All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
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The Key Habit of Highly Effective Teams
1. The Key Habit of
Highly EïŹective Teams
Justin Rosenstein
@rosenstein
2. Hi, Iâm Justin Rosenstein, co-founder of Asana.
(but this deck isn't about Asana)âš
For a decade, Iâve been
obsessed with one urgent
question for every leader...
3. Why do some teams march in unison
and achieve big dreamsâŠ
8. To organize the worldâs
information and make it
universally accessible âš
and useful
To give people the power
to share and make the
world more open âš
and connected
To help create an open
world â where everyoneâs
at home and can belong,
anywhere
Todayâs best-performing teams know why they exist
and what they are trying to achieve.
Ours is:âš
To help humanity thrive
by enabling all teams
to work together eïŹortlessly
12. Focused on relating purpose to
customer feedback
Every week, we review
quotes from our customers
that remind us when we are
and when weâre not fulïŹlling âš
our purpose.
Look, weâre helping teams work together with âš
less eïŹort!
Ouch! We need to adjust because weâre not meeting
our purpose for this guy.
13. Deliver software toâŠ
An engineer writes
code toâŠ
To help humanity thrive
by enabling all teams
to work together eïŹortlessly
Clarity of Purpose
ïŹlters down to everything
your team does â even
writing a line of code.
Focused on relating purpose to
everyday tasks
14. With Clarity of Purpose, team
members see the importance âš
of their work â no matter how âš
small or mundane their task âš
might seem.
15. Does your team know:
Why your organization or project exists?
If youâre wildly successful, how the world will be diïŹerent?
How your day-to-day activities relate to your purpose?
Are you providing Clarity of Purpose?
16. Clarity of Purpose shows your team whyâŠ
Next, Clarity of Plan will show them how.
18. Without Clarity of Plan:
Projects slip
past their
deadlines
Teams march
dutifully forwardâŠ
in the wrong
direction
Meetings end
with no clear
actions
1. 2. 3.
19. To achieve Clarity of Plan:
Start by creating a master strategy with
your team.
Purpose
Master Strategy
20. Master Strategy
The strategy articulates
the top-level pillars of how
youâll fulïŹll your purpose.
Design Mobile Customer
Success
21. Ensure all teammates give
feedback and have access to
this master strategy.
Master Strategy
22. Master Strategy
Key Result
Purpose
Next, create key results youâll be
tracking and working to achieve.
These are measurable goals to
be delivered by a speciïŹc date.
Key Result Key Result
23. Now you can map out the projects âš
and tasks that will drive your âš
key results.
Master Strategy
Key Result
Project
Task
Purpose
Key Result Key Result
Project Project Project Project Project
Task Task Task Task Task Task Task Task Task Task Task
24. Armed with Clarity of Plan,
your team will march conïŹdently forward.
As you do, check in regularly on progress.
Celebrate successes, big and small.
25. But what happens âš
when things arenât
going according âš
to plan?
26. Clarity!
Conduct a 5 Whys
1. Ask âWhy?â
âš
2. Then ask âWhy?â of the answer you get.
3. Keep up the curiosity until you get to
the root problem, so you can address it
and get back on plan.
Why?
Why?
Why?
Why?
Why?
27. Are you providing Clarity of Plan?
Does your team know:
What the master strategy is and how to help craft it?
How their tasks ïŹt into the master strategy?
How to measure successes against your key results?
How to get to the root of the problem when things veer oïŹ course?
28. Clarity of Responsibility settles the who.
If Clarity of Purpose shows your team whyâŠ
And Clarity of Plan shows them how...
30. Clarity of Responsibility happens when
you make one person responsible for
each piece of your teamâs plan.
31. When everyone knows their
areas of responsibility â the places âš
they have autonomy â it eliminates
ambiguity, reduces politics, and
empowers team members to bring
their full motivation to work.
32. While only one person should hold
responsibility for a project, others can hold
responsibility for a task within it.
Remember: chaos starts when you make
two people responsible for the same thing.
Project
Task Task
33. Great leaders give Clarity âš
of Responsibility and then
actually hand it oïŹ...
Micromanages, meddles, and holds âš
tightly onto the controls âš
rather than handing over responsibility
and empowering the team
34. Instead, itâs OK to ask them for an
outcome and give them the space âš
and freedom to deliver it.
âš
Then advise, coach, support, and âš
help them grow â which theyâll âš
really appreciate.
Focused on developing his âš
team through responsibility and
accountability
36. Does your team know:
The one person responsible for each piece of your plan?
What their individual areas of responsibility are?
That they have autonomy to ïŹgure out how to deliver an outcome?
Are you providing Clarity of Responsibility?
37. While the path to achieving
great things will always âš
be a challengeâŠ