Google's Brian Haney with Glenn Marks, PhD - Shared screen with speaker view
Due to background noise I will not speak but only listen, hope that is ok
Welcome Nadja! Totally. Everyone is muted, but feel free to type in your questions here!
How many people are in your organization?
What size division did your holocracy experiment happen in?
And how long did the experiment last?
What were the difficulties of Holacracy that were stumbling blocks?
What was the reason leadership abandoned the model after only 90 days? Was that a long enought time to evaluate the new organization structure?
Does Holocracy and OKRs mix well or they clashed?
OKR’s seem to be built into Holacracy, like bundled software.
key is to make sure it’s not forced. that’s death to any initiative. get a group that’s willing.
it’s like holacracy is software (really an operating system), but it needs an installer.
Did Brian Robertson and his team train the people in the division at Google that implemented holocracy? How extensive was the training?
What are some easy ways teams can build psychological safety?
Getting better than this? Does that mean you have a good manager or love the culture at Google? What is your why behind that statement?
To develop psychological safety, build into every meeting a "getting to know each other better" activity or exercise. As time goes on, activities/questions get deeper so peopel get to know each other better. Specific activites like identifying workstyles, identify values or needs, and addressing/resolving issues as a group also helps.
the book “The Culture Code” - explains vulernability on teams well.
Thank you Rita. With pesonal conversation vulnurabilty is build. With vulnurabilty comes a natural level fo compassion. When people have compassion everyone grows.
Search Inside Yourslef by Chade-Meng Tan is a great example of a 'Google'r' changing the world.
Having a redisgned org chart then makes one ask, how do you change the remuneration system too....
Glenn, Can you type that email in the chat?
firstname.lastname@example.org. I think that's what he said.
Any more tips for working with and coaching leaders that buy-in intellectually to team effectiveness but don’t follow through or it doesn’t translate in their behavior?
Great team work support.
What do you recommend for increasing openness to accountability in the workplace?