A little heads-up: there won’t be a newsletter next week as I’m taking a short break, but we’ll be back on the 15th of May.

fearless organizations succeed - Strategy+business How fearless organizations succeed - Strategy+business

It also does not mean that people offer unequivocal praise or unconditional support for everything you have to say. Knowledge work requires teamwork and collaboration; it requires that people are engaged and switched on, able to use all their talents and creativity to solve hard and novel problems. The practices described here are dominated by complex interpersonal skills and thus not easy to master.The term situational humility captures this concept well (the need for humility lies in the situation) and may make it easier for leaders, especially those with abundant self-confidence, to recognize the validity, and the power, of a humble mindset. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure. Whilst there is little doubt that Vaught could, and should,have paid closer attention to warning signs and medicine labels, this decision risks changing the onus from systemic causes of failure in the system, to individual responsibility for systemic failures. This team, which consists of a combination of senior managers and inventors, first runs a pre-mortem, trying to come up with as many reasons as possible why the idea could fail. Being able to see and articulate the issues around you is immensely powerful, and The Fearless Organization is a great lens with which to view them.

Making the most of your people: key takeaways from the book

Here’s a great piece in Forbes on “belonging” at work, by Dede Henley: “ covering happens in 83% of the people who identify as LGBTQ+ and in only 45% of heterosexual, white men. Free personal scan: get a gauge on how you perceive your personal level of psychological safety in your current organization.Leaders in a volatile, uncertain, complex, and ambiguous (VUCA) world, who understand that today’s work requires continuous learning to figure out when and how to change course, must consciously reframe how they think, from the default frames that we all bring to work unconsciously to a more productive reframe. Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network.