Transformative Leadership Conversations with Winnie da Silva

Powerful insights often arise when exploring the intersection of imposter syndrome and organizational dynamics. In this episode of Transformative Leadership Conversations, host Winnie Da Silva dives deep into imposter syndrome with Carolyn Herfurth, co-founder of the Imposter Syndrome Institute. They discuss the origins of imposter syndrome, its impact on individuals and organizations, and practical strategies to overcome it.Carolyn Herfurth, with a background in corporate sales and entrepreneurship, brings over 20 years of experience in advising entrepreneurs for strategic growth. As the co-founder of the Imposter Syndrome Institute, Carolyn works tirelessly to help both people and organizations identify imposter syndrome and understand the sources of it. She provides practical tools for self-awareness, and guides others to overcome self-doubt in their professional and personal lives.Episode Highlights:Introduction to Imposter Syndrome: Imposter syndrome is a common belief shared by many individuals that they are not as talented or capable as others perceive them to be, despite evidence of their success.Background of Imposter Syndrome Institute: The Imposter Syndrome Institute was co-founded by Carolyn Herfurth and Dr. Valerie Young to address the impact of imposter syndrome on individuals and organizations.Types of Imposter Syndrome: There are five types of imposter syndrome identified by Dr. Valerie Young, including perfectionists, experts, natural geniuses, soloists, and superhumans.Gender and Imposter Syndrome: Imposter syndrome affects both men and women, with men also experiencing acute feelings of inadequacy and self-doubt.Corporate Impact of Imposter Syndrome: Imposter syndrome can impact productivity, innovation, turnover, and overall organizational success, making it crucial for leaders to address.Tools for Addressing Imposter Syndrome: Normalizing imposter syndrome, understanding its sources, and reframing negative thoughts are practical tools individuals can use to combat imposter feelings.Connection to Psychological Safety: Imposter syndrome can be a barrier to psychological safety in organizations, highlighting the need for individual and organizational interventions.Educational Interventions: Providing education on imposter syndrome during onboarding and partnering with experts in psychological safety and competency models can help organizations address imposter syndrome effectively.ResourcesCarolyn Herfurth on LinkedIn | WebsiteWinnie da Silva on LinkedIn

While imposter syndrome affects a wide variety of people, it can hit some groups harder than others. In this episode of Transformative Leadership Conversations, you'll gain insights into how imposter syndrome can impact your career journey, especially as a woman and an immigrant. Learn practical strategies, like journaling and understanding your sphere of control, to overcome imposter syndrome and step into your power authentically.Daya Ketel-Fisher, the global head of internal communications and employee experience at Squarespace, brings over 20 years of experience in communications, change management, and people and culture leadership. With a background in journalism and a passion for building impactful cultures, Daya has led internal communications functions at major companies like Spotify and Pernod Ricard. Her expertise lies in fostering inclusive cultures, navigating change, and empowering individuals to embrace authenticity and self-awareness in their leadership journey.Episode Highlights:Early Career Imposter: In the early stages of a career, imposter syndrome can manifest as overconfidence followed by a realization of the need to learn and grow, leading to a sense of inadequacy.Validation and Impact: Validation from others, especially from respected individuals, can have a profound impact on overcoming imposter syndrome and recognizing one's true abilities.Authenticity and Identity: Balancing authenticity with confidence is crucial, especially for women in leadership roles, as societal expectations and cultural backgrounds can influence feelings of imposter syndrome.Immigrant Influence: Immigrant backgrounds, like coming from families who fled challenging circumstances, can contribute to feelings of imposter syndrome due to the lack of a blueprint for success in a new environment.Self-Reflection Exercise: Using a journaling template to differentiate between facts and the story one tells themselves can help individuals train their brains to understand the difference and challenge negative narratives.Sphere of Control vs. Influence: Understanding what aspects of a situation are within one's control, influence, or neither can help in letting go of things that cannot be changed, leading to a sense of empowerment and acceptance.Importance of Letting Go: Finding a way to let go of things that cannot be changed is crucial for stepping into one's power and overcoming imposter syndrome, as acceptance of limitations can lead to personal growth and success.ResourcesDea Katel Fischer on LinkedInWinnie da Silva on LinkedInWinniedasilva.com

In this podcast episode, Winnie shares exactly how imposter syndrome can prevent you from enjoying your accomplishments, promotions, and accolades. She’ll help you identify and overcome imposter syndrome so you can feel like you truly earned and deserve your success.Episode Highlights:Imposter Syndrome Impact: Imposter syndrome can prevent you from enjoying your success and lead you to believe you are deceiving others. This mindset can hinder your ability to feel deserving of your accomplishments and promotions.Belief in Success: Overcoming imposter syndrome is crucial for believing in and feeling good about your success. It is essential to recognize and acknowledge your achievements as earned rather than attributing them to luck.Feeling of Belonging: Imposter syndrome can create a barrier to feeling like you belong in your position or have earned your accolades. It is important to address these feelings of inadequacy to fully embrace your accomplishments.Self-Perception: Imposter syndrome distorts your self-perception, leading you to doubt your abilities and qualifications. When you confront these negative thoughts, you can build confidence in your skills and achievements.Recognition of Accomplishments: Acknowledging and celebrating your accomplishments is essential for combating imposter syndrome. Take time to recognize your hard work and achievements so you can overcome feelings of fraudulence.Promotion of Self-Worth: Imposter syndrome undermines your sense of self-worth and can hinder personal growth and development. It is crucial to cultivate a positive self-image and recognize your value to combat these feelings of inadequacy.Embracing Success: Embracing success involves overcoming imposter syndrome and recognizing your worth and contributions. By accepting and celebrating your achievements, you can break free from the cycle of self-doubt and impostor feelings.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.com

Powerful insights often occur when you least expect them. On Transformative Leadership Conversations, they're at the heart of every episode.I’m your host, Winnie da Silva, and I’m driven by a passion to share the stories and strategies that shape effective leaders, teams, and organizations. Since launching this podcast in December of 2020, we've delved deep into the individual stories of leaders, uncovering what makes their leadership stand out and the challenges they've overcome. In Season 4, Peter Axelson and I explored team effectiveness with the Team Development Masterclass, offering methodologies, tools, and exercises to enhance your ability to build effective teams. This year, 2024, marks a fresh chapter. And I’m really excited about this new direction. Each month, we'll explore a different leadership theme from three angles: my reflections, a leader's journey, and an expert's viewpoint. What I love about this new approach is that you get a multifaceted and diverse experience from these three perspectives offering a prism of insights and strategies for each topic we explore together. And just like always – each episode will equip you with the inspiration, strategies, and tools to refine your own leadership and help you lead effective teams and thriving organizations. Based on your feedback and my work with clients, I’ve picked themes relevant to you. They include topics like… The notorious Impostor Syndrome – what actually is it, how can you overcome it and even if you don’t have it, why should you as a leader care about it…Leading through change – I love this topic because it’s for everybody – we are all leading through some kind of change right now (and probably into the foreseeable future) – and I’m excited to go deep and practical here…Innovation – how important is it to be an innovative leader? What are the different ways in which innovation can manifest? And how do we get more of it? Building Your Leadership Brand – what does it mean to build a leadership brand, what elements might be included, and how do we do this so that it’s not just all about us and us selling ourselves?Hospitable Leadership – now, for those of you who know me well – I’m a bit of a foodie and our family absolutely loves making meals and hosting dinner parties at our home. And that’s got me thinking – could hospitality be a key ingredient for great leadership? We’re going to explore this topic and find out together!  ...and there will be so much more. I’m so happy that you’ll be joining us and throughout this new year I want to invite you to join our community by sharing your thoughts, questions, and experiences. You can do that in so many ways! Subscribe and leave a comment on your podcast platform of choice, send me an email at winnie@winnifred.org, listen to the podcast and leave a comment on my website at www.winniedasilva.com, or find me on LinkedIn. Whether you’re engaging with us online, suggesting topics, or joining the conversation on social media, your voice is a vital part of this podcast.  You are always welcome to take a seat at the table where every conversation has the potential for transformative change. Stay tuned for our first episode of 2024, where we'll dive into Imposter Syndrome, setting the stage for a year of transformative conversations.

“Leaders need to be sure that they're providing the right behavioral examples of what's needed to support the effectiveness of this team. And this is tricky because you're not always clear about what those things are.” - Peter AxelsonIn this podcast episode, Winnie and Peter, wrap up their Team Development Masterclass by discussing nine universal best practices that apply across the Team Development Methodology, which was explored in the previous 10 episodes.Episode Highlights:Role ModelingLeaders must serve as role models, setting examples for their teams. Asking for feedback regularly can help gauge whether they are providing the right examples.Investing in RelationshipsSound interpersonal relationships are fundamental for collaboration and team effectiveness. They encourage making time to intentionally deepen work relationships.Changing Mindsets and BehaviorsIncreasing team effectiveness requires individuals to change their behavior. Behavioral change typically starts with a shift in mindset, which can be achieved by examining internal narratives.Emphasizing the ProcessEffective processes are differentiators in team performance. They emphasize the importance of paying attention to "how" work is done, as team expertise and intelligence are fixed at the start.Grappling with Big QuestionsIt’s important to grapple with significant questions, such as defining team culture - “What do we want to be?” Addressing such questions can be time-consuming but fruitful in the long run.Creating Room for ExperimentationTeam development often involves establishing new processes to build effective teams. Teams should be open to experimentation, assessing results, and customizing processes that work best for them.Making the Implicit ExplicitIt’s critical to uncover and address assumptions that can lead to costly consequences. By making the implicit explicit, teams can avoid misunderstandings, missed deadlines, and damaged relationships.Asking for FeedbackWinnie and Peter underscore the importance of asking for feedback, especially from fellow team members regarding collaboration. They emphasize that this is a vital habit to develop.Pause and ReflectPeter and Winnie advocate regularly slowing down and considering how the team is functioning. These continuous improvement practices are the "secret sauce" for increasing effectiveness over time.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.com

“Interpersonal issues should be dealt with by the individuals, and team issues should be dealt with by the team collectively… I think most team leaders and team members would absolutely agree with that because, as you say, issues that pop up with individuals on the team, they're going to spill over into the team. And so what we're offering here is that early detection tool to prevent this very thing from happening.” - Winnie da SilvaIn this podcast episode, Winnie and Peter discuss the importance of continuous improvement mechanisms within teams. They highlight that, despite most teams wanting to continuously improve, they often struggle with how to do it. Peter and Winnie provide practical ways to implement mechanisms for ongoing improvement.Episode Highlights:Analogy from ManufacturingPeter shares an analogy from his experience working with manufacturing teams that use sensors in equipment in order to detect problems early. This mindset is about monitoring and early detection, ensuring corrective action can be taken before issues escalate.The Need for Continuous ImprovementPeter emphasizes the importance of continuous improvement mechanisms in maintaining and increasing team effectiveness over time. Teams that invest in these mechanisms become more effective, while those that don't tend to become less effective.The Challenge of TimePeter acknowledges that time is a common barrier to investing in continuous improvement mechanisms. Many teams may feel they don't need it or that their current processes are "good enough." Winnie and Peter argue that these mechanisms are crucial for building a truly effective team.Three Continuous Improvement MechanismsWinnie introduces three important continuous improvement mechanisms:Ongoing exchange of honest feedback between team members.Regular evaluation of team meetings.Team effectiveness checkpoints.Feedback ExchangeWinnie and Peter stress the importance of an ongoing exchange of honest feedback between team members. Regular feedback is critical for maintaining good interpersonal relationships in the face of changing workplace dynamics.They share two favorite questions for requesting feedback: "What am I doing that you appreciate most, and why?" and "What would you like me to do differently, and why?" The benefits of regular feedback include faster problem-solving, improved job performance, better processes, increased trust, conflict reduction, and more.Feedback's ImpactPeter mentions that their work on feedback skills has a lasting and substantial impact, with people sharing stories of how feedback has helped them even years after their engagement.Separating Personal and Team IssuesWinnie emphasizes the importance of addressing interpersonal issues individually and team issues collectively. Feedback exchanges help resolve interpersonal issues effectively.Meeting EvaluationsPeter discusses the significance of regular evaluations of team meetings, particularly during periods of change. Effective meetings can contribute to team success.He mentions various methods for conducting meeting evaluations, such as using Trello or Slack.Using Evaluation InputWinnie and Peter explain that the input collected from meeting evaluations can help meeting facilitators propose process tweaks to the team.They emphasize the importance of conducting evaluations frequently during periods of significant change in meeting processes.Team Effectiveness CheckpointsThe third continuous improvement mechanism involves conducting team effectiveness checkpoints, once or twice a year. This "pause and reflect" exercise is intended for an overall assessment of the team's functioning.Questions Used Winnie describes the metrics used in team effectiveness checkpoints. Team members rate the team on five dimensions: quality, efficiency, satisfaction, individual learning, and team learning. Members are then asked specifically about what is supporting and reducing team effectiveness. This is followed by suggested changes to maintain or increase effectiveness.Resistance to Continuous ImprovementWinnie acknowledges the resistance to investing in continuous improvement mechanisms is often due to a lack of time. They encourage teams to experiment with these practices and evaluate the return on investment.Leaders' Role in Continuous ImprovementPeter suggests that leaders should prioritize open and honest discussions that help teams pause and reflect on their functioning. Such discussions are the secret sauce for team effectiveness.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comE11: Tell Me What You Really Think with Peter Axelson

“‘The conversation is the relationship.’ Is a quote I come back to often from the book Fierce Conversations from Susan Scott. What this means to me… is that the quality of our relationships depend on the quality of our conversations, which of course then directly impacts the quality of our work together as a team.” - Winnie da SilvaIn this episode, Winnie and Peter explore the concept of high-quality conversations and their importance within teams. They discuss the significant impact of conversation quality on relationships and team effectiveness, emphasizing that it is critical to all other building blocks in Peter’s methodology.Episode Highlights:"The Conversation is the Relationship"Winnie shares this quote from the book "Fierce Conversations" that underscores the idea that the quality of relationships depends on the quality of conversations. This, in turn, directly affects the quality of teamwork.Survey on Conversation DynamicsUnequal participation, lack of candor, and poor understanding of others’ reasoning are common dynamics in meetings and discussions, and they stress that these are problematic.Business Case for High-Quality ConversationsPeter encourages the audience to consider the costs associated with low-quality conversations.Winnie and Peter assert that it's not enough to bring people together for work; it's essential to ensure the conversations are of high quality, with broad participation, candor, and the sharing of views and reasoning.How to Work with Teams on High-Quality Conversations Winnie explains that working on high-quality conversations is a relatively straightforward process.They emphasize creating a climate for conversations where people feel psychologically safe to speak up and engage with others in open discussions.The aspiration is to achieve broad participation, candor, and mutual understanding within team conversations.Three Steps to Implement High-Quality ConversationsDescribe the attributes of high-quality conversations, why they matter, and how they look.Identify barriers to these attributes, which can reveal hidden team dynamics.Encourage practice and the use of language and behavioral best practices to increase conversation quality.Best Practices for High-Quality ConversationsWinnie introduces six best practices that fall under three primary topics: Participation, Candor, and Understanding of Reasoning. For each practice, there are both "self" and "other" components to encourage improvement in conversations.ParticipationThe objective is NOT that everyone speaks for the same duration.The objective is to ensure that everyone has an equal opportunity to speak, and on important topics and decisions, everyone has been heard. CandorWinnie and Peter discuss the importance of managing self by speaking candidly and pushing one’s comfort zone on this.They explain that, when interacting with others, one can inquire about what others are thinking to encourage candid dialogue.Understanding of ReasoningPeter stresses the importance of sharing reasoning when stating opinions.In interactions with others, he encourages asking questions about the reasoning behind others' opinions.Understanding of ReasoningPeter stresses the importance of sharing reasoning when stating opinions.In interactions with others, he encourages asking questions about the reasoning behind others' opinions.Implementing Best PracticesWinnie advises keeping these six best practices visible during meetings and on team agendas.The practices can serve as reminders for the team to work on their conversation quality.Challenges in Implementing High-Quality ConversationPeter discusses the relative ease or difficulty of implementing changes in participation, candor, and understanding of reasoning within a team.He emphasizes that increasing candor is the most challenging, as it often requires a shift from historical norms of not expressing true thoughts.Benefits of High-Quality ConversationsWinnie and Peter emphasize the significance of high-quality conversations in team effectiveness and describe the growing confidence and sense of accomplishment that teams experience when improving their conversations.Always prioritize high quality conversations. ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comFierce Conversations by Susan Scott

“The word ‘culture’ gets thrown around a lot and sometimes it seems like people see it as something that teams don't have until they define it. However, every team has a culture, whether they recognize it or not.” - Winnie da SilvaIn this episode, Winnie and Peter explore the importance of developing an aspirational culture with supporting norms. They emphasize that teams already have a culture, but it may not be explicit or aligned with their goals. Developing a shared vision for the team's culture and defining specific norms can significantly improve team effectiveness.Episode Highlights:Challenges in Developing Team CulturePeter discusses how teams are often composed of individuals with diverse backgrounds, values, and experiences. This leads to the formation of a patchwork culture consisting of implicit norms, diverse expectations, and behaviors that can hinder team effectiveness.Defining Culture and Norms Winnie and Peter provide definitions for culture and norms.Culture is described as the result of implicit and explicit rules guiding behavior within a group. It is learned from the environment and reflects a shared mindset and common language.Norms are specific behavioral agreements or rules intended to help the team “live into” their aspirational culture.Process of Defining Culture and Norms Peter and Winnie explain how they help teams define their culture and norms.New teams have a blank slate to define their culture, while existing teams will need to shift from their implicit culture to an explicit, agreed-upon culture.They introduce five key questions that serve as a framework for this work:Why bother?Describe the culture you'd like to see in this team a year from now.What challenges do you expect in living into this culture?What agreements should be made to address these challenges (team norms)?How will departures from team norms be handled?Importance of the "Why Bother" QuestionWinnie explains the significance of the "why bother" question. Teams need a clear motivation to invest time and effort in defining their culture and norms. The aspirational culture should be reflective of the five metrics for team effectiveness. Defining the Aspirational Culture Winnie and Peter walk through the first two prompts used to define the aspirational culture:Describe the team's desired cultureProvide details on what the team should be doing or not doing, what patterns should emerge, and what experiences team members should have.They emphasize that this description should reflect an inside perspective and should focus on the most important elements.Anticipating ChallengesTeams are encouraged to think about potential challenges in "living into" their aspirational culture. This prepares them for the journey ahead, ensuring they are not surprised or discouraged when obstacles arise.Defining Team NormsPeter explains the next step of defining team norms based on the aspirational culture and expected challenges. These norms are specific, behavioral agreements.Teams are advised to focus on a short list of norms, usually around 5-8, that address the most important anticipated challenges.Dynamic Nature of Team NormsWinnie and Peter emphasize that team norms are not static and should evolve over time. As teams overcome challenges, they can drop old norms and adopt new ones as new challenges emerge.Anecdote on Team Culture and NormsPeter shares an example of a team's aspirational culture statement and associated norms to illustrate how the process works. The example highlights a transformation from an unhappy team with friction to one with shared values and norms. Dealing with Departures from NormsWinnie and Peter discuss the importance of team members not adhering to agreed upon team norms through feedback and accountability. They explain that it is natural for teams to struggle to stick to their norms but feedback mechanisms help address this.Benefits of Defining Team Culture and NormsPeter and Winnie underline the substantial benefits of this work, noting that it serves as a standard for measuring progress.  Winnie discusses how team culture and norms differ from shared goals and joint work, as they are more personal and about the people on the team, which can benefit cohesion and team identity. ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comGeert Hofstede

“Clients have told me, ‘I wish my people would think more like a CEO’... And I think what my clients mean is that they want their people to see things more strategically, to take more ownership for not just their own responsibilities, but for that of the overall enterprise or the whole company.” - Winnie da SilvaIn this episode, Winnie and Peter explore the concept of a "shared responsibility mindset" in teams. They discuss how this mindset contributes to team effectiveness. They emphasize that responsibility for a team's effectiveness should not solely rest on the leader but should be distributed among all team members. This shared responsibility mindset encourages individuals to think more strategically and take ownership of both their individual roles and the team's overall success.Episode Highlights:Introduction to Shared Responsibility MindsetWinnie introduces the episode's focus on cultivating a shared responsibility mindset within teams. She highlights the common desire among leaders for their team members to think more strategically and take more ownership of the organization's success.Defining Responsibility in TeamsPeter explains their approach to clients by starting with the question of who is responsible for the team's effectiveness. He encourages clients to think about the specific responsibilities of the team leader and of the team members.Responsibilities for Team EffectivenessWinnie and Peter outline the responsibilities in two categories: mindset and behaviors related to self, and mindset and behaviors related to the team.Self-reflection and self-management, seeking feedback, and experimenting with new behaviors are essential for individual growth.At the team level, members can help by observing and assessing the team's processes, supporting the aspirational culture, adhering to agreed-upon norms, and actively participating in assessments of the team effectiveness.The Importance of a Shared Responsibility Mindset Winnie discusses the common issue where team members tend to focus solely on their role and responsibilities, while responsibility for team processes rests with the team leader.She explains that effective teams require active participation from everyone, not just the leader, in managing processes.Challenges for Team Members and Leaders Winnie points out the challenges team members face, such as thinking, "That's not my job," while leaders sometimes struggle with creating space to allow others to contribute to managing team processes.She emphasizes that shared responsibility is essential for team effectiveness and encourages leaders to make space for team members’ perspectives and assistance. Practical Ways to Develop a Shared Responsibility MindsetPeter explains how to help teams develop a shared responsibility mindset: Start by discussing the importance of shared responsibility.Explore existing team mindsets and assumptions.Introduce shared language, like "balcony" and "dance floor," to differentiate between content and process focus.Normalize making interventions on team processes.Establish the role for secondary facilitators* in meetings.Establish formal "pause and reflect" discussions to assess team functioning.Experimentation and ResultsAfter experimenting with shared responsibility, teams often experience positive results, including improved output, efficiency, satisfaction, and learning. This helps them see the business case for developing this mindset.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comMining Group Gold by Thomas A. Kayser

“What we find is that teams that have a process mindset, and what we mean by that is they're explicitly and deliberately focusing on building and refining lean processes, these teams tend to be more effective.” - Peter AxelsonIn this episode, Winnie and Peter discuss the importance of creating robust work processes for teams to enhance their effectiveness. They emphasize how this topic is interconnected with previous episodes, where they discussed business objectives and joint work. This episode focuses on how teams can efficiently work together to achieve their business objectives by developing lean and robust work processes.Episode Highlights:Definition of Team ProcessesPeter begins by distinguishing between "content" (WHAT a team does) and "process" (HOW a team does its work). He highlights that teams with a "process mindset" that explicitly focus on refining their processes tend to be more effective. Process is a key differentiator in team effectiveness. Types of Team ProcessesWork Processes: Focused on accomplishing the tasks of the team, including setting goals, planning meetings, making decisions, and measuring progress.Interpersonal Processes: Focused on building collaborative relationships, developing team norms, offering and receiving feedback, and addressing conflicts.Business Case for Attention to ProcessWinnie discusses the business case for paying attention to team processes. Teams with many talented individuals can underperform if they neglect the importance of HOW they work together. "Process loss" is the term for this phenomenon. Content expertise is often valued and rewarded more than process skills in organizations, which contributes to the lack of investment in team processes. Approach to Building Robust Work ProcessesPeter explains that the approach to improving work processes varies from team to team, depending on their specific needs. An initial assessment helps identify process strengths and weaknesses. They address several common areas where teams may have gaps in their processes - setting priorities, meetings, making decisions, and managing interfaces with stakeholders.Setting PrioritiesWinnie emphasizes the importance of teams developing a process for setting and regularly updating priorities. Teams must understand what's truly important and communicate this to avoid unnecessary stress and inefficiencies. Effective MeetingsPeter highlights the widespread problem of ineffective meetings and discusses what "good" meeting processes look like. He emphasizes the need for detailed agendas, clear outcomes, realistic time allocation, skilled facilitation, and active involvement from all participants.Decision Making: Winnie explains the challenges of decision making in teams and how unclear decision processes can lead to frustration and wasted time. She suggests providing a common language for different decision-making options and making the chosen method clear in each situation.Managing Interfaces with Stakeholders: Winnie discusses the need for teams to proactively define processes for working with key stakeholders. She uses the example of a newly formed team she was working with at a pharmaceutical company. As a result of major restructuring at the enterprise level, this team was heavily reliant on other teams in the company for their own team to be successful. They needed to identify clear processes for transparent collaboration with various stakeholders.The Importance of Lean ProcessesPeter emphasizes the need to keep processes as lean as possible and avoid unnecessary administrative work. Striking a balance between "tight" and "loose" processes that suit the team's needs is vital.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.com

“Every once in a while we discover a question that turns out to be particularly powerful in terms of the benefits that come from a team grappling with it. And so the question is this: ‘In order for this team to deliver on our business objectives this year, what is the high value, highly interdependent work that we must do together? ” - Peter AxelsonIn this podcast episode, Winnie and Peter discuss the concept of "Joint Work" as a critical building block for developing effective teams. They emphasize the importance of identifying the shared work that a team must do together, which is distinct from individual or subgroup work. Episode Highlights:Pizza StoryPeter shares the origin story of this concept of Joint Work. When working with a group of managers to help them understand the importance of understanding their shared work as a team, he uses a pizza analogy. He distinguishes between the "crust work" (individual work) and the "points work" (work requiring collaboration across the whole team).Three Categories of WorkWinnie and Peter introduce the three categories of work that effective teams must define: individual work, subgroup work, and joint work. These categories help teams understand the different levels of interdependence in their work and then build the appropriate collaboration mechanisms. Joint Work ContinuumJoint work varies greatly in quantity across teams, forming a continuum. Some teams may have a small portion of joint work (like small points on a pizza), while others have a significant portion (like large points). In general, as the size of a team increases, and as the functional diversity of a team increases, the amount of joint work in the team decreases. Some teams will end up having a small amount of joint work and some teams will end up having a large amount of joint work. Having more joint work is not “better” than having less - what’s important is that the team has clearly defined that work which entails a high level of interdependence.Powerful QuestionPeter highlights a powerful question for teams: "In order for this team to deliver on our business objectives, what is the high-value, highly-interdependent work that we must do TOGETHER?" This question encourages teams to reevaluate and redefine their work. Peter notes that across the hundreds of teams with which he has worked, every team has, to some degree, changed how they define the work of their team. Joint Work Discovery ProcessWinnie and Peter describe how they help teams discover their joint work. This process includes a workshop setting where the team reviews their business objectives and defines their joint work. They use seven categories of joint work to help the team think broadly about what their joint work should be. Work Process AlignmentWinnie and Peter stress the importance of aligning work processes with the team's joint work. They explain that team meetings and other processes should be reflective of the type and amount of joint work.Benefits of Defining Joint WorkPeter highlights two key benefits. First, teams that invest in defining their joint work often realize they have been doing the wrong work together. Second, these teams become more focused, experience less tension, have more productive meetings, use time efficiently, and collaborate more effectively. Winnie and Peter acknowledge that defining joint work is, at first, a challenging and messy process, but one that produces huge benefits for teams. They offer their assistance to teams interested in delving deeper into this concept.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comMining Group Gold by Thomas A. Kayser

“While many teams can figure this out on their own, some of them need help ensuring the objectives of the team are clear and aligned. What's important is that this is addressed very early on in the process.” - Winnie da SilvaIn this podcast episode, Winnie and Peter discuss the importance of ensuring clarity and alignment on a team's shared objectives. They emphasize that these objectives are specific to the team and distinct from the business objectives of the company. Episode Highlights:Team Objectives Support Company ObjectivesTeam objectives should align with and support the broader company objectives, but are typically different in level and scope.Early Focus on Clarity and AlignmentEarly in the team development process, it's crucial to assess how clear and aligned the team is regarding their shared objectives - because so much depends on them. Team objectives influence many basic team processes - defining the shared work, planning meetings, making decisions, measuring success, allocating resources, setting priorities, and more. Understanding the current state of the team’s objectives is key to planning the team development process.Working with Teams Without Defined ObjectivesTeams exhibit a wide range of alignment on their shared objectives. Teams that have not yet defined their shared objectives can benefit from various approaches, including coaching the team leader, facilitated work sessions, involving senior leaders, or translating higher-level business objectives into team-specific goals.Peter and Winnie stress that addressing clarity and alignment of team objectives is a critical early step in the team development process. ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.com

“We don't need to be best friends in order to have a sound working relationship. But you do need to know each other as people. … It doesn't take a great deal of effort to learn those kinds of things about people and the benefits can be pretty big.” - Peter Axelson“You really need a basic amount of trust in and respect for each other. While you definitely want to see other positive attributes in a relationship, these two, trust and respect, they are the absolute must haves. So everything else, all the little things that make relationships run well, they all can be sorted out.” - Winnie da SilvaIn this podcast episode, Winnie and Peter discuss the importance of sound interpersonal relationships within a team, which is a fundamental building block in Peter's Team Development Methodology. Episode Highlights:Definition of Sound RelationshipsIn the context of a team, sound relationships are characterized by a basic level of trust and respect. While not needing to be best friends, team members should know each other beyond their professional roles and engage with each other on a personal level.Impact of Relationship QualityEven one problematic relationship within a team can significantly hinder the team's effectiveness. Dysfunctional relationships lead to distractions and unproductive behaviors, affecting the entire team's performance.Common Reasons for Neglecting RelationshipsPeople often discount the importance of building strong relationships within teams due to a belief that relationships will naturally develop over time. There's a misconception that work relationships will reach a "good enough" state without explicit investment. This passive approach often fails.End GoalThe ultimate goal of focusing on sound relationships isn't merely to create great relationships, but to foster effective collaboration. Interpersonal relationships are a crucial requirement for successful teamwork and collaboration.Not All Relationships Can Be RepairedIn some cases, relationships can be too badly-damaged to be repaired. The two important factors in determining this are the degree to which trust and respect for each other have been eroded, and the degree to which the two people are willing to do the very hard work of putting the relationship back together.How Relationships and Collaboration Are IntertwinedEffective collaboration relies on sound relationships. Damaged or underdeveloped relationships can undermine collaboration, while poor collaboration often contributes to strained relationships. Enablers of Cross-Boundary CollaborationTo improve relationships and collaboration, a tool with six "enablers of cross-boundary collaboration" is introduced. These enablers include:Knowing the person beyond the basicsUnderstanding the person's context or worldReviewing roles and points of interdependenceMaking explicit what you need and expect from othersMaking agreements for working togetherEstablishing a process for ongoing, timely, and honest feedbackUsing the ToolTeams are encouraged to use this tool to identify and address areas where their relationships and collaboration can be improved. It can be particularly useful in teams for dealing with friction in relationships and/or ineffective collaboration.Importance of Prioritizing RelationshipsThe podcast emphasizes that deliberately investing time and effort in building relationships and improving collaboration are fundamental parts of the job. Team leaders must prioritize this, setting the example for their team members.Overall, the podcast highlights the critical role of sound interpersonal relationships within teams and provides practical tools and strategies to enhance these relationships and, in turn, improve collaboration.ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comE10: The Stories We Tell Ourselves with Peter Axelson

“Long term, if you don't also pay attention to the satisfaction and learning dimensions, then over the long term, … the ability of that team to remain effective over time is really going to get compromised.” - Peter Axelson In this podcast episode, Winnie and Peter provide an overview of the Team Development Methodology, which will serve as the foundation for the subsequent episodes of this season. They discuss the key elements of this methodology and emphasize the importance of measuring team effectiveness. The episode also touches on the reasons behind Peter's passion for working with teams and his journey in developing this methodology.Episode Highlights:Measuring Team EffectivenessPeter explains the five key metrics he uses for measuring team effectiveness: Quality, Efficiency, Satisfaction, Individual Learning, and Team Learning.Importance of MetricsWinnie and Peter highlight that teams often focus on quality and efficiency but neglect satisfaction and learning. They stress that neglecting satisfaction and learning can lead to deterioration in quality and efficiency over the long term.Inviting ChallengeWinnie and Peter discuss the value of inviting clients to challenge the methodology and assumptions. They explain how this process can lead to healthy discussions and help teams see different perspectives.Overview of Building BlocksWinnie and Peter introduce the eight building blocks of the Team Development Methodology. They emphasize that while teams are diverse and will have different development needs, these eight building blocks represent the most common ones.The Eight Building BlocksPeter provides a brief overview of each building block:Building Block 1: Foundation of Sound Interpersonal RelationshipsBuilding Block 2: Clarity and Alignment on Team ObjectivesBuilding Block 3: The Joint WorkBuilding Block 4: Process DisciplineBuilding Block 5: Shared Responsibility MindsetBuilding Block 6: Aspirational Culture and NormsBuilding Block 7: High-Quality ConversationsBuilding Block 8: Continuous Improvement MechanismsResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.comNTL InstituteE10: The Stories We Tell Ourselves with Peter AxelsonE11: Tell Me What You Really Think with Peter Axelson

In this episode of Transformative Leadership Conversations, Winnie da Silva and her special co-host, Peter Axelson, provide a sneak peek into Season 4, offering a glimpse of what's in store for this Team Development Masterclass. They delve into the practical tools, examples, and insights for this season, all aimed at helping leaders and team members build effective teams. Subsequent episodes will take a deeper dive into each foundational building block, offering extensive discussions, real-life case studies, and hands-on exercises that listeners can immediately implement with their own teams. Their ultimate goal is to empower leaders and team members with the skills they need to build and lead effective teams. So if you're looking to take your team to the next level, be sure to tune in!Episode Highlights:Winnie and Peter share their history and why they enjoy working together. They explain that Peter's practical, no-fluff approach sets their content apart from the plethora of resources on teams and leadership available today. Peter's methodology is based on years of experience and is aimed at helping teams become skilled and independent rather than dependent on ongoing support.This season aims to provide practical tools, examples, and ways of thinking to help leaders develop and lead effective teams. It covers five metrics for gauging team effectiveness and eight building blocks within Peter's Team Development Framework. Each episode highlights a specific building block, providing insights, examples, and exercises to help teams develop and grow effectively.The season is designed for both sequential and selective listening, making it accessible and informative for all. The goal is to help leaders lead, build, and continue developing effective teams that achieve outstanding business results. Winnie encourages listeners to provide feedback and share their experiences. ResourcesWinnie da Silva on LinkedIn Get the whole season and the companion guide at Winniedasilva.com

Season 3; Episode 9: You Should Smile More with The Band of SistersThe Band of Sisters is a tribe of six women: Dawn Hudson, Angelique Bellmer Krembs, Katie Lacey, Lori Tauber Marcus, Cie Nicholson and Mitzi Short - who all met when they worked at PepsiCo. Each of these women are impressively accomplished executives in their own right with a deep bench of experience working in competitive and traditionally male dominated industries. They have a lot to teach us. And in fact so much so they recently published a book this fall called You Should Smile More: How to Dismantle Gender Bias in the Workplace. What I love about their new book is how you get a variety of different perspectives and approaches on the same issues many, many women have faced over the course of their careers. Yet they don’t just rely on their own experience, they interviewed women and men to hear about their experiences and perspectives – and included these in the book as well.In this final episode of Season 3, three of the six sisters: Lori, Dawn and Cie generously offer us a taster of their new book. They bring a fresh perspective on improving the lives of women in the workplace in the face of offenses at work that gradually have an outsized impact on women. You’ll hear some super practical ways women can respond to gender bias in the workplace and how women and men together can build intentionally inclusive and productive cultures at work.Key Takeaways from this Episode:Culture is Critical ·     Despite leaders’ best intentions, gender bias continues in the workplace.·     Leaders need to create an environment where people can speak truth to power and speak openly about the things that get in the way of having a great culture. This can include women giving direct feedback to other leaders about how they experience gender bias in the workplace. ·     No matter how hard you try, you lose touch when you have a more senior position – men and women. And if you don't put mechanisms in place where people feel comfortable coming to you, you've become part of the problem.·     During COVID, people realized they have more choices for how and where they work. However, microaggressions in work culture were just as common in virtual spaces (think Zoom) as they were in physical spaces (the office). ·     Men and women come out of college and business school today used to dealing with each other pretty equally. Yet in corporate culture which has been passed down through decades this is not the case. Often, the leader will have a vision for a gender-neutral company that attracts and retains talent. But things that happened in the past get passed down inadvertently. Younger people today are almost less equipped to deal with it.Include Men·     Women alone can’t solve gender bias; it’s critical for men to be part of the conversation and solution.·     Women are saying ‘this still happens all the time’ while men honestly say, ‘I didn't know that was a thing’. ·     Men and women together need to create an inclusive culture that expects and reinforces inclusive behaviors from everyone in the company.Make an Impact·     Fixing micro events are usually small things, so they're easy to change or adapt. But those small changes can have a big impact.·     Just being in the room, gives you the power to make a difference.·     This stuff shows up every day in every way. When you're in the room where it happens, it’s an opportunity to say something. You have to go from being a bystander to being an ally. ·     Women tend to think they’re the only one that experiencing gender bias or at first they tend to chalk it up to being the most junior person in the room. Until another women opens up. More in the Book·     We didn't want to write another book where we put the burden on women to solve all the issues. We also speak to bystanders in the room, men, or women, to help them become allies. If you don't bring men, and specifically white men, who are in charge, into the conversation you won’t create change.·     While women have similar experiences of dealing with bias in the workplace, each of us have very different ways to approach this bias. The book is organized to help women to navigate these situations: in one situation you might identify with Mitzi and in another one with Cie. That's the power in having six voices.·     Many of the situations we dealt with in our careers still exist today except they are more subtle and therefore harder to deal with. To learn more about my work in executive coaching, leadership development and team effectiveness check out my website, connect with me on LinkedIn or email me at winnie@winnifred.org.  Reach out and tell me what was helpful about today’s episode or any suggestions you have for my show.Please leave a review and tell someone else about this show; look below for some instructions on how to leave a review on Apple Podcasts.I look forward to sharing another transformative conversation with you next week!------------------------------------------------------------------------------------------------------------------------------------------------------------How to leave a rating or review in Apple Podcasts (on an iOS device)1.      Open the Podcasts app. 2.      Choose “Search” from the bottom row of icons and enter the name of the show (i.e., “Transformative Leadership Conversations”) into the search field3.      Select the show under Shows (not under Episodes)4.      Scroll down past the first few episodes until you see Ratings & Reviews5.      Click “Write a Review” underneath the displayed reviews from other listeners. You’ll then have the option to rate us on a 5-star scale, and write a review if you choose (you can rate without writing, if you’d prefer)

Season 3; Episode 8: Intention Matters with Marianne Manseau Marianne Manseau is the Area Vice President for Pernod Ricard a global wine and spirits group whose ambition is to turn every social interaction into a genuine sharing experience. While Marianne’s friendly spirit is immediately apparent, underneath that smile is an extremely intentional, hardworking, and ambitious woman. Marianne shares her experience learning to be vulnerable, why intention matters and how her father and three brothers helped shaped the person she is today. Key Takeaways from this Episode: Listen to your team·     Listen to your team’s pain points and show that you listened to them. ·     Be intentional about bringing people in earlier to get their buy-in, make them to be a bigger part of the process than just their feedback. ·     “Bring folks to the launch and not just the crash.” Be vulnerable ·     When you're uncomfortable, that's when you should think about how vulnerability might help. I have learned to get comfortable with the uncomfortable. That's where I feel I'm growing. And I feel like I'm giving my team the best of me, because I'm allowing myself to go through the process with them and not just lead them through it.·     Show more vulnerability. I can lead the team without having all the answers. ·     Be authentic in the moment. If you’re, scared, don't be afraid to say it. Share what you think along with what might go wrong. ·     There's a range of emotions we have as humans, but we still have to make tough decisions. Valuable lessons·     Business lesson from my dad: Proper Planning Prevents Poor Performance.·     Feedback is critically important. Ask for it and be willing to hear it and process it. Figure out where you need to action. You don't have to action on every single element. Let go of feedback that doesn't serve you as long as you really allow yourself to hear it. It. ·     Intention matters. Be sure to express your intention so people know where you’re coming from. By giving people insight into your intentions, you can also show your flexibility and where you’re open to change.  Experiences in becoming a leader as a woman of color·     How we see ourselves is not always how others see us.·     Some people may only see me as a person of color or as a female and others may not see that at all. I'm a strong leader with the potential to do more. I also happen to be a strong woman of color. ·     I had three older brothers. I quickly had to learn to hold my own. I never thought it was unique to be in a room full of males. They all championed me in very different ways, but they played a role in driving my confidence. They see toughness in me when I feel defeated, they see results that I've achieved when I might just be focusing on a missed opportunity. I sometimes see myself as a little sister. They see me as a leader.·     Early in my career, I was fortunate to have a really great manager: Greg Ellison. He set the tone for me in this industry. He didn't treat me differently than the other males on the team, but he was intentional about creating space for me, and he taught me how to create space for myself. He didn't allow me not to speak up in meetings. He celebrated me when I pushed back or challenged ideas. He always had my back. He was the first professional extension of how my brothers treated me. ·     In my current role, there was a powerful moment when I interviewed an African American male candidate. He said to me, right up front in the interview, ‘There aren't many people that look like you and I in the company, especially in leadership, and you being in your role gives me hope that will start to change’. It reminded me how I look has an impact on others and how they see me as a leader. To learn more about my work in executive coaching, leadership development and team effectiveness check out my website, connect with me on LinkedIn or email me at winnie@winnifred.org.  Reach out and tell me what was helpful about today’s episode or any suggestions you have for my show. Please leave a review and tell someone else about this show; look below for some instructions on how to leave a review on Apple Podcasts. I look forward to sharing another transformative conversation with you next week! ------------------------------------------------------------------------------------------------------------------------------------------------------------ How to leave a rating or review in Apple Podcasts (on an iOS device)1.      Open the Podcasts app. 2.      Choose “Search” from the bottom row of icons and enter the name of the show (i.e., “Transformative Leadership Conversations”) into the search field3.      Select the show under Shows (not under Episodes)4.      Scroll down past the first few episodes until you see Ratings & Reviews5.      Click “Write a Review” underneath the displayed reviews from other listeners. You’ll then have the option to rate us on a 5-star scale, and write a review if you choose (you can rate without writing, if you’d prefer)

Season 3; Episode 7: How a Bike Accident Build a Leader with Gary HamiltonGary Hamilton is the Senior Vice President for WSP a global management and consultancy services for the built and natural environment. With 25 years of experience in designing and building healthcare facilities globally, Gary is passionate not just about his work but how he shows up as a leader and being a role model for others. Gary’s flair for connecting with people and pushing himself past boundaries is truly inspirational.Key Takeaways from this Episode:Be a Thought Leader·      When I moved to the US after establishing myself in the UK, I had to do something different to stand out. Being a thought leader was brand new. Networking is a big part of that. ·      The biggest challenge for me was determining what I wanted my path to be. I chose critical care environments because of a bike accident I had when I was 18. I became a thought leader on what the building/engineering needs are to prevent infections during surgeries by doing research on these things and writing about it.My Bike Accident·      After my bike accident, I didn’t think I’d ever play soccer again – doctors said I wouldn’t. But eventually through surgery, physical therapy, and training, I was able to, I even represented my university at collegiate games. ·      Even against the odds, I became victorious. It created my mindset that I could do anything. So powerful!·      It became the foundation for my passion in healthcare. And it gives me a point of connection with clients. ·      It became my passion, what drives me. I created a non-profit called Dreams Reality Foundation. If I can give back and give access to underserved communities, I could change lives. Impact communities positively.My Inspiration·      Rick Romy, an incredible mentor: In 2019, I became a Fellow of the American Society of Healthcare Engineers in Baltimore. Biggest moment of my career. Early 40’s. Not a lot of Fellows look like me. Rick sat with my family at the ceremony. He had supported me in everything. Taught me to always show up and show out.·      As a person of color, as an immigrant, I never used color as an impediment. I don’t see it as one, but I always feel like I have something to prove.·      My mom is such an inspiration. 4 kids. Dad left when I was 10. She was alone without a job but she was entrepreneurial. I would sell in the market, take days off school, because I had to help the family. ·      I lead with a smile, empathy, and compassion. I came from nothing, a ghetto community, I even wrote a book, “Ghetto Youth’s Bible”. I have no choice but to be appreciative and upbeat because I know the other side. It drives me to do my best and be my best. I never take the success for granted.·      My experience in a career where I’m truly a minority also drives me. I was the first Black Partner for a company that was almost 150 years old. I didn’t realize what a feat that was, I didn’t know that no one had traveled that path, but I was completely fearless. I just wanted to do and be my best and continued to push through tough circumstances. It doesn’t matter your color, your background, if you’re doing your work, people will notice. “I am not the only one”·      It doesn’t matter if you think what you’re going thru is truly unique, it’s not. There’s a lot of people who have been travelers in the same path and they have gone through similar challenges. ·      Make sure you choose people that can help you, a circle of friends, supporters, and mentors that can assist you when you’re going through those circumstances. ·      Be positive about it, that will help. Knowing that you are not the only one can actually drive a positive mindset. ·      There’s always a light at the end of the tunnel even when it seems your darkest hour. That’s my mindset toward any circumstances, no matter how tough they might seem.My past truly dictates my future·      Leadership is not maintaining the status quo, it is building something truly unique, realizing your vision, and how you want to write your story. As long as you are committed to your goals and vision, you will win.·      Be mindful of how you treat people, it shows who you are. There was a project that we didn’t do well on, and a team member was getting defensive with the client, but I promised the client we would do better, “I am a man of my word”. The client told me my reputation was known; I was known as a trusted client partner. ·      People appreciate it that they see my heart, my passion, and that I am driven to do and be the best I can. Shines thru my job and how I lead. I have a team that I have a tremendous relationship with.·      I continue to lead and challenge the status quo, not to go against the grain, but to prove to myself and to others that it is possible. If you approach or do it differently, you may achieve even better results.Networking enhancing leadership·      Networking is not just building your brand. Networking is building your reputation, building who you want to be. And continuing to live it.·      For a young African American that chooses engineering, chooses leadership, chooses to take their career to the highest level – don’t be daunted by the fact that you might be a minority in leadership, or a minority traversing your path, if you push hard and work hard, and are truly committed to your craft, there is a route to be successful. I don’t use my start or my color as an impediment, I think you can use it as something that drives you and pushes you to the high point of anything you do. Keep pushing. That is my story.·      My leadership style: I lead with a smile. I lead with compassion and empathy. ·      I choose compassion over empathy when I’m leading because I want the people who work for me, to know that I’m going to stand side-by-side with them, figure stuff out with them rather than telling them I understand how they feel. I’m going to hold their hand, help them through whatever challenges, whatever decisions. And if they make the decision on their own, I’m going to support them. My employees appreciate this because I empower them to make decisions and empower them to be great. Compassion is everything. Links & Resources:·      Ghetto Youth's Bible: Wise Words For Ghetto Youth On The Rise·      DTR Foundation·      Your Network is Your Net Worth in Engineering: Seize Every Opportunity  To learn more about my work in executive coaching, leadership development and team effectiveness check out my website, connect with me on LinkedIn or email me at winnie@winnifred.org.  Reach out and tell me what was helpful about today’s episode or any suggestions you have for my show.Please leave a review and tell someone else about this show; look below for some instructions on how to leave a review on Apple Podcasts.I look forward to sharing another transformative conversation with you next week!------------------------------------------------------------------------------------------------------------------------------------------------------------How to leave a rating or review in Apple Podcasts (on an iOS device)1.     Open the Podcasts app. 2.     Choose “Search” from the bottom row of icons and enter the name of the show (i.e., “Transformative Leadership Conversations”) into the search field3.     Select the show under Shows (not under Episodes)4.     Scroll down past the first few episodes until you see Ratings & Reviews5.     Click “Write a Review” underneath the displayed reviews from other listeners. You’ll then have the option to rate us on a 5-star scale, and write a review if you choose (you can rate without writing, if you’d prefer)

Season 3; Episode 6: You Have To Go First with Lindsey SalettaLindsey Saletta is the Chief Operating Officer at west~bourne, a food and lifestyle brand that began as the first zero-waste neighborhood restaurant in New York City and is now piloting conscious capitalism in the food industry. Lindsey is an experienced multichannel consumer goods business leader with a focus on organizations experiencing transformational change. She’s also a strategic systems thinker and customer-centric leader ruthlessly focused on profitable revenue growth and cost optimization. I love Lindsey’s clarity on her own strengths and how those same strengths can sometimes be barriers to growth. Lindsey is that ambitious and vibrant leader you wish you could call to help you navigate your own career. So, here’s your chance!Key Takeaways from this Episode:You have to go first. Be vulnerable.·       When a relationship isn’t working, you have to go first to make change happen. But it’s also a two-way relationship. ·       Learn to ask and check in with people about how you’re doing. It’s powerful because it allows people to accept the change you’re working on and create more safety in the relationship.The problem might be you.·       You have tremendous room for growth when you realize you've exhausted every one of your tools and you're still not through the problem and you realize that the problem might be you. ·       When you go inside yourself and rearrange some of the things about yourself and then come back to whatever that external problem was many times you can realize, “Oh, I can solve this now!”.Be open to the idea that your personality can change. ·       I just saw myself as somebody who had a strong personality and that was never going to change. I realized that if I'm not going to change, this is as far as I go, and that was not an acceptable outcome. But I could learn to have these skills. The big breakthrough for me was that empathy was something that can be learned and practiced and improved upon.·       I'm an ENTJ (Myers-Briggs) and that is 100% who I am, but you can learn the skills that are out of preference. It dramatically improved my relationships at work because I was able to decenter myself, set my ego aside just a little bit, and I was able to open myself up to the possibility that I could be softer. Listen first.·       Don't necessarily be the first to speak in that board meeting or in that conference room. If you wait, you listen, you understand the context. You have a little empathy for the other people in the room, and then you speak with a more informed perspective. Don't judge the messenger, judge the information.·       It is important to get as much information as possible to make the best decision you can. It doesn't matter where or who that is coming from. What's important is that you get the information. ·       I was creating a toxic relationship between me and an advisor because I was so focused on letting her know my perspective. She felt like she had to fight to get her opinion heard, and then I didn't like her opinion and I shut it down. But if I kept my mouth shut, she might say something that I didn't know, and I could benefit from it. She doesn't make the decisions. I make the decisions. What is her opinion other than something I can learn from? It's okay if you're not the only shiny one.·       Hire people smarter than you. You don't need to be afraid of someone out-shining you. There is room for all of us. It makes everybody better if everyone shines just as brightly as they possibly can. ·       I'm very much in the mindset of operating from a space of abundance rather than scarcity, when it comes to how many people we can have at the top.A career is a long game, you can only go so far by yourself.·       There's a saying that if you want to go fast, go alone. If you want to go far, go together. That saying is right for a reason, you really need to be able to learn to bring other people with you. If you end up working so hard to get all these things done that you found yourself alone at the end, that's a very quick way to burn out. ·       If you're doing everything by yourself, you're often doing it with brute force and burning all of your political capital. If you run into an area where you need help and someone could make it easier for you, are they going to volunteer to help when you've steamrolled them over the last four meetings? No, absolutely not. That's when you start getting in your own way. At the end of the day, it's all supposed to be fun. ·       If it's going to be this hard, if we're going to work this hard on something, it also has to be fun.Resources·       Camilla Marcus·       Global Brands Group·       Li&Fung·       Principles by Ray Dalio To learn more about my work in executive coaching, leadership development and team effectiveness check out my website, connect with me on LinkedIn or email me at winnie@winnifred.org.  Reach out and tell me what was helpful about today’s episode or any suggestions you have for my show.Please leave a review and tell someone else about this show; look below for some instructions on how to leave a review on Apple Podcasts.I look forward to sharing another transformative conversation with you next week!------------------------------------------------------------------------------------------------------------------------------------------------------------How to leave a rating or review in Apple Podcasts (on an iOS device)1.      Open the Podcasts app. 2.      Choose “Search” from the bottom row of icons and enter the name of the show (i.e., “Transformative Leadership Conversations”) into the search field3.      Select the show under Shows (not under Episodes)4.      Scroll down past the first few episodes until you see Ratings & Reviews5.      Click “Write a Review” underneath the displayed reviews from other listeners. You’ll then have the option to rate us on a 5-star scale, and write a review if you choose (you can rate without writing, if you’d prefer)