The Culture Code: The Secrets of Highly Successful Groups
Keenly attend to team composition and dynamics. • Define, reinforce, and relentlessly protect the team’s creative autonomy. • Make it safe to fail and to give feedback. • Celebrate hugely when the group takes initiative. Most groups,
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
models of excellence. • Provide high-repetition, high-feedback training. • Build vivid, memorable rules of thumb (if X, then Y). • Spotlight and honor
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
Many leaders of high-proficiency groups focus on creating priorities, naming keystone behaviors, and flooding the environment with heuristics that link the two.
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
Read the guest Athletic hospitality Writing a great final chapter Turning up the Home Dial Loving problems Finding the yes Collecting the dots and connecting the dots Creating raves for guests One size fits one Skunking Making the charitable assumption Planting like seeds in like gardens Put us out of business with your generosity Be aware of your
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At the retreat, Meyer and the staff ranked their priorities: 1. Colleagues 2. Guests 3. Community 4. Suppliers 5. Investors
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
This is why we work. Here is where you should put your energy.
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
Here’s the twist: the Harvard Test of Inflected Acquisition was complete baloney. In fact, the “high-potentials” had been selected at random. The real subject of the test was not the students but the narratives that drive the relationship between the teachers and the students.
Daniel Coyle • The Culture Code: The Secrets of Highly Successful Groups
Use Candor-Generating Practices like AARs, BrainTrusts, and Red Teaming: While AARs were originally built for the military environment, the tool can be applied to other domains. One good AAR structure is to use five questions: 1. What were our intended results? 2. What were our actual results? 3. What caused our results? 4. What will we do the same
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Laszlo Bock, former head of People Analytics at Google, recommends that leaders ask their people three questions: • What is one thing that I currently do that you’d like me to continue to do? • What is one thing that I don’t currently do frequently enough that you think I should do more often? • What can I do to make you more effective?