a common mistake to assume everyone can speak their minds freely.We need to reimagine how to create personal connections within a hybrid environment, both virtually and face-to-face. If we don't, the foundation of psychological safety will be compromised.Challenger safety might be seen as a momentum killer and a pain. However, it's important for leaders to take on challenges. The comfort levels of the team leader themselves play a big role in creating a sense of safety for their teams. And doing so without being controlling can be difficult.LinksConnect with Juliet on LinkedInPsychological safety in teams – We Not Me episode 3 with Dr Jessica TonissenBuilding psychological safety: a how-to guide – We Not Me episode 41, with Stephan WiednerLeave us a voice message

“I don’t fit in”. It’s something everybody feels, at least at some point. We're all struggling to find our place. And if we let systems define us, we'll always be at odds with ourselves. But as Robin Hutchinson discovered, if we identify the situations where we feel more comfortable and can cope better, then we can take ownership of it all.Robin describes himself as a very lucky person who has had opportunities come his way. His organisation, the Community Brain, creates playgrounds for adults that allow people to reconnect with joy and passion, and to have permission to be brilliant.Robin believes that the joy of his imaginative events is taking people to a place of absurdity and allowing them to play, which changes their attitude towards where they live and brings communities closer together.Takeaways from Dan and PiaEngagement means that everyone involved is able to write a sentence for themselves in the story of the project at hand.Robin’s organisation gives people “permission to be brilliant”.He sets the bar for his team, but knows when to step aside when someone has a skill that can fill a gap.We are bound together by the fact we all share different and unique challenges.In any relationship, we must give 100% of ourselves. If we only give 50%, then the other person only gives 50%. We must contribute our whole selves.Be brilliant, not grey.LinksThe Community BrainGloveWatch - The Lost Gloves of SeethingSurbiton Ski Sunday & The Seething Luge 2022Ilkley LiveLeave us a voice note

Organisations think a lot about culture “fit”. But inclusivity strategist Marsha Ramroop believes people need to think more about “culture add”.Hiring for culture fit leads to homogenous teams and groupthink. Hiring for "culture add" on the other hand, leads to the creation of diverse and inclusive teams.Organisations need to be aware of bias in the recruitment process and take steps to mitigate them. This means investing proper time and money in the recruitment process and evaluating it for improvements. Also having conversations with teams to take ownership of the recruitment process and working together to create an optimal culture.Takeaways from Dan and PiaThere’s a crucial difference between culture fit and culture add. That said, it’s important to engage in culture inclusion work with the team before bringing in a new person. This will benefit the team as a whole, leading to a more inclusive environment.The sense that everyone should want to belong is in itself a bias that can exclude others.Cultural values can always be a way to exclude people who just want to be a high-performing part of a solid team.Homogenous teams can operate just fine. But diverse and inclusive teams will always outperform them.If you’re working with a difficult person you don’t get along with, no amount of cultural intelligence is going to help!LinksConnect with Marsha on LinkedInSchool Culture Rewired: How to Define, Assess, and Transform it, by Steve Gruenert and Todd WhitakerRacism at Work: The Danger of Indifference, by Binna KandolaReinventing Organisations: A Guide to Creating Organisations Inspired by the Next Stage in Human Consciousness, by Frederic LalouxHow to Win Friends and Influence People, by Dale CarnegieLeave us a voice note

Whether you’re facing off against pirates or catering for celebrities, life on board a megayacht is about teamwork, reciprocity, and pulling your weight.Jens Lee is a deck engineer who has spent the last five years working on various large vessels. Jens describes the adventure of a lifetime, including working on everything from small sailing bases to 100-metre megayachts, catering for world leaders and A-list Hollywood stars, and even meeting pirates. He explains that life on board is “like a floating boarding school”, with the captain acting as the headmaster and the crew living together and spending 24 hours in each other's company.Takeaways from Pia and DanBold choices can lead to exciting new paths.Reciprocity is a key part of social capital within a team. This can be as simple as holding a door open for someone.Corporations, small businesses, organisations, teams, even yacht crews face the same fundamental challenges of getting on and facing challenges together.LinksAtomic Habits, by James ClearBringing head and heart to teams – We Not Me episode 6, with Lucy Hovanec

Teams need clarity in order to function. Without clear leadership or a shared goal, people can feel unheard and undervalued. This is all the more critical in a hospital setting where patients also need to be heard and valued.Dr Tim Arnold is a family medicine physician in Northern Minnesota, with 22 years of experience delivering babies, providing care in the ICU, emergency room, clinic, and hospital.Liz Dean worked for 20 years with Tim at the same organisation, focusing on business development and innovation. Now, she helps leaders in healthcare schools and businesses improve their skills and optimise for greater success.Takeaways from Pia and DanTitles are intriguing but can create issues when they are used to create deferential ranks. Calling Tim by his first name removes a critical barrier without undermining the important work he does involving people's lives and sickness.Removing rank can simplify things and lead to more authentic human relationships.Organisations are flattening their structures and finding new approaches to work. Consequently, the fixation on titles is decreasing.A title can be a form of acknowledgment for our work, but it doesn't necessarily indicate our leadership skills. Genuine leadership is more about relating to people and inspiring them to follow.We don’t always have control over our environment. But we can control the way we relate to people and collectively think through problems.When we don't know enough to understand the result of our actions, we end up with complexity and chaos. We must get multiple perspectives, and forget about finding a perfect answer.LinksConnect with Tim on LinkedInConnect with Liz on LinkedInCynefin frameworkLeave us a voice message

We too often prioritise work over our own needs. This is compounded if you have a disability that might take you away from work for a time, if a new baby has entered your life, or if you’re grieving. Serena Savini lives with a chronic illness and had an accident at work that shed light on this realisation.Serena is an HR expert, coach, and podcaster who believes that those re-entering work need to be supported in every way possible. For her, the most important thing is to create a comfortable environment where everyone is respected and able to be open and honest about their experiences and needs.Takeaways from Dan and PiaChanging over time requires conscious recognition of your identity. it's not just about build habits and ticking boxes.We don't always know how to deal with change, even when we're aware of it. This can lead to what Serena called a "strange and awkward silence”.Like the Chinese proverb says, we can't step in the same river twice. As we move on before coming back to a team, so the team itself has changed.When the legal system in Italy let Serena down, it was her team that was able to provide support, even as the company itself let her down.Although things have moved on, the price of the human we call an employee seems to be very low right now.LinksConnect with Serena on LinkedInI’m Back! – Serena’s podcastAtomic Habits, by James Clear

Real transformation comes from more than just money. Jim Goddard believes that investing time, talent, and treasure into community movements is the key to success. His leadership style reflects this philosophy and encourages volunteers to take an active role in making a difference.Jim Goddard has dedicated two decades to leading volunteers, transitioning from engineering to purposeful living. He advises leaders and organizations on purposeful, sustainable leadership, focusing on communication, collaboration, and accountability. He works to create a culture of shared mission and purpose, essential for successful volunteer teams.Content warning: This episode contains a brief mention of suicide.Takeaways from Pia and DanThrough stripping back ego and connecting with purpose, we can learn to lead teams of volunteers and do greater good.Jim clarified purpose and vision for his team, and connected it to each member, inspiring them to work together.People bring their own intrinsic reasons for wanting to volunteer, which may simply be about connecting with other humans.LinksConnect with Jim on LinkedInThe Three Peaks Yacht RaceLeave us a voice message

When you don’t have a good work/life balance, you can begin to lose your identity outside of work. Joe Ryle discovered this during his work with the Labour Party, and it was partly this realisation that fuels his work today.Joe Ryle is the Director of the 4 Day Week Campaign. He believes that a four-day working week provides positive benefits to society, wellbeing, and people’s mental health. And contrary to what many believe, it boosts productivity, rather than hindering it.Takeaways from Dan and PiaThere is a degree of privilege that should be acknowledged. Not everyone can afford to work a four-day week.We need to break the mould of “x number of hours = y amount of productivity”.The four-day week is a blunt instrument that can help us think less rigidly and more flexibly about how we use our time.LinksConnect with Joe on LinkedInThe 4 Day Week CampaignA third of businesses expect the four-day week to become a reality in the next ten years, new research shows – CIPDLeave us a voice message

Is the balance of power shifting from employee to employer? Is AI in danger of reducing our willingness to connect as humans, or could it give us more opportunities for expression?Dan and Pia are joined by previous guests Amy Riley and Stephan Wiedner to share their predictions for 2023, and what we can all do to create spaces where people come together to get stuff done.Predictions from 2023From Pia: The social fabric of humanity to affect change will become more important.From Amy: Employees are going to need and expect more flexibility in their environments. This will meet resistance but will shift to acceptance.From Stephan: Recent tech redundancies will shift the power from the individual back to organisations, who’ll require more in-office work and a reduction in salaries.From Dan: The shift from remote to in-office working will vary depending on sector, with different sectors having different needs and expectations of how people come together to work.Tips for facing 2023From Amy:Every person in an organisation needs to be a keeper of the culture.We all need to leverage each-other’s strengths: what people are good at and what they’re interested in.From Stephan:Psychological safety is how we make it easier to share, talk about, and learn from mistakes.Become a bystander in team conversations so you can look at them from a distance and notice where the team is getting stuck.LinksConnect with Amy on LinkedInConnect with Stephan on LinkedInWe Not Me episode 47: Creating a movement, with Nick HudsonWe Not Me episode 48: The role of ‘place’, with Doug ShapiroWe Not Me episode 42: Getting outside, with Bart FosterWe Not Me episode 40: How to hybrid: tips from a long-distance team, with Juliet HammondWe Not Me episode 44: Team leadership at altitude, with Tania NoakesWe Not Me episode 38: Building trust for when you really need it, with Adam VerducciWe Not Me episode 39: Curiosity and the art of dialogue, with Andy ChevisOpen AI’s ChatGPTWe Not Me episode 43: The power of inclusion, with Marsha RamroopLeave us a voice message

The workplace needs a rebrand. Design lead Doug Shapiro asked himself “If we didn’t feel like we had to drag ourselves to an office, would we feel differently about it?”Just like those pieces of broccoli our parents made us eat as kids – that most of us later realise is not only good for us, but tasty – a work space can be prepared or presented badlyTakeaways from Pia and DanA place can shape how we bring ourselves to work as individuals, and as members of a team.Work is in a state of flux around place, with the balance of power shifting between employers and employees.In order to flourish and get things done together, we need to look at our individual needs without becoming too individualistic in our thinking.LinksConnect with Doug on LinkedInImagine a Place – Doug’s podcastThe Resilience Lab, with Rex MillerLeave us a voice note

Communities need a common goal to work towards. And even with that goal in place, how can we galvanise people together to help them achieve it? These are some of the questions this week’s guest, Nick Hudson has had to face while building the phenomenally successful Push-up Challenge.After challenging some friends to workout regularly, former engineer Nick setup a simple app and website that would expand from a few hundred to over 150,000 participants across Australia. Together they’ve tracked their push-ups, kept in regular contact with each-other, and raised upwards of $26 million for mental health charities.Takeaways from Pia and DanEnrolment is the key focus for building a community.Nick added meaning to a personal challenge by weaving in mental health statistics.Starting from experiments – rather than a big hairy audacious goal – allowed Nick to follow the flow of what was working.LinksConnect with Nick on LinkedInThe Push-Up ChallengeLeave us a voice note

When we’re buried in our todo lists, we can lack the courage to take bolder choices. Amy Riley discovered this first-hand through her work helping leaders become more courageous.Amy is an international best-selling author and keynote speaker who helps leaders fully step into their purpose. Her framework for courageous leaders is based on four pillars:The courage to be authentically youThe courage to say what needs to be saidThe courage to trust your leadership legacyThe courage to be bold and create the extraordinaryTakeaways from Dan and PiaPressure and stress can drive us to isolate, when what we need to do is come together.Burnout can lead us to find ways to distract ourselves from the fact we’re burned out.Connecting and asking for help is difficult, so we tend to revert to more task-orientated work.Team leaders need to use more active collaboration tools.LinksConnect with Amy on LinkedInThe Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results – Amy’s bookAmy’s podcastAtomic Habits, by James ClearLeave us a voice note

When Dr Beki Hooper began to study rhesus macaques, she found less-than-flattering similarities between monkey behaviour and human team structure.In this fascinating discussion, Dr Beki takes us into the habitat of the rhesus macaque, giving us a first-hand glimpse into a hierarchy based on gender and tenure.Takeaways from Pia and DanMany of us have experience in organisations that feel like they were governed in the same way as groups of macaques.As humans, we should be able to break through these patriarchal, seniority-based structures.Humans have behaviour equivalent to monkey grooming and preening.Some of our relationships are built on who can advance us within our social structure.Additionally, the bonds we build through grooming allow us to gain more information which we can use to advance our social standing, and to keep us safe.LinksFollow Beki on Google ScholarFollow @bekihooper on TwitterMelissa Pavez-Fox on Google ScholarSocial learning in great tits - Lucy Aplin’s researchLeave us a voice message

For mountain guide Tania Noakes, leadership isn’t about giving commands, but is about collaborating.Tania is an adventurer and climber who works with teams to help them tackle some of nature’s biggest challenges. As a group guide, Tania has had to be something of a chameleon, adapting herself to what the team dynamic needs to reach their goal safely.Takeaways from Dan and PiaA good leader adapts to the team, rather than expecting the team to adapt to them.Tough times call for clear communication.If you’re doing something, explain what you’re doing to your team.Respect of fellow human beings is non-negotiable.LinksClassic Climbs – Tania’s websiteLeave us a voice note

We all believe diversity, equity and inclusion to be important, but bridging the gap between the intent and the positive outcomes it brings is no easy task. For Marsha Ramroop, that bridge is cultural intelligence, and she joins Pia and Dan to pose vital questions about inclusion that have surprising answers.After a career in broadcasting spanning 30 years, Marsha discovered the notion of cultural intelligence, and founded a consultancy and worked as Head of Inclusion at RIBA, so she could influence the creation of inclusive spaces.Takeaways from Dan and Pia“When all you've known is privilege, equality can look like oppression,”Being in an out group can feel like a constant battle to change the majority mindset, but it’s the majority that needs to make the effort.Exclusion isn’t only about skin colour, sexuality, or physical disability – it can be about finding differences in the way we think.LinksConnect with Marsha on LinkedInUnheard Voice ConsultancyStrangers to Ourselves: Discovering the Adaptive Unconscious, by Timothy WilsonSchool Culture Rewired: How to Define, Assess, and Transform it, by Steve Gruenert and Todd WhitakerCultural Intelligence CenterLeave us a voice message

What happens when you grow a company from the ground up, and are then asked to leave? For entrepreneur Bart Foster, it meant reassessing his identity, and ultimately redefining himself.After years spent as an intrapreneur within the corporate world, Bart founded his own health and wellness company and became an entrepreneur. Now he leads a company that helps teams think differently, get out of their comfort zones and into nature.Key takeawaysPay attention to the 70% of the bell curve in conversations.We can make an intentional choice to pick the place we have for our conversations. It doesn’t always have to be in a meeting room.What feels like a failure might just be a sign of us stretching our comfort zones.Discomfort can be a good thing to seek.The quality of the question drives the quality of the conversation.LinksConnect with Bart on LinkedInBusiness Outside – Bart’s companyBusinessOutside: Discover Your Path Forward - Bart’s bookThe Comfort Crisis: Embrace Discomfort to Reclaim Your Wild, Happy, Healthy Self, by Michael EasterThe Regret Minimisation framework: how Jeff Bezos made decisionsLeave us a voice note