We focus on what we can see—individual skills. But individual skills are not what matters. What matters is the interaction.” Pg. xvii The interesting thing about Givechi’s question is how transcendently simple they are. They have less to do with design than with connecting to deeper emotions: fear, ambition, motivation.” Pg. 153 Instead, when it’s your turn, share one of your flaws. Lesson 2: Share your own shortcomings to show people it’s okay to make mistakes. Then, they translate connection & safety into trusting cooperation through vulnerability: a shared exchange of openness.

This safety creates an open and honest environment where risks are reduced, innovative ideas are generated, and the team can work together to execute on those ideas, which improves outcomes. Vulnerability is contagious. It doesn’t come after trust – it precedes it. Like safety, it is a group muscle that is built through repeated interaction. As a result, it gets the static out of the way and lets people combine their strengths to achieve a goal.Remote work is on the rise. Already half of all Americans do at least part of their work from home. And while that wouldn’t be possible without modern technology, it’s still remarkable how many people jump on the opportunity if it presents itself. According to Daniel Coyle, it’s simple: our homes are the safest places we know.

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 next time? 5. What will we do differently? The goal is in the future, but your group lives in the now. Which means your purpose should be like a bridge between the two. Thus, if you can come up with a simple narrative as to how your purpose will help you go from today to tomorrow and reach your goal, you’ll be able to activate those around you. Niklas Göke is an author and writer whose work has attracted tens of millions of readers to date. He is also the founder and CEO of Four Minute Books, a collection of over 1,000 free book summaries teaching readers 3 valuable lessons in just 4 minutes each. Traditions – recurring activities or events that hold symbolic meaning within the group or organization and help reinforce culture, create a sense of identity, and foster belonging.

Psychological safety refers to the belief that one will not be punished for asking questions, raising concerns, or voicing ideas. In a psychologically safe environment, team members are encouraged to make contributions, are recognized for their achievements, and feel comfortable taking interpersonal risks. Red Teaming is a military-derived method for testing strategies; you create a ‘red team’ to come up with ideas to disrupt or defeat your proposed plan. The key is to select a red team that is not wedded to the existing plan in any way, and to give them freedom to think in new ways that the planners might no thave anticipated.” Pg. 165 The Culture Code explores how highly successful groups work together to build cohesive, motivated cultures and achieve greatness. Author Daniel Coyle uses real-life examples and case studies to illustrate the book’s three main lessons: 1) creating belonging, 2) sharing vulnerability, and 3) establishing purpose. The Navy SEALs examples are very engaging — I encourage you to read the book so you can read and understand them. I especially like the description of how the SEALs were established — and the type of training they undergo to reinforce team behavior. They learn how to move together, trust each other and figure things out as they go because they trust each other and they understand how things have to be done. He also goes into the rules around a complicated improv exercise with a successful comedy troupe where “Every rule directs you either to tamp down selfish instincts that might make you the center of attention, or to serve your fellow actors (support, save, trust, listen).”

Framing – “Successful teams conceptualized MICS as a learning experience that would benefit patients and the hospital. Unsuccessful teams conceptualized MICS as an add-on to existing practices.” Pg. 195 Groups succeed because their members primarily communicate a powerful idea: we are safe and connected. the most effective listeners behave like trampolines. They aren’t passive sponges. They are active responders, absorbing what the other person gives, supporting them, and adding energy to help the conversation gain velocity and altitude.” Pg. 163 Coyle doesn’t just provide an outline for what we should do to keep teams motivated and working together; he also provides some eye-opening examples of behaviors that can sabotage a team’s motivation and offers practical advice and action steps to take to boost collaboration and support a winning culture. What Is Organizational Culture?I’ve been waiting years for someone to write this book—I’ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water. Read it immediately.” —Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take Belonging cues have to do not with character or discipline but with building an environment that answers basic questions: Are we connected? Do we share a future? Are we safe?” pg. 44 What are we working toward? Purpose is about creating simple beacons that focus attention and engagement on the shared goal. Successful cultures do this by relentlessly seeking ways to tell their mission’s story. Culture can be difficult to define because there isn’t one generally accepted definition or a one-size-fits-all approach to building and managing culture. Why do certain groups add up to be greater than the sum of their parts, while others add up to be less?” This is the main question that this book explores. This book will help leaders who want to create a collaborative culture in their company, as well as creatives who want growth in their projects. About the author

The term “culture code” describes the attitudes, behaviors, beliefs, norms, and shared values that exist within a group or organization—a collective personality that guides and influences how group members interact.Leaders Eat Last by Simon Sinek is a fantastic read all about how leaders can create organizations and cultures that allow workers to go home at the end of the day feeling fulfilled by the work that they do. By creating an environment built on trust, teams will pull together, again and again, to help their tribe not just survive, but flourish.