https://t.co/a5deEkNVQc

We need more good-faith conversations at work. TY to Nick Cave @redhandfiles for his response to the question, "Is it better to keep quiet or speak one's mind?"

This new book about the CEO of the famed hedge fund Bridgewater Associates is a fascinating read and an example of where good rebels can't effect change; their best action is to leave a company.

Being a good thinker is an important trait for leaders of change. It helps us understand our world, make better decisions and tackle complex problems. Being intellectually humble matters (without acknowledging the possibility that our current beliefs may be mistaken, we can’t

https://t.co/2AQ1Cu97sT

Carmen (@milouness) shared some leadership advice on her YouTube channel that Rebels at Work might enjoy. Here's her advice about how Trust is a Muscle. You can watch the full video here. https://t.co/uJEcxUCFZk

What people want in leaders…

One of my favourite change quotes is from @nancymdixon: "The greatest knowledge deficit in organisations is not the lack of sharing nor poorly designed repositories. Rather, it is the inability to hold authentic conversations". So I was delighted to see these ideas expanded in

I’ve learned to default to @zoebchance’s magic question, “What would it take?” Invites people to explore together and breaks down mental barriers.

It's often lonely being a change agent. Communities of practice (CoPs) can give us a sense of belonging, support & courage. We don't need permission or formal power to create a CoP; just to connect with people who share our passion. Here's a straightforward guide to CoPs:

I want this on a t-shirt: “Capitalism didn’t understand community”- Brian Eno.

We keep learning and sharing. New blog post.

Having a sense of agency (the power/ability to make choices and act on them freely) is more important than improvement skills or resources or methods when it comes to making change happen. When we can go & take action, things change. Feelings of powerlessness dissipate & old

Our takeaway: learning why some teams perform better than others is hugely important because if we crack that nut, we can exponentially improve the performance of our organizations. 6/6

Temporal stability ended up being 4X more impactful on the distribution of team performance than authority differentiation. (apologies for using these confusing terms but we don't want to stray too far from their terms lest we misrepresent it.) /5

And second: teams with more staff turnover (which the researchers call temporal stability) were associated with distributions with greater variability--i.e. greater proportion of star teams. /4

Two findings are intriguing: teams with greater authority differentiation (i.e. teams with strong leaders making decisions) are likely "to show higher performance trajectories." /3

Just to start with we really like the definition of teams: "small groups of interdependent individuals who share responsibility for outcomes" /2

This is probably the most complicated study we've shared on Twitter, but the results are fascinating. Team performance doesn't follow normal distribution. Really good teams are way better than average teams.

Fantastic!!