Navigating by Compass or GPS

When we are trying to get to a place we have never been before, we can navigate there using a compass or GPS. While both tools require a clear destination, how you navigate to that destination is vastly different.

Over the last month, we have been digging into how we are going to work together to achieve some ambitious goals set by our president. At the start of our leadership retreat last week, Will Mills shared a powerful analogy that I have been thinking about all week. He said that we need to expect we will be navigating using a compass rather than GPS.

GPS needs well-traveled paths and roads and gives exact directions, while a compass only points directionally and requires much more awareness and flexibility. When we are trying to achieve results thatno one has ever done before, we will need to think about the process more like using a compass rather than GPS. 

The implications of that shift in mindset are profound. 

  1. We need to expect ambiguity and lots of unexpected peaks and valleys. 
  1. We need to be comfortable with messiness. 
  1. We cannot confirm our path by following our peers.  
  1. We need to accept that there are many ways to get there and be willing to explore different paths. 
  1. We need ways to quickly check the feasibility of a path. 
  1. We need to openly share the paths that did not work along with those that did work with our teammates.  
  1. We need to be supportive and kind to ourselves and each other as we try new things. 

Our leaders are asking us to create a new path forward. This is both thrilling and terrifying and I am inviting each of you to join us on the journey.

Establishing Team Norms

I recently listened to a podcast episode about designing teams and effective teamwork strategies(link is external). The podcast, Design Thinking 101(link is external), is fabulous and I recommend subscribing.

My key takeaway from the episode was the idea that team rituals can be designed using iterative design principles and that any team that wants to be high-performing needs to start with a leveling conversation about how they want to work together.

The conversation only needs to take an hour. It starts with each person sharing their values in how they want to work and talking about the behaviors they would expect to see if the team lived those values. Then the team establishes rituals that allow them to practice and hold themselves accountable for the behaviors they agree to do. As an example, if a team says they want to give feedback, they may decide to hold a weekly retrospective meeting to share their observations and feedback.

The magic comes from ensuring everyone has a voice in the process, explicitly documenting norms that can cause unexpected conflict, especially for new team members, and repeating rituals that reinforce the agreed upon behaviors.

Is there a team that you are part of that would benefit from level-setting?