What’s the level of psychological ownership in your organization today? What if the level of psychological ownership turns out not to be high enough to move ahead? In this story I share how I applied this theory in sharing research results with senior leaders, managers, and teams.
Questioning and clarifying with the intent to understand is critical for success. Without such effort, how can we be certain we’re even asking the right questions?
I’ve learned over the years that holding tightly to one’s own beliefs around best practices, tools, and disciplines has been a fundamental source of failure in business. While it feels easier to simply argue against those with whom we don’t agree, it actually exhausts time limited resources required to be objective.
Perceptions and biases are something we deal with in every aspect of our lives – personally and professionally. Many experiences over the course of our lives shape who we become and what we value. This story points out my own bias based on stereotypes of titles and roles with an organization. Ken had a great impact on my life and you’ll not likely guess their title or profession. Wait for it …
There was a point in time when individuals had to learn code, design, and understand the business in order to make things work. While this was more challenging than today, the benefits to me were immense. I learned early on that success wasn’t about how we got to the solution. It was how we always got to a better solution, together.
What if we focus on the ideas being shared instead of simply assuming the thought leader on stage has the irrefutable best answer? This was a question I posed throughout my career and one that I illustrate in this story, as an example. The patterns that emerged over time focused on the irrefutable individual; not on the critical thinking required to validate the value of the ideas themselves.
Regardless of my role I’ve always tried to ensure alignment amongst individuals and teams. Today, teams want to be agile and move at velocity. However, you can’t move at velocity if everyone sets a different pace. As we’ve built platforms that are tightly-coupled and complex it is more important than ever to focus on solving problems, not simply fixing issues. In this story I share one of many experiences where gaining alignment helped the organization step forward.