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Grounded in Research
Incorrect Assumptions

When information is scarce, which is a common occurrence, the dominant, fast thinking system in our brain operates as a machine for jumping to conclusions.


Source: From Daniel Kahneman presentation on Thinking, Fast and Slow
Incorrect Assumptions

The brain tends to rely on readily available information in making judgments and decisions, not the information you actually need.


Source: Thinking, Fast and Slow: A Must Read for Executives by John S. McCallum, The Ivey Business Journal
Incorrect Assumptions

You cannot help dealing with the limited information you have as if it were all there is to know. You build the best possible story from the information available to you, and if it is a good story, you believe it.

Source: From Daniel Kahneman presentation on Thinking, Fast and Slow
Incorrect Assumptions
The busier people are, the more they have on their minds, and the more time constraints they face, the more likely they will be to rely on the dominant, fast thinking system in the brain ... and to make costly errors.


Source: How Can Decision Making Be Improved? by Katherine Milkman, Dolly Chugh and Max H. Bazerman, Perspectives on Psychological Science
Employee Engagement:

Willingness precedes skill when it comes to collaboration.


Source: A Process to Build High-Performance Teams by David Thiel
Employee Engagement:

Employee engagement is ranked as one of the top three human capital priorities by almost 40% of companies.


Source: State of Human Capital Survey 2012, The Conference Board and McKinsey & Company
Employee Engagement:

Employee engagement will play a critical role for organizations actively looking to gain competitive advantage in both short- and long-term time horizons.

Source: The Role of Employee Engagement in the Return to Growth by the Corporate Executive Board, CLC research, BloombergBusinessWeek
Employee Engagement:

87% of C-Suite executives recognize that disengaged employees is one of the biggest threats to their business.


Source: Re-engaging With Engagement, The Economist, 2011.
High performing teams:
A work group consists of individual people. To achieve high-performing teams, you must treat them as individual people. Individuals are engaged when they feel like their effort and opinions are valued and they are rewarded for their individual contribution.

Source:How Do You Create a High-Performance Team? by Bill Wilder
High performing teams:
When assembling a virtual team, managers often assume that people will mainly be interested in what their fellow team members can do, as opposed to who they are as individuals. Wrong!

Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
High performing teams:
We tend to trust others who we perceive to be similar to us because we believe that those individuals will react to various situations in ways that we can understand (and even predict).

Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
High performing teams:
When assembling a virtual team ... people will often latch onto personal details, such as hobbies and other outside interests because they want to get a better sense of that individual and to see if they might have anything in common.

Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
Recognition rich cultures:
Remember that the purpose of recognition is to drive greater levels of “discretionary effort.” Such discretionary effort comes when we, as people, feel inspired to do more.

Source:New Research Unlocks the Secret of Employee Recognition by Josh Bersin, Forbes (forbes.com)
Recognition rich cultures:

The companies jumping on the trend of frequent, meaningful and timely recognitions early are the ones that will win the war to acquire and retain great talent.

Source:2013 Trends in Recognition - Utilizing Recognition to Drive Employee Engagement (Achievers.com)
Recognition rich cultures:

Touting the competence of the different team members helps build trust in teams.


Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
Recognition rich cultures:
Co-workers know intimately the particulars of a job and when they notice excellence, it is a special event. So, the best praise and recognition may not come from the top down -- it may come from a peer recognition program.


Source: Recognition or Praise, Gallup, Gallup Business Journal
Recognition rich cultures:

It’s clear that recognition leads to engagement and reinforces the key behaviors that drive company success.

Source: 2013 Trends in Recognition - Utilizing Recognition to Drive Employee Engagement (Achievers.com)
The Importance of Trust

Trust is a primary factor in how people work together, listen to one another, and build effective relationships ... Trust is a critical link to all good relationships, both personal and professional.

Source:Building Trust by Ken Blanchard
The Importance of Trust
Building and maintaining trust in the traditional, physical workplace is difficult enough, but the process is even tougher in a virtual environment, where people often have to work with people they haven't met in person.


Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
The Importance of Trust

Studies show that productivity, income, and profits are positively or negatively impacted depending on the level of trust in the work environment. Trust can be created or destroyed through personal perceptions and behaviors.


Source: Building Trust by Ken Blanchard
The Importance of Trust

The hard truth, though, is that teams can't function without trust.



Source: How to Build Trust in a Virtual Workplace by Keith Ferrazzi, Harvard Business Review (HBR Blog Network)
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