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Accountability, Integrity, & Performance

People work best together based on trust. They build trust based on character, competence, and loyalty. Character is often a synonym for integrity. Competence, when it encompasses both technical and social acumen, is a foundation for integrity and performance. And loyalty drives accountability, performance and is a cornerstone of integrity. It's why we make sure the social contract that connects people is clear, tested, and operational. We do this by building a space safe enough where people can be themselves, deepen what they have in common, rely on each other, and get on with the tasks at hand.  What is the level of accountability and performance your team is achieving? 

Collective Intelligence

In the past, hiring an individual who was the 'smartest one in the room' was enough to address the degree of complexity inherent in the challenges we faced. Now and in the future, the level of complexity requires leadership that can lead collective intelligence: creating a process where the gathering of multiple perspectives that are actually listened to equitably and then built upon is the default. Teams and businesses succeed when they meet complexity with complexity.  


To do this, teams have to create a psychologically safe space for sharing their identity, experiences, perspectives, challenges, and reflections through inquiry and dialogue leading to individual and collective insights as people reexamine their assumptions, actions, and accountability, their appetite for ambiguity, risk, and reword and their willingness to hear very different, and seemingly opposite perspectives.  Which complexities do you face that need to be met with collective intelligence? Let's start a conversation.  

Global, Virtual Teams

Virtual, global teams face three special challenges:

1. They encompass a broader span of ideas and customs about how to create group norms, value others, and commit to performance; 

2. Some team members may have a cultural need to resolve these issues before addressing tasks and goals.

3. Team members cannot rely on face-to-face and impromptu meetings, shared work patterns, or local-culture norms to resolve process issues. 


Since many team disagreements over process and method are unaddressed frame, meaning, or identity issues, we use a combination of neuroscience and our experience in cultural and global mindsets to establish the norms and identities that support team performance. This includes helping global teams share not just their ideas but the foundations and sources of those ideas to better clarify for everyone the context and reference points in which they operate. What values undergird their identity, motivations, and decisions? As people hear from each other, they stitch together a fabric of commonalities.  Then, we ask them how the company strategy and their shared values can create the global team culture they need to move forward. Of course, this applies as well to domestic virtual teams finding new ways of working together. 

Peer Alignment

In today's world, complexity demands flat teams and organizations. In essence, we are all peers, but when peers don't align performance and innovation suffer. We work to bring teams together quickly and operationalize their new, shared focus.  This includes creating mutual understanding and trust through a series of work and team dynamic approaches. 


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