Hey everyone, Thank you so much for being a part of this online course. Sadly I was not able to achieve what I was hoping to achieve and it will be closing it down this month. I believe the material will still be available, but people won't be able to post. Good luck on your endeavors and thanks for being a part of this! Cheers,

Hey all, I just put up a new video in the Getting Teams Engaged module - about how to get your team to quickly align. Feel free to share your thoughts in the comments below!

I was watching a recent video from Leila Hormozi. For those who don't know she has exited three companies, sold them for $100 million, and is now the CEO of Acquisition.com who help founders grow companies. She had an interesting take on how to increase accountability in a company. Using the formula: Expectations + Measurement X Reinforcement = Accountability Expectations - The instructions we give somebody, like: Job description Core Value SOP Brand promise Departmental promise Company Mission Behaviors we want them to exemplify Processes we want them to adhere to Measurement - Metrics to know that they are following the expectation, like: Timelines Scorecards OKR KPI Surveys Reinforcement - What we do after we receive the measurement, like Meetings 1on1 team surveys Feedback exercises Recognitions/awards She spent a lot of time talking about reinforcement being the one leaders get wrong. Do we positively reinforce what we want them to do or negatively reinforce what we don't want them to do? If they meet the expectation, we can do things to positively reinforce the behavior like high fives, and praise. Vs. what some people do. Tell them to stop doing what they did wrong, anddddd that's it. No clarity on what to do instead. I remember one boss who told me to do two things at two different places AT THE SAME TIME! When I asked how to physically do that, she yelled at me telling me that I needed to step up my game. 😵‍💫 Leila believes that the higher the amount of positive reinforcement leaders provide, the higher the levels of accountability occur. The more we positively reinforce the measurements, going in the direction we want, the more we get that behavior. The less reinforcement we give someone, the lower the degree of accountability. Diving deeper into reinforcement, she breaks down a simple process. Where leaders set the expectations AND create a self-measurement tool for employees to fill out on their own. When there is a metric that needs to be improved the leader neutrally and objectively points out the metrics and asks, "What do you think about that". They are giving the employees space to share what is going on for them.

I am working with a DEI department that wants to develop their psychological safety within the culture. As they tell me about their culture, one of their main principles is Radical Empathy. Working to understand one another as much as possible. And the more they spoke about Radical Empathy, the more I got curious. So I asked - "How do you balance empathy with getting things done?" They paused for a second and said.... "That's the issue." They want to create a supportive culture but a lot of work is dumped on the managers. When their employees struggle (from work or personal life), the managers take on a lot of the work to help give the employees space. Many of the managers feel overworked and unsure of what to do. How have you seen teams manage a proper balance between being empathetic empathy and productivity?