Who doesn’t want to be part of a team like this?
How do you build a team that’s so supportive and so invested in each other’s success?
First is creating an environment of psychological safety, so that the individuals (and the group) are willing and able to take risks. Being vulnerable is critical to learning and growth and cooperation, and you just can’t do that in an environment that is not psychologically safe. Here’s the essential Brene Brown on connection, conversation, and constructive feedback.
“If you’re not in the arena also getting your ass kicked, I’m not interested in your feedback.” – Brene Brown
That’s impossible without a means of giving and receiving high-quality and valuable feedback. This Asana blog post about how they’ve worked to make the company an organization focused on learning and growth discusses how they’ve built feedback into their regular working rhythm. One of the central concepts is that feedback is necessary:
It’s also important to provide a climate that tolerates mistakes and lets people take chances. This means being mindful about the kind of feedback you provide. This is particularly relevant for creative feedback, since the best output often requires extra experimentation or taking risks.
The critical aspect here is to make feedback valuable and not just stressful or anxiety-inducing or causing someone to armor up.
I’m really excited about Kim Scott’s work on Radical Candor. I’ve talked previously about her work on gender bias impacting feedback. Here’s a wonderful update, expanding on how to receive feedback. It includes a lot of examples of ways managers have successfully solicited feedback:
“There’s this rule we’ve all accepted that you must criticize in private, but when you’re the boss, you’re the exception to the rule. You want people to see how you’ll react — that you can take it and will appreciate it.”
[Kim Scott, h/t First Round Review]
All of that is just lip service unless you are committing to living it, to being the change you want to see. Nobody’s going to magically make the culture you want to live in. It’s about knowing and deciding how you want to live, how you want to engage with the world, and then living that way. Cap Watkins does a terrific job of addressing how to build a culture of empowerment (Treat Your Life Like a User Experience Problem).
He touches on giving and receiving feedback, not just on the work itself, but on the processes and methods by which work is done. His advice for people in teams that don’t collaborate is to behave as though the problem isn’t there — to just begin collaborating, to begin to live in the new framework you want to exist in, as you build it.
“It doesn’t matter what level you are. It doesn’t matter what team you’re on. It turns out that leadership is not a role. Leader is not a title that anybody has at any company I’ve ever been at. You can always be an advocate. You can be a collaborator. You can be an idealist. You can create change locally.” – Cap Watkins
“When looking at large problems within societal structures, it is very difficult to figure out solutions while looking at such a large system that is in place. In playing by their rules, it is difficult to find change, and you often find yourself back in their pocket. GR!P plays by its own rules and thus finds itself outside of these structures. It uses music and puts the power directly in the hands of those who want to use it. GR!P creates its own space, occupies its own space outside of the box, and refuses to play by [their] rules. This is proof that direct action has an effect.”
Ryan Carson’s powerful and moving 99U talk (Begin With the End in Mind) takes a broader view (or maybe a more singular view, depending on how you’re thinking about it) of the idea of building the life you want to be living by prioritizing the things that are important to you, and saying no to everything else.