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Vincent starts off with a story….
Big Ideas:
- Don’t take employees monkeys, or it turns into a zoo
- Employees need to keep their own monkeys
- Leaders and managers are not necessarily the same
- It’s exhausting and unsustainable for a manager to take everyone’s monkeys
- It’s natural for managers to take things off people’s plates. They think it’s their job.
- How are we supporting people’s transition from individual contributor to management?
- What is the role of a manager?
- The shift from owning your work, to overseeing the work of the individual contributors work, without taking it on
- Role of the manager is to make obstacles go away (organization, finances, resources, team dynamics, psychological safety, recruiting, etc)
- Manager to focus on the conditions - preparing the space by removing obstacles, and putting things in
- Creating the conditions for competencies to be built
- Should we let employees fail?
- The relationship between failure and trust.
- Creating the culture and context for failure is important
- Not taking on the failures of individual contributors as our own failures - accountability infection
- Fail fast, fail early, fail often
- People are already failing. Are they doing something with it?
- As leaders, help them through the failure.
- The emotional response to the words we use, including fail
- How are leaders talking about failure?
- Naming emotions and experiences so that we can have power over it
- Looking at our fail points ahead of time, so we can pivot sooner
- How we keep persisting on to avoid failure even when it’s the wrong path
- Looking at our fail points allows us to know whether the risk is worth it
- Doing more of the same strategy doesn’t work if it’s the wrong strategy
- Test, Assess, Act
- Agile working, sprints, and retrospectives
- Using the scientific method and testing hypotheses
- What have I done? What will I do? What are my obstacles?
- Agile working - product management and scrum master
References:
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