Magnificent Seven, team of me, blog, Toby Elwin

High performance team of me

Toby Elwin Blog Archive, Social Project Management, Talent Management 0 Comments

Many times what looks like a team is not team. A high performance team is beyond skin deep and requires shared understanding. A collection of well-intended professionals that meet, from time-to-time, around business issues, is not a team. In What It Takes to Build a Team, John R. Anderson’s dense and rewarding read, reminds me that there is no ‘I’ in team. Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration. Teams work in concert to meet common goals: Share success; Collaborate for achievement; and Willing to give up resources for the good of the collective High Performance Team Law In our world of people, process, and technology, a single item can mean multiple things. The law of identity presents a shared meaning, not mixed …

Batman, Shakespeare, engagement perspective, Toby Elwin, blog

Engagement needs both context and perspective

Toby Elwin Blog Archive, Marketing, Organization Behavior 2 Comments

“A rose by any other name would smell as sweet … “, iambic pentameter aside, I appreciate Mr. Shakespeare’s point.

However, when I look at a word that is recently trending in a lot of companies and organizations, a word such as … oh, engagement, it seems to stink of some fetid cesspool, not quite the rose implied.

The value of context relies on engagement. Context without perspective is an allusion. Without context what is said rarely meets what is delivered.

leaders and fishing, Toby Elwin, blog

Leaders and fishing

Toby Elwin Blog Archive, Talent Management 0 Comments

I focus a lot of ink and irony on root-cause analysis around how a leader affects their organization. Though it may seem people are responsible for their own motivation, the assumption a leader provides leadership is far too variable to count on for results. People, rightly so, have their own view, their own filter, their own experience, and their own goals. These rarely align to an organization or a team. So, what’s a leader to do? The leader as the figure-head is responsible for the organization’s health. This is a lot of responsibility. The majority of leadership effort to connect and guide involves a leader’s acknowledgment to own each piece of their effort: every communication, every communication vehicle, every interview, every speech, and every phone call Each mode of verbal, non-verbal, and intuited communication is a cue that the organization looks to and …