Unlocking Team Potential: Insights from "Team: Getting Things Done with Others"
Vivian Acquah
Certified Diversity Executive (CDE?) ? LinkedIn Top Voice ? Fractional Chief Diversity Officer ? Neurodiversity ? ESDP Certified Ethnic Business Owner, Speaker, Facilitator & Trainer ESG CSR CSRD DEI
In the latest episode of Go2Thrive, hosts Vivian Acquah and Mary Jane Roy engaged in a comprehensive and enlightening discussion with productivity experts David Allen and Edward Lamont . Known worldwide for his groundbreaking "Getting Things Done" (GTD) methodology, David Allen—alongside Edward Lamont, co-founder of Next Action Associates—offers invaluable insights into enhancing team performance. The conversation touched on various critical aspects, such as habit change, accountability, leadership, implementation, and much more, providing a detailed roadmap for unlocking team potential. This blog post delves deeper into their insights and presents actionable strategies for transforming team productivity.
The Challenge of Habit Change in Unsupportive Environments
Edward kicked off the conversation by shedding light on the common hurdles teams face when trying to change ingrained habits, especially within unsupportive environments. Drawing an analogy with weight loss, he illustrated how overwhelming it can be to attempt to change too much at once. Much like individuals struggling to lose weight in a non-conducive environment, teams often face similar challenges when left without direction and sufficient support.
Edward advises building momentum by focusing on small, manageable steps and quick wins. By breaking down large tasks, teams can avoid feeling overwhelmed and maintain steady progress. He emphasized that attempting to change everything at once often leads to despair, underlining the importance of sustainable, incremental improvements. These small wins can accumulate to create significant positive changes within the team, fostering a culture of continuous improvement.
Accountability and Horizon Number 2
Building on Edward's point, Vivian highlighted the crucial role of accountability within teams. She introduced the "Horizon Number 2" concept from David Allen's book, which promotes accountability mechanisms. Horizon Number 2 covers areas of focus and responsibility, providing a structured framework for teams to keep track of their commitments and align their actions with broader organizational goals. This alignment ensures that every team member understands their roles and how they contribute to the overall objectives, creating a cohesive and accountable team environment.
Direction over Discipline
David interjected with an essential nuance—his preference for the word "direction" over "discipline." He articulated that changing a team's direction feels less daunting and more actionable than striving for transformational change. The book "Team: Getting Things Done with Others" offers structured guidance that serves as a 'compass' for teams, helping them navigate through intricate projects and goals without feeling overwhelmed.
David believes that the term "direction" implies a more manageable journey, one step at a time, rather than the intimidating prospect of transformative overhauls. This subtle shift in terminology can significantly affect team morale and commitment to the process. By focusing on direction, teams can continuously improve without feeling the pressure of having to radically transform overnight.
Leadership's Role in Implementation
Mary Jane directed the conversation towards leadership, questioning how leaders can foster a high-performance culture. David critiqued leaders for often possessing vision or charisma but failing to implement effectively. He compared leaders to gardeners who must provide the right resources and conditions for their teams to flourish. Many organizations struggle because their leaders lack the skills to implement visionary plans effectively.
David highlighted the importance of leaders modeling the behavior they expect from their teams. For instance, if leaders want their teams to track agreements and maintain organized meetings, they must also engage in these practices. Trust is built when leaders "walk the talk," fostering an environment where the team feels safe and motivated to follow suit.
Mary Jane emphasized that skills for effective communication and team-building are developed over time and progressively enhanced. Leaders must be patient and committed to this ongoing process to cultivate a thriving team environment.
Leadership isn't just about setting the vision; it involves rolling up your sleeves and getting involved in the day-to-day efforts required to bring that vision to life. Leaders who actively participate and engage with their teams create a culture of accountability and trust, which is essential for high performance.
The Importance of Regular Review and Reflection
Regular review and reflection were recommended as critical practices for both individuals and teams. Vivian addressed the need to retain new talent and ensure sustainability through ongoing reflection—assessing what's working and identifying areas for improvement. Edward noted that prioritization could often be challenging but is essential for preventing overwhelm and ensuring focus on strategic goals. This periodic review process aligns with David's concept of a "mind like water," aiming for clarity and balanced commitment.
David explained that teams and individuals tend to overcommit without clearly understanding current projects. Regularly capturing, clarifying, and organizing tasks ensures that teams operate efficiently without the burden of unchecked commitments.
Teams should establish consistent check-ins and retrospectives to implement regular review and reflection. These sessions provide opportunities to evaluate progress, discuss challenges, and celebrate successes. By regularly reflecting on their work, teams can continuously improve their processes and strategies.
Leadership, Strategy, and Healthy High Performance
High turnover and the challenge of retaining talent underscore the need for integrated strategies that promote both high performance and well-being. David and Edward advocated for leadership strategies that balance achievement with health to prevent burnout. This holistic approach ensures a thriving work environment conducive to sustained productivity and team morale.
Vivian and Mary Jane also discussed the importance of physical and psychological safety in work environments. Post-pandemic, maintaining team cohesion through deliberate efforts in communication and engagement is crucial. Even with physical separation, teams can thrive through structured, intentional interactions.
By prioritizing employee well-being alongside performance, leaders can create a positive work culture that attracts and retains top talent. This approach benefits employees and enhances overall team performance and organizational success.
Conclusion: Practical Applications and Continuous Improvement
The episode concluded by focusing on the practical application of discussed principles. Edward urged teams new to GTD to start with one agreed-upon aspect crucial for improvement and gradually build on it through continuous learning and adjustment.
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In summary, unlocking team potential involves much more than individual effort; it requires a collective commitment to clear communication, role definition, accountability, and sustained practical skills development. By focusing on small, manageable steps and maintaining an open, trust-based environment, teams can effectively navigate the complexities of modern work environments.
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The Amplify DEI Newsletter is a newsletter that focuses on amplifying diversity, equity, and inclusion in order to activate and apply the inclusive mindset. Vivian Acquah is also known as the Inclusive Workplace Wellness Advocate (aka speaker, moderator, coach, facilitator). She is committed to making topics related to workplace wellness & DEI accessible to everyone.?
Her last name means water, and yes from to time she is being hired to put out fires related to diversity, equity, and inclusion. Her unique value is that she provides people with the right tools at the right time to embrace inclusive changes, especially when you want to prevent these fires from happening.?
If you'd like to get more information about workshops, speaking engagements, panels, or consultancy customized to meet your organizational needs, please?click here ?to learn how Vivian can support you.
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Disclaimer/Warning:?it is important to share that Vivian Acquah is known for mentioning food a couple of times during a conversation, workshop, or training.
Vivian can’t be held responsible for any (unhealthy) cravings. Have your snacks ready when reading her posts or when talking to her.?
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