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المحتوى المقدم من Kris Safarova for Firmsconsulting.com. يتم تحميل جميع محتويات البودكاست بما في ذلك الحلقات والرسومات وأوصاف البودكاست وتقديمها مباشرة بواسطة Kris Safarova for Firmsconsulting.com أو شريك منصة البودكاست الخاص بهم. إذا كنت تعتقد أن شخصًا ما يستخدم عملك المحمي بحقوق الطبع والنشر دون إذنك، فيمكنك اتباع العملية الموضحة هنا https://ar.player.fm/legal.
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583: The Four Pillars of Elite Teams (with Colin M. Fisher)

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Manage episode 504180067 series 83345
المحتوى المقدم من Kris Safarova for Firmsconsulting.com. يتم تحميل جميع محتويات البودكاست بما في ذلك الحلقات والرسومات وأوصاف البودكاست وتقديمها مباشرة بواسطة Kris Safarova for Firmsconsulting.com أو شريك منصة البودكاست الخاص بهم. إذا كنت تعتقد أن شخصًا ما يستخدم عملك المحمي بحقوق الطبع والنشر دون إذنك، فيمكنك اتباع العملية الموضحة هنا https://ar.player.fm/legal.

In this rigorous and insight-rich episode, Dr. Colin Fisher, author of The Collective Edge, deconstructs high-performing teams using decades of organizational research and field-tested frameworks. If you lead, manage, or influence teams, the insights here can recalibrate how you build and guide collaboration.

We explore four foundational elements (Composition, Goals, Tasks, and Norms) and dismantle prevalent myths that often derail even experienced leaders.

Key insights include:

  • Composition: A team’s effectiveness begins with clarity. In a landmark study, only 7% of top management teams agreed on how many people were actually on their team. “We can’t compose the team thoughtfully unless we agree on who’s in the team in the first place.” The ideal team size? 4.5 people. Why? It balances task performance and member satisfaction, minimizing coordination cost while maximizing cohesion.

  • Goals: Most teams fall apart not because of conflict, but because “members don’t share the same understanding of what the group’s goals are.” Dr. Fisher emphasizes that goals must be clear, challenging, and consequential, repeated often, and refined constantly.

  • Tasks: Don’t assign group work to solo tasks. Effective team tasks must require interdependence and diverse expertise. Leaders must provide “clear goals but autonomy over process.” Micromanagement erodes both accountability and innovation.

  • Norms: Often invisible yet decisive. Norms around psychological safety and information sharing distinguish resilient teams from dysfunctional ones. Without them, even the most capable groups collapse under miscommunication or fear of speaking up.

Dr. Fisher’s core thesis is deceptively simple: The secret sauce is sustained attention to the basics. His research confirms that elite leaders are not mystical intuitives but methodical questioners and attentive listeners.

If you care about sustainable performance and intelligent team design, this conversation delivers a precise blueprint.

📚 Get Colin’s book, The Collective Edge, here: https://shorturl.at/91Khp

Here are some free gifts for you:

Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach

McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf

Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

  continue reading

588 حلقات

Artwork
iconمشاركة
 
Manage episode 504180067 series 83345
المحتوى المقدم من Kris Safarova for Firmsconsulting.com. يتم تحميل جميع محتويات البودكاست بما في ذلك الحلقات والرسومات وأوصاف البودكاست وتقديمها مباشرة بواسطة Kris Safarova for Firmsconsulting.com أو شريك منصة البودكاست الخاص بهم. إذا كنت تعتقد أن شخصًا ما يستخدم عملك المحمي بحقوق الطبع والنشر دون إذنك، فيمكنك اتباع العملية الموضحة هنا https://ar.player.fm/legal.

In this rigorous and insight-rich episode, Dr. Colin Fisher, author of The Collective Edge, deconstructs high-performing teams using decades of organizational research and field-tested frameworks. If you lead, manage, or influence teams, the insights here can recalibrate how you build and guide collaboration.

We explore four foundational elements (Composition, Goals, Tasks, and Norms) and dismantle prevalent myths that often derail even experienced leaders.

Key insights include:

  • Composition: A team’s effectiveness begins with clarity. In a landmark study, only 7% of top management teams agreed on how many people were actually on their team. “We can’t compose the team thoughtfully unless we agree on who’s in the team in the first place.” The ideal team size? 4.5 people. Why? It balances task performance and member satisfaction, minimizing coordination cost while maximizing cohesion.

  • Goals: Most teams fall apart not because of conflict, but because “members don’t share the same understanding of what the group’s goals are.” Dr. Fisher emphasizes that goals must be clear, challenging, and consequential, repeated often, and refined constantly.

  • Tasks: Don’t assign group work to solo tasks. Effective team tasks must require interdependence and diverse expertise. Leaders must provide “clear goals but autonomy over process.” Micromanagement erodes both accountability and innovation.

  • Norms: Often invisible yet decisive. Norms around psychological safety and information sharing distinguish resilient teams from dysfunctional ones. Without them, even the most capable groups collapse under miscommunication or fear of speaking up.

Dr. Fisher’s core thesis is deceptively simple: The secret sauce is sustained attention to the basics. His research confirms that elite leaders are not mystical intuitives but methodical questioners and attentive listeners.

If you care about sustainable performance and intelligent team design, this conversation delivers a precise blueprint.

📚 Get Colin’s book, The Collective Edge, here: https://shorturl.at/91Khp

Here are some free gifts for you:

Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach

McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf

Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

  continue reading

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