Does your team have a growth mindset?

In the book Mindset, Carol Dweck describes the differences between a fixed and growth mindset by using examples from sports and business to illustrate how people approach success.

People with a fixed mindset believe that talent and intelligence are static – you either have it or you don’t. As a result, they become less inclined to challenge themselves in case they fail and are seen as lacking ability.

In contrast, those with a growth mindset believe that everyone has the potential to improve. They see each experience as an opportunity to learn from their mistakes and build on their weaknesses, and this approach to personal development ultimately leads to more fulfilment and progress.

True to the concept, Dweck points out that we are all capable of moving from a fixed mindset to a growth mindset, but we first need to be aware of and understand them.  

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A simple tool to take the stress out of planning big workshops

Planning a big workshop can feel like a lot of pressure. It’s often a rare opportunity to get key individuals with busy schedules together. So what happens in the workshop really counts – time is precious, everyone needs to have a say, and the session must be productive. There’s a lot to cover and high expectations for making progress.

When designing these big sessions (or any workshop), you can break it down into a more manageable structure and get better results by starting with the end in mind, before even thinking about the structure of the workshop or the exercises you will run.

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5 tips for facilitating your next workshop

It’s true that the more workshops you run, the more your confidence grows. As you gain more experience, you’ll also find that you’ll pick up your own techniques for dealing with group dynamics.

Here are some of the more subtle techniques that I’ve picked up through trial and error. Although they seem quite basic, they can make quite a big difference.

You can also find these tips in video format here.

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The dynamics of fluid teams

In my recent post “Making time for teamwork when there’s too much to do” I explored how to keep up with changes to the world of work. This is becoming more relevant since many more of us are not only working in teams, but are part of multiple teams. As we identify new problems to solve, our teams become more fluid, shifting and shaping to make sure the right people are working on the right challenge at the right time.

How does working in fluid teams affect our performance? Unless a team is doing the same task over and over again with the same people, then team dynamics will change. If a team is caught unaware of how this can impact them, they may find that they hit a roadblock, derailing their productivity and flow.

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Want to build more innovative products and services? Innovate the way that you work

Innovation is not just for products and services. The best teams also find innovative ways of working together to support them in producing game-changing work.

There are many great examples of collaboration techniques and rituals that successful companies have used to support an innovative culture – Pixar’s Braintrusts, Etsy’s Blameless Post-Mortems, Amazon’s Two Pizza Rule, Google’s secrets for effective brainstorming to name just a few. It’s tempting to want to copy these ideas, but these final versions may only be part of the story. These ways of working may have come about through a process of trying and tweaking that is specific to the company, their people and their environment. You can certainly try them, but it’s likely that they’ll need to be adapted for your context. 

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5 skills for the future of work

This is a summary of the talk I gave at Creative Summit 2017 in June.

Flexibility, self-management, project-based working, networks and collaboration. These were some of the characteristics of The Creative Economy, which was also made up of many independent, self-employed workers.

Today, these ways of working are not just for freelancers. They’re emerging in any company that has a need for creativity and innovation. These changes are also being driven by technology, as well as the desire for a more flexible working life from employees. Organisations are becoming more networked and dynamic, as people form temporary teams to get work done.

So the skills we’ll need to thrive in the future of work partly comes down to our ability to work well in these teams, ensuring that we create the conditions for people to do their best work together.

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Making time for teamwork when there’s too much to do

In 1924, the organisational psychologist Professor Elton Mayo, started a range of research studies at the Hawthorne Works factory to explore the impact that the working environment had on employees productivity (it’s where the term “The Hawthorne effect” comes from, which describes the tendency for people to alter their performance when they know they are being observed).

As part of the studies, which lasted until 1932, Mayo pulled together teams of workers who were observed over a period of time. The teams had various factors changed – such as the number, and duration of breaks – to see how this affected their output. But a huge discovery from the research was the positive effects the team reported as a result of working together. Whereas previous studies had focused only on the individual worker, Mayo’s research was the first to identify the relevance of teamwork in the workplace. And it changed management thinking.

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Great workshops, great teams, great culture

Moving from workshops to workshop culture”

Something I’ve been thinking about recently, based on what I’ve seen with clients, is how workshops can play a part in transforming the way a team works together. I think of it as three levels:

Level 1: workshops as an event

A group of people meets on a one-off basis to have a focused discussion. It might be a rare opportunity for people to come together, so it needs to be productive. An external facilitator is brought in to run the session, ensure collaboration and creative thinking, but also that there are concrete outcomes. With great facilitation, the group can make a lot of progress in a short space of time.

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How workshops helped to accelerate a culture of innovation at Emerald Publishing

As the first head of innovation at Emerald Publishing, Bec Evans had the opportunity to shape the role to suit her and the business. What she thought would be a very product-focused role, turned out to be something completely different – about changing the culture. And workshops played a big part in discovering that.

Emerald Publishing is a global academic publisher that specialises in business and management. Although it had a very traditional business model, it became interested in bringing new techniques such as lean and agile and encouraging an intrapreneurial mindset within the company.

Emerald offered Bec Evans, who had her own startup on the side, the new head of innovation role, which she had the opportunity to shape herself. Coming from a part-time position in the product development and innovation department, Bec started off by making a call for ideas from across the company. However, she soon realised that this was the wrong approach:  

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