4 thoughts on psychological safety: How does it relate to trust? Can it exist between avatars? How does it spread in a team? Can it exist when without direct communication?
Onboarding serves two functions: Adding a new person to be part of the workflow and helping them become part of the team. The first aspect is easy, the second one is harder, but more important.
Boundary-spanners are people who have frequent interaction with members of other teams and bridge silos. Thanks to them, teams are more creative.
Avoid the Not Invented Here syndrome by developing a shared identity and stimulating employees to connect with people from other teams.
Social presence is about beaming yourself into an online space and "be there" for others. It is easier to have a social presence offline, but with intention and effort you can also "feel real" online.
One common complaint about remote working or working from home is that people miss the social interactions, and innovation will decrease because of a lack of serendipitous chats at the coffee corner or in hallways. How much truth is there in those statements, and where should we lay the blame?
Humble leaders' most significant impact is not that they stimulate friendships but that they advert the creation of negative relationships. It's not that team members like each other more; it's that team members dislike each other less.
The foundational argument is that teams with higher collective intelligence, perform better. Collective intelligence is a form of team intelligence.
Leaders need to have emotional intelligence. They are working with people and relying on people to take visions and ideas and making them concrete. It is not a leader's role to draw a map and decide the plan of action.
When shit hits the fan and you are stressed out, you want to be sure that your team members have your back, that no one suddenly jumps ship, and that everyone knows what they need to do.