Noticeable Change

Questions of the week:??What changes happened within the team after 2 rounds of Culture Call?

I write this article based on the insight of my conversation with my team in our monthly 1-on-1 call. I speak with each one of my team members. This article is to share the question of this week and our method to work on it. You can subscribe to the Building Our Team newsletter (2700+ subscribers)

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What changes happened within the team after 2 rounds of Culture Call?

After we completed more than 8 weeks of Scorecard Day, starting with a delay and a few members playing catchup. We covered a good ground in terms of progress. We can complete checkpoint 1 of the Starter Scorecard in about 100 minutes with a 16-member team. The SOP is in version 2.0, and a few really good automation programs have completed steps in under 2 minutes.

The main transformation that, as a leader, I look at is the change in the people towards experiments, ideas and innovation

Innovation is the process of developing and marketing new products and services for customers. It can also refer to the ability to conceive, develop, deliver, and scale new products, services, processes, and business models.

I am more comfortable saying that what we are doing on Scorecard Day is innovation. I am noticing a noticeable change in my team to become a thinker, designer and maker.

They shared a few thoughts on our goal sheet for the culture call that occurs every alternate month. There were 62 thoughts in it, and I am sharing 10 of them with you today.

• Over the past two months, I've experienced a magical transformation. Initially, when I looked at the goal sheet, I pondered how to automate tasks and wondered if it was possible. Automation seemed daunting, especially since this was my first time working on it. However, when the scorecard day arrived, and we followed the standard operating procedures (SOP), innovative ideas began flowing effortlessly. Instead of dwelling on doubts, I started implementing these ideas and created my first automation for the dataset without seeking help from seniors. This achievement holds significant importance for me.
• One valuable lesson I learned is not to dwell on doubts about feasibility. I realized that anything is achievable with a positive mindset and adherence to the process. The outcome of this experience showed me the magic that unfolds when we approach tasks with optimism and determination.
• The team members' first automation was the first step and the toughest, and because of it, all the other team members' lives were made easy, and all of them had to start thinking harder.
• While discussing, it is important to understand the possibility and approach the idea positively. A negative environment can destroy any possible step we take and might even prevent anyone from starting.
• Because of Me Day, people are thinking and simplifying things for everyone by using new automation, so everyone should take Me Day.
• Me Day allows me to assess my progress, strengths, and areas needing improvement.
• In any system-designed task, there should not be room for calls.
• The team members' first automation efforts have inspired me. He has set a benchmark for starting automation initiatives.
• ME days are proving instrumental in advancing our team's capabilities and innovation. Through our collective efforts in task automation, we're streamlining processes and pushing the boundaries of what's possible.
• By discussing with team members, we might come up with ideas for automation.

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