• Category Archives Teamwork

  • How To Prevent Burnout – Just Say No

    Posted on by Tim

    We must learn to just say no. Europe takes a vacation in August. In the U.S., we don’t take a month off work.

    As people, we need time off to relax, recharge, and reconnect with family and friends.

    Creative work is hard. It demands a lot of energy to stay focused on the goals. As a result, rest is a second thought.

    If one factor tops others, then it is rest. Rest is essential to staying mentally sharp.

    A quick search on rest revealed the following articles:

    If research is indicating rest is important to performance, why, then are we avoiding rest?

    Just say no

    Based on neuroscience, the human brain is wired to seek pleasure. Because dopamine is released into the brain when it encounters enjoyment, behavior becomes pleasure-seeking reinforced.

    In a way, the same thing happens when we connect with people. As well, when we take on and complete projects.

    So, it seems we have wired ourselves for overload. As a result, we’re seeking more dopamine to increase our happiness.

    We resist just saying no as it would stop dopamine from flowing in our brains.

    It’s fair to ask, is burnout worth the dopamine high? Science indicates it isn’t.

    Learn to say no and get some rest. It will do you and those around you good.

    Krk island, Croatia

    Teamwork Training 📎and tagged

  • 5 Steps For How To Develop A Confidence Stack

    Posted on by Tim

    Countering imposter syndrome is tough. The steps below are ways to develop a confidence stack and they are worth a read.

    1. Be willing to suck for a while
    2. Find a coach or mentor who will push you
    3. Do the reps
    4. Take small, measured risks
    5. Rinse and repeat

    The concept of stacking isn’t new. If you ever played with Lego blocks, you know how stacking works.

    Lego Technic BMW motorcycle

    By design, a stack adds up to form something out of parts. The saying, “the sum of the whole is greater than its parts.” reveals a result of stacking.

    When I was searching for a way to break from childhood to adulthood, the military provided a way. The process of becoming a Sailor is stacking by building confidence based on an old and new experiences.

    I understood American history from school. I stacked Navy history and tradition on my previous learning.

    Using the same process, the Navy stacked on physical education. As well, it stacked on basic math and added basic engineering.

    Develop a confidence stack

    We all have abilities and skills. Some we are born with. Others we develop over time.

    As we learn, we build or stack on basic structures. As a result, each new concept connects with a prior concept and triggers a neurochemical response.

    The five steps listed above acknowledge learning is tough. As we get older, we become risk-averse.

    Some avoidance might come from fear. Other exclusion might come from ego. It doesn’t matter where the response comes from, it has to be evaluated and understood.

    Our brains are conditioned to side-step danger when it’s possible. However, most of life in modern times is not dangerous in the pure sense.

    So, we have to make an effort to override survival instinct. In effect, we’re rewiring instinct with logic to build confidence by taking calculated risks.

    It all starts with willingness. Are you ready to suck at something new to build confidence?


    Teamwork Training 📎and tagged

  • A View Into You, You Are One Person Not Two

    Posted on by Tim

    Have you ever noticed that some people seem to be one person at work and another in their social life? I found it odd until I started reflecting on my behavior. I discovered you are only one person.

    How I behave at work, on my team, should be no different than when I’m at home with family and friends. I did some research on this and found a term to describe the behavior.

    The behavior is called “cognitive dissonance.” Feel free to read the article at your leisure.

    The “mind friction” between the differing behaviors leads to challenges that impact relationships.

    Teams are affected by the members’ interactions. As a performance indicator, it is worth looking at social and work behavior. There might be a weak signal that points to a degree of “mind friction”.

    One person, many adaptations

    It’s worth noting that team members do adapt their behavior to the support team’s performance. I don’t consider this a concern unless someone is miserable working on the team.

    Adaptation helps us to survive and thrive in our environment. We see it in nature with camouflage patterns. The tricky part is when the adaptation is a move to an extreme.

    Extreme adaptations can lead to “mind friction”. As a result, the team can help its members self-adjust if awareness is increased around behavior indicators.

    No one wants to be miserable on a team. It’s up to the team to look out for its members.

    Consider this, I’m not a carpenter. And yet, I wanted to work with my daughters to create something.

    I didn’t disagree with their ideas about how we would build a “rock box”. Instead, I accepted whatever came of the project.

    wooden box
    Finished rock box project

    I avoided trying to be something I am not. We owe it to our teams to do the same.

    Let’s not force them into changing against their will. Instead, help them adapt their abilities and skills to support team outcomes.


    Teamwork 📎and tagged

  • 3 Reasons For Why Team Values Matter

    Posted on by Tim

    Below are the three reasons why team values matter. Just as waves destroy unanchored ships in the safest harbors, unexpressed values leave us disconnected.

    1. Act as a usefulness measure
    2. Serve as a north star
    3. Remind us to be our best

    Onboard the USS ARCHERFISH (SSN 678) we had an emergency underway happen. The squadron and group commander tracked a hurricane heading toward Groton, Connecticut.

    We were tied up to the pier. All the “boats” in port received orders to leave port quickly to avoid the storm.

    I recall getting to the dive point and spending about 48 hours rolling beneath the Atlantic Ocean. At below 400 feet deep, we still felt the power of the hurricane churning above us.

    Our commanders upheld U.S. Navy values. Those principles were “honor, courage, and commitment.”

    They showed courage by sending us to the sea. We honored their courage toward us. We committed to keeping our ship safe during the storm.

    For every team, values matter

    I have been writing this year on values. Agile values. Scrum values.

    This is a post on team values.

    The team can get lost if they don’t define their standards. They may not get lost immediately but over time.

    Actively writing out team principles helps to create a shared identity.

    As well, axioms help to shape positive behaviors. Additionally, they help influence outcomes.

    Anchoring, guiding, and reminding are actions a team can use to maintain objectivity.

    Since none of these are individual or personal, they serve the team. Indeed, the team decides how it wants to define itself.

    2022 is half-finished. I challenge you to look at your team’s values. If they don’t measure up to the team’s expectations, then change them.


    Agile Scrum Teamwork 📎and tagged

  • Right Tools For The Right Outcomes

    Posted on by Tim

    Hammers are for nails. Screwdrivers are for screws. Selecting tools for outcomes is a challenge. Picking the right tools for the right outcomes is critical.

    This concept applies to physical tools and virtual tools.

    • First, not every team needs Jira to help organize, plan, and manage their work.
    • Next, not every tool is fit for the team’s purpose.
    • Finally, getting the right tools for teams is important for achieving desired outcomes.

    There isn’t a “one-size-fits-all” solution in the market today that works for every team. Correct me if I’m wrong in the comments.

    Years ago, I was introduced to “Tools and Their Uses”. It is a U.S. Navy training manual for ship maintenance.

    Cover of Tools and Their Uses

    The U.S. Navy gets selecting the right tools for the job is a problem. Are we smarter than the U.S. Navy?

    Match tools for the right outcomes

    Now, I’m going to go against the grain on tools. Organizing work doesn’t need Jira to make it visible.

    Crazy, I know.

    A spreadsheet is effective for making work visible. Indeed, it’s still an effective tool for organizing tasks.

    Maybe, a more important piece of the conversation is missing.

    Ask the question, “What are the desired outcomes so that we pick the right tools?”

    Oh, and this is not just organizing and planning tools! This extends to meetings as well.

    During meetings, I write notes on paper. At this point, all I need are a pen and paper to capture key points during meetings. The tools in this context are the pen and the paper.

    Please, stop overthinking tools. Use the K.I.S. principle; keep it simple. Pick the right tools once the outcomes are understood.


    Teamwork 📎and tagged

  • Plan Vs. Act – Rise To The Challenge

    Posted on by Tim

    As humans, we want a degree of certainty day-to-day. We plan for how we want our actions to work. And yet, all the planning in the world fails if we don’t act. We have to act, to rise to the challenge.

    I wrote about a quote from Dwight D. Eisenhower last year. You can check it out here.

    2022 is nearly half complete. What actions have you taken professionally and personally this year?

    In the agile product and service development space, teams retrospect after completing timeboxed work.

    As humans being, we should do the same. Retrospective looks back help us evaluate our progress and tune our performance.

    Actions yield results. It takes courage to look at those results and begin asking questions.

    Time to rise to the challenge

    Normally, when teams perform a retrospective, three questions are asked.

    • First, what went well?
    • Next, what did not go well?
    • Last, what do we want to change?

    If the only action being taken is planning, what results or outcomes can we expect? Plans don’t magically happen to get executed.

    James Clear wrote about motion and action together in “Atomic Habits”. Importantly, know there’s a difference between the plan (which is motion) and the work (which is action).

    Cover of Atomic Habits by James Clear

    It’s not enough to get thoughts on paper. To clarify, follow-through is essential.

    As a result, action is required to increase or sustain momentum. Finally, consider this quote.

    It’s easier to act your way into good thinking than it is to think your way to good action.

    Bill Gove, the father of professional speaking


    Agile Scrum Teamwork 📎and tagged

  • The Magic of Business: It’s Local, Human, and Connected

    Posted on by Tim

    I’ve been sharing this concept for the past several months with friends and colleagues. All business is local business. Humans do business with humans. It requires us to build and grow trust to be successful in business.

    Business, by its nature, is both relational and transactional.

    Firstly, relational in that people do business with other people. I recognized technology is an intermediary in the business process. Amazon anyone?

    Business deals are made via human interaction, for instance.

    Secondly, transactional in that people are looking for an exchange of value. You have the money and I have the experience and knowledge to solve your problem. We exchange things of value like my ability to solve your problem with the money that allows you to get your problem solved.

    Given the advances in technology, business is now connected. And yet, business is also disconnected at times.

    I’ve learned, throughout 2020 and 2021, that technology is a double-edged sword.

    For some sales, it made work more challenging. High-touch, and relational sales have been tested. Trust is a key to relational sales and building it virtually is yeoman’s work.

    For other sales, technology is a blessing. More computers and home office materials were sold than in prior years using technology.

    Tiny Tesla technology

    Humans do business with humans

    Thankfully, we’re good at figuring out how to make business happen. When high value business deals get made, they’re done with other humans.

    We trust the people we do business with. Thus, much of the business being done is negotiated locally. As a result, people continue to build and grow relationships with other people to create value in business.

    Technology is an enabler to help people be successful in business. It is not the other way around.

    So here is my challenge to you. If you prefer technology over working with people, start taking steps to become more comfortable working with people.

    As an introvert, I know how tough it is to connect to people. I work at connecting daily with people. Connecting is a skill anyone can learn. You need to be willing to stink at it before becoming good at it.

    Believe me, it will be worth the effort and time!


    Agile Teamwork 📎and tagged

  • How Being Pragmatic Helps See The Glass As Half

    Posted on by Tim

    There is beauty in being a recovering perfectionist. Recovery led to a personality shift and the recognition that neither optimism nor pessimism works in for me in life. I landed on being pragmatic.

    pragmatic (adj) – relating to matters of fact or practical affairs often to the exclusion of intellectual or artistic matters: practical as opposed to idealistic (credit Merriam-Webster.com)

    As a child, I saw the world through melancholy glasses and pessimism. For the most part, I was creative and not inclined to practical pursuits.

    At the height of trying to fit in

    That all changed when I enlisted in the U.S. Navy. I slowly shifted away from impractical pursuits to practical matters. I suppose “adulting” and responsibility do that to you.

    Being pragmatic on teams

    Teams evaluate trade-offs. They assess risk and reward for the choices they make. As a result, being pragmatic is important to team effectiveness.

    I appreciate what Dr. John Turner presents on his blog on team science. Specifically on the principles of teamwork.

    A theme I take away from the Team Principles, Category 1 – What is teamwork, is effective teams are pragmatic AND creative.

    No one checks their innate, creative potential when they join a team. Instead, they learn to judge the timing when it’s appropriate to be creative versus practical.

    Like most activities in life, there’s a need to strike balance. This is practical approaches to teamwork can achieve effective outcomes.

    One tools I use to help balance the team dynamics is the Cynefin framework. Cynefin enables problem space identification and team alignment.

    I would encourage you to take a look at Dave Snowden‘s work on Cynefin as its part of my toolbox for teamwork. As well, consider John Turners work on team science to help build understanding about what effective teams look like.


    Teamwork 📎and tagged

  • To Be Creative Nurture And Spark Psychological Safety

    Posted on by Tim

    During a coaching call with Ravi Verma, I shared learning from the field of neuroleadership. Given this field is still emerging, I perceive a connection between it and psychological safety.

    Being a life-long learner has certain downs and ups.

    • First, I find connections between concepts that may not be directly related.
    • Second, it requires a time to build connections.
    • Third, it comes with opportunity costs.
    • Fourth, it can serve to improve humanity.
    • Fifth, if no practical action comes of the learning, then it was all wasteful.

    Which brings me to this post. The post is about the fifth point.

    Without psychological safety, a business’ culture cannot reach its full creative potential.

    As a veteran working through life impacted by post-traumatic stress (PTS), I view life differently than most people.

    Drs. David Rock and Al Ringleb wrote about research on “social pain” in the Handbook of NeuroLeadership. Simply put, people will not risk their group identity or status because of social pain (along with other factors).

    Cover of the Handbook of NeuroLeadership

    If you or I inflict social pain on someone, we cannot expect them to be creative. Social pain can cause a degree of trauma and lower team psychological safety.

    For people like me, dealing with PTS, social pain can trigger a “fight or flight” response which can lead to more social pain.

    Nurture Psychological Safety

    Drs. Amy Edmondson and Timothy Clark have written about the need for psychological safety in the workplace. I say it goes further than just business, it needs to be in homes and the public domain.

    We can choose to create cultures that minimize risk of social pain. As well, we can choose how to respond to people who may not be aware of the pain they create.

    A starting point to consider is The Flow System. It brings concepts around complexity, leadership, and teamwork together in one place.

    A key component of TFS is establishing and enabling psychological safety at both the team and organization level.

    I’ll finish with this question. What can you do to minimize social pain and maximize psychological safety today?


    Teamwork 📎and tagged

  • Embracing Weakness Is The Essence Of Human Experience

    Posted on by Tim

    In high-performing teams, embracing weakness is important to team success. If everyone thinks they’re a star performer, then no one will be vulnerable in assessing their abilities.

    True strength is in accepting facts and asking for help to compensate for weakness.

    None of us are strong in every ability and skill needed to get work done. In fact, teams are created to bridge gaps in knowledge, skills, and abilities (KSAs) that one person can’t bridge!

    This is a hard concept for top performers to grasp. In both the military and business, more teams succeed than soloists in complicated and complex work. This fact does not diminish individual effort. It does highlight the need for cross-functional work.

    Inside AT&T Stadium in Dallas, Texas, USA

    A struggle teams have is getting out of denial about weakness. That’s why people fail at recovery programs. Separately, teams fail at achieving high performance for the same reason, denial.

    How To Begin Embracing Weakness

    The following list is “thought food” and it is not comprehensive. It is a starting point for transparent conversation and a driver for outcomes.

    • Firstly, get out of denial. Confront reality and add up team strengths and weaknesses.
    • Secondly, start planning ways to minimize or narrow gaps.
    • Thirdly, ask for outside assistance if the team’s weaknesses can’t be narrowed by the team.
    • Fourthly, find and remove work that the team can’t be completed by the current members.
    • Fifthly, communicate success and note learning. Do this early and often around finished work. Communication includes stakeholders, customers, and clients.
    • Finally, celebrate success, build on strengths, and shore up weaknesses through continuous reflection and improvement.

    Make sure every team member is heard. Often the quietest people have the powerful ideas and an ability to find gaps.

    Focus on listening to what is said and what is left unspoken. Be a detective, look for clues, because weaknesses change over time.

    Remember to have fun! The joy is in the journey, not the destination.


    Agile Teamwork 📎and tagged