THE LEAFLET
June 13 2024
“even over” strategy, belonging cues, a great sentence stem
“EVEN OVER” STRATEGY
Vision and strategy can become sparkly abstractions and distractions for managers. Organizations often lack shared working definitions of these terms. A carnival of consultant-speak ensues.
Leaders I’ve trusted the most find a way to simplify strategy. They yank it back to a gritty present from some glittering, gauzy future. Those leaders tout a strategy that guides choices, specifically choices that require tradeoffs or sacrifices. I found, under their leadership, that the intentionally chosen tradeoff or sacrifice is evidence that you do, in fact, have a strategy.
One very simple tool I’ve found helpful for getting at those tradeoffs is mentioned in Aaron Dignan’s Brave New work, where he cites the founders of Holacracy. The tool is an “even over” statement. It’s your strategy in one sentence.
“Even over” sits in the middle of the sentence. There is a good, desirable thing for your organization on either side of “even over”. The sentence should make basic sense and not get you put in jail if you flip its order.
Some examples:
“Bold market leadership even over excellent customer satisfaction”
“Values-aligned generalists even over current industry experts”
“Innovation even over excellence”
Read the rest here.
A LIST OF BELONGING CUES
I’ve asserted here before that folks walk around a team with a few questions on their mind most of the time:
What are we aiming for (and why)?
How am I doing (in the pursuit of that thing)?
Do I belong here?
Daniel Coyle in The Culture Code recommends moves he calls “belonging cues” that can answer that third question for your people. These are small ways you can show people they do belong. I’ve pulled together a list of nine of these - some from Coyle, some I cooked up, some I’ve stolen from great leaders I’ve gotten to work for.
Belonging cues
Appreciation of a choice tied to a value “thanks for doing [x] - what a great example of [ownership]”
Saying “You belong here. I’m so glad you’re on this team.”
Coaching paired with a statement of belief. “I’m giving you feedback on that presentation because I know you can set the standard for this for our team”
“Over-sharing” information: “unnecessary” transparency
Asking “What’s your take?”
“You’re a model of x for the team - in fact, in our next meeting would you model x for the team?”
Vulnerable narration: sharing risky things that can make you “look bad”
Swag (especially if select / specialized and even more especially if given to recognize an achievement)
Intentional gatherings, perhaps for a select group
Read the rest here.
HOW TO FOCUS ON THE MOST IMPORTANT THING IN PERFORMANCE REVIEWS
Because of a Lemony Snicket sort of confluence of unfortunate events involving a blizzard and a rental car, Ben was once writing the performance reviews for his whole team with another leader during a 15-hour drive from DC to New Orleans.
The first few took forever and there was no hope they’d finish if they kept that pace.
Miraculously, the full set of the reviews were complete by the end of the drive. And the ones written near the drowsy, concluding I-10 part of the drive were better than the first ones.
Ben and his co-pilot relied on a sentence stem to sharpen and simplify the reviews.
“I wouldn’t have genuine criticism to offer this person anymore, if they just _______ .”
Read the rest here.
COMPELLING QUOTES
Professor Adam Grant on the paradox of impostor syndrome:
Not long ago, it dawned upon me that impostor syndrome is a paradox:
- others believe in you
- you don't believe in yourself
- yet you believe yourself instead of them
If you doubt yourself, shouldn't you also doubt your low opinion of yourself?
Radically candid Kim Scott on praise:
We learn more from our mistakes than our successes, more from criticism than from praise. Why, then, is it important to give more praise than criticism? Several reasons. First, it guides people in the right direction. It’s just as important to let people know what to do more of as what to do less of. Second, it encourages people to keep improving. In other words, the best praise does a lot more than just make people feel good. It can actually challenge them directly.
Poet Terrance Hayes on looking:
Sometimes the father almost sees looking at the son, how handsome he'd be if half his own face was made of the woman he loved
Keep going, keep growing,
Ben & Eric