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Preview — The Culture Code by Daniel Coyle
by Daniel Coyle
Read between March 08 - April 02, 2019
We focus on what we can see—individual skills. But individual skills are not what matters. What matters is the interaction.
(A strong culture increases net income 756 percent over eleven years, according to a Harvard study of more than two hundred companies.)
Skill 1—Build Safety—explores how signals of connection generate bonds of belonging and identity. Skill 2—Share Vulnerability—explains how habits of mutual risk drive trusting cooperation. Skill 3—Establish Purpose—tells how narratives create shared goals and values.
Jonathan’s group succeeds not because its members are smarter but because they are safer.
Belonging cues possess three basic qualities: 1. Energy: They invest in the exchange that is occurring 2. Individualization: They treat the person as unique and valued 3. Future orientation: They signal the relationship will continue
“Individuals aren’t really individuals. They’re more like musicians in a jazz quartet, forming a web of unconscious actions and reactions to complement the others in the group.
I’m giving you these comments because I have very high expectations and I know that you can reach them.
“If you can see the other person or even the area where they work, you’re reminded of them, and that brings a whole bunch of effects.”
What do you like most about the Benfold? 2. What do you like least? 3. What would you change if you were captain? Whenever Abrashoff received a suggestion he felt was immediately implementable, he announced the change over the ship’s intercom, giving credit to the idea’s originator.
the odds of losing hydraulics and backups had been calculated at one in a billion.
Vulnerability doesn’t come after trust—it precedes it.
“Rank switched off, humility switched on. You’re looking for that moment where people can say, ‘I screwed that up.’
while questions comprise only 6 percent of verbal interactions, they generate 60 percent of ensuing discussions.
I screwed that up are the most important words any leader can say.
Laszlo Bock, former head of People Analytics at Google, recommends that leaders ask their people three questions: • What is one thing that I currently do that you’d like me to continue to do? • What is one thing that I don’t currently do frequently enough that you think I should do more often? • What can I do to make you more effective?
Maddon keeps a glass bowl filled with slips of paper, each inscribed with the name of an expensive wine. When a player violates a team rule, Maddon asks them to draw a slip of paper out of the bowl, purchase that wine, and uncork it with their manager. In other words, Maddon links the act of discipline to the act of reconnection.
“One of the things I say most often is probably the simplest thing I say,” says Givechi. “ ‘Say more about that.’ ”
Stories are not just stories; they are the best invention ever created for delivering mental models that drive behavior.
Be aware of your emotional wake
We are all paid to solve problems. Make sure to pick fun people to solve problems with.
a suggestion from a powerful person tends to be followed. One of his frequently used phrases is “Now it’s up to you.”
Recommended Reading Laszlo Bock, Work Rules (New York: Grand Central Publishing, 2015) David Brooks, The Social Animal (New York: Random House, 2011) Arie de Geus, The Living Company (Boston, MA: Harvard Business Review Press, 2002) Angela Duckworth, Grit: The Power of Perseverance and Passion (New York: Scribner, 2016) Charles Duhigg, The Power of Habit: Why We Do What We Do in Life and Business (New York: Random House, 2012) Amy Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (San Francisco: Jossey-Bass Pfeiffer, 2012) Adam Grant, Give and Take ...more
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