Radical condor how to#
Radical condor professional#

We get team results through individual results and how they integrate. Leaders really have to be concerned with team results. It is my job to listen, support, and take action if the work is productive or nonproductive in line with our values.

Radical condor how to#

I had to learn how to deal with different employees, get over being only liked, and accepting that I have leadership responsibility. “It’s called management, and it is your job!” Yikes, I know she is correct but in my early leadership positions I wanted to be liked. Scott quotes a former Microsoft manager, “ This is not babysitting,” she said. Leaders are always trying to create and sustain great companies. “ Your humanity is an asset to your effectiveness, not a liability.”īuilding an organization that can have candid conversations and relationships while maintaining humanity is not easy. Of course, that is not a blank check but knowing your direct reports motivation helps gain insight into how and what leadership and coaching strategies will be most effective with the individual. Treating people based on how they want to be treated. ” Does your culture and leadership have room for both rock stars and superstars while differentiating based on the direct reports goals and needs? This is sometimes referred to as the Platinum Rule. “ Relationships may not scale, but culture does. How a leader relates to each of these growth patterns determines the relationship that exists with the work and the colleagues.

Radical condor professional#

Keep in mind each need different things from their leaders because their internal and professional motivations are different. No organization can sustain itself having only ‘rock stars’ or ‘super stars.’ Organizations need both. Super Stars generally are on a steep learning curve, looking toward moving to the next level in the organization or to another company. They are not necessarily looking for promotion but get satisfaction by being the best in class. Scott talks about ‘rock stars’ and ‘superstars.’ Rock Stars are people who get great results, love the work, and are on a gradual growth process to be better at their craft. Cultures need stability and humanity to promote innovating thinking and results. ” Most cultures want to fail fast, forward and learn from the experience in order to see better results.Īs in most things, it is not about absolutes but both/and. “ You can draw a straight line from lack of guidance to a dysfunctional team that gets poor results. Every time we let something go by, that we know is not up to the standards we profess, can lead to counterproductive behavior. At the same time leaders, in order to build trust and demonstrate they are human, supervisors want to signal their humanity. People look around and see what is accepted which clearly indicates acceptable behavior. Jeff Ronneberg, Superintendent, “what we permit, we promote.” That struck me as exactly how cultures work.

I heard the phrase from a former boss Dr. As usual, direct quotes from the book appear in italics. Below are some of the meaningful nuggets to me, and I hope they are useful to you. The integration of being human AND being able to challenge the work honestly can help create a culture that is trusting and productive. The book contains many examples from her experience at Google, Apple, etc. In her quadrant model Kim Scott explains another template that may be helpful using Caring Personally and Challenging Directly as the two axes. I am always looking for new coaching models and ways to apply coaching, as a helpful tool for leaders who want to make things better for themselves, their colleagues, and their bosses.