A Job Done Well - Making Work Better

High Performing Teams Part 2 – With Elana Friedman

• Jimmy Barber, James Lawther • Season 3 • Episode 11

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Building on their previous discussion, this episode explores the second half of Elana’s Adaptable Team framework, focusing on two key areas: the learning rhythm within teams and the dynamics of team leadership.

Elana shares practical insights on how high-performing teams create habits of reflective learning—emphasising the importance of regularly pausing to consider not just what the team is doing, but how they are working together. The conversation covers the value of small, frequent moments of reflection and how they can drive both individual and organisational growth.

The episode also delves into the role of leadership, highlighting that it is not just a position but a role that any team member can take up. Elana discusses the importance of intentionality, feedback, and clarity in leadership, and how these factors contribute to a team’s ability to adapt and perform at a high level.

Throughout the episode, real-world examples illustrate both the challenges and benefits of fostering a culture of learning and intentional leadership. The discussion is relevant for anyone interested in team development, organisational performance, or leadership practice.

Listen for a thoughtful, practical exploration of what it takes to build and sustain high-performing teams in today’s organisations.

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Speaker:

Hello, I'm James. Hi, I'm Jimmy and welcome to a Job Done Well, the podcast that helps you improve your performance enjoyment at work.

James:

Hello. How are you doing?

Jimmy:

I'm doing well, James, how are you?

James:

I'm fabulous. Thank you very much for asking what.

Jimmy:

Well, today we have a follow up episode to the one we did on high performing teams, and we talked through the first half of the model with Alana a couple of weeks ago. And so now we are coming back to talk about the second part. So. High performing teams, something we all wanna be part of something that creates great value for individuals, teams, and organizations. If you wanna find out more, listen to the first episode. Otherwise, this only half makes sense to you. But before we get into it, James, what you been up to?

James:

Well, sad really, but interesting. At the same time, I, i'm going to a funeral next week. I found out that when I, well,

Jimmy:

interesting.

James:

I, it's relevant. You get there. Just hold fire. I there was a guy I used to work for when I was in my early twenties and he he's died, but bless him, Peter, and, I just realized how big an impact this one boss had on my life. I mean, he was, yeah, it was all right. It was a early part of my career, but hugely influential. So I will go to this funeral.

Jimmy:

And

James:

It just,

Jimmy:

before

James:

I worked for him for about five years,

Jimmy:

Right.

James:

but and yeah, he made me the man I am today. So maybe didn't do such a great job, but yeah. Anyway, but I just made me think, well, how many bosses have you had to when they die? You know, you'll go to their funeral and the answer is probably not that many. So yeah.

Jimmy:

Yeah. It's an, it's an interesting point there, isn't it? I mean, it does go to show the impact that your boss has on not just your working life on, on your life. The

James:

Yeah.

Jimmy:

all these years later you're gonna go to the air guy's funeral.

James:

Yeah, and the real tragedy is there are several bosses that I've had, and if I found out they were dead, I'd be jumping up and down for joy. I mean, how bad is that? So that's the question, you know, when you die, what sort of boss do people want to remember you?

Jimmy:

And it is, it is such a, an important thing. A bit of a morbid start to, to the episode. James, thanks for that. But it does highlight the point really beautifully, doesn't it?

James:

Anyway. How about you,

Jimmy:

Well, I,

James:

Dawn? Yours is gonna be shallow compared to that, isn't it?

Jimmy:

Yeah, it is quite shallow. This week is is my birthday

James:

It's me, me, me. Here we go.

Jimmy:

yeah, it's all

James:

How old are you?

Jimmy:

I, I, I can't

James:

Yeah, I'll tell you, 58, he's in his late fifties. There is no escaping it.

Jimmy:

it is definitely late fifties now, and I, I don't particularly like my birthdays. I try and to ignore them. I don't, it's not, it's not the go growing older, it's the fuss. I don't like to be the center of people making fuss of me. But the thing I did reflect on James, which I'd be interested in your view on, is yeah, you can see 60 on the horizon, and I'm kind of, I'm, and bizarrely I'm, I'm kind of looking forward to that,

James:

You looking forward to 60?

Jimmy:

yeah. Well, I never looked forward to 40. I never looked forward to 50. They were like, but for some reason feels a bit of an achievement, doesn't it?

James:

Yeah, well, your 60, your golden age mate. It's all behind you. So it's all about fun.

Jimmy:

Yeah. Life begins type stuff.

James:

60. Yeah.

Jimmy:

Anyhow. Welcome back, Alana. How have you been? What have you been up to since we last talked to you

Elana:

I am doing really well, actually. I have been doing some interesting work. I've been getting ready to make a trip to South Africa, that

Jimmy:

nice.

Elana:

fun. so yeah, so I've been good. Good.

Jimmy:

welcome back and just as a quick recap,

James:

well, hang on. Before I get to this, now we get the really interesting bit of the show,'cause this is where Alana gets to say whether or not Jimmy was paying attention to the first show. So give a mark out of 10 when he's finished. Go on.

Elana:

Will do. I am very excited for this.

Jimmy:

So now I feel pressure that I didn't feel like 30 seconds ago. Thank you for that. Anyhow, the first episode, we talked about high performing teams and we talked about the fact that we all wanted to be part of one. We all wanted to lead one. We saw the importance of having them in the organizations, how they felt to be part of them, and the importance that is for us. And we all spend a third of our lives in. why wouldn't you wanna be part of a, a high performing team? Alana has a, a fantastic model that really helped us understand a bit more about how you can achieve it. Because we was admitting that we've probably fallen into it in the past. And that model had its heart team ship, which is the performing teams bit, and then it had three. Areas that we talk through. One is the outcomes you're trying to get, which is more than just the results. It's also, you know, how you learn, how you enjoy it, and the meaning that you have talked about actions, and that was about the actions you take to get those outcomes, but also the ways of working for the team and the mindset that you have as a team. So the assumptions and beliefs that that you had. we are going to explore the outer ring of that model, and there'll be a link in the show notes if you wanna have a look at the model. We're, we're going to talk about team leadership in team learning. And so in all honesty, if you haven't listened to the first episode despite we'll find out how good my summary is. You do really want to go back and listen to that first episode before you listen to this. Anyhow, Alana, despite the pressure, how did I get on?

Elana:

I think you're going really well. Yeah, absolutely.

James:

Obviously taking notes.

Elana:

No, that's okay. I I have no problem with taking notes parts. The only thing I would add is that there's a real interplay between those different parts that we explored in the last episode that I think is worth when you listen to it, not if, when you listen to the first part just be paying attention to how those are interconnected.

Jimmy:

Yeah, and that's a great point.'cause the the actions, the ways of working and the things you're trying to, it's in service of the outcomes you're trying to achieve, So, onto the outer two layers, which, which comes first? Team leadership or team learning? Alana.

Elana:

You've got team you've got the learning rhythm or the

James:

Yeah, it was the learning rhythm, not team learning. I just, you know, I'd hate to

Elana:

You thought you just had it in James.

James:

on.

Elana:

So the, actually before we jump into that, I want to make a link, James, with what you were saying in the opening about the funeral you're going to, because I think actually part, so the, the top part of the, of the outer circle is learning rhythm and the bottom part is team leadership. And actually it makes a connection to exactly what you were saying about. Going to somebody's funeral because they make that, that impact on, on

James:

Yeah.

Elana:

And I think that the model, Creates an an awareness in us of being consciously aware of what is the impact we are leaving, what, you know, as we take up our leadership as a member of a team or as a team leader, what is the impact we are wanting to make? So your, your story, on the start of this episode really connects to

James:

Yes, absolutely. Yeah. Yeah.

Elana:

So I think if we start on the top part of the circle, which is the learning rhythm, and we briefly mentioned this in the first episode, but. If we think about often high performance teams are teams that pay attention not only to what they do, but to how they do what they do. And they are teams that put conscious time aside to think about what they're learning and to think about how they're doing what they're doing. And I think, James, you mentioned this in the story that you shared about a, a colleague who would put an hour at the beginning of the day to for, for

James:

Yeah.

Elana:

and that that is what creates high performance. And so high performance teams alongside their operational rhythm, will put either specific meetings or moments for pause and for learning. And that doesn't have to be big. You know, grand learning moments. It can literally be at the end of a meeting. Okay. So what's one thing we've noticed about how we working together that's really enabled this, this meeting to go well? Okay, great. Let's do more of that. Or, what's something in the last meeting that felt like it really blocked us? Okay. So how do we overcome that in the next one? Okay, great. It can literally be a five minute end of a meeting reflection. We often talk about slowing down to speed up, and it's that process of slowing down enough that you can notice and name what it, how you are working together, not just what you do that enables you to create high performance.

James:

So we will talk about an operational rhythm quite a lot. And that being, did you have the conversation at the end of the day? Did you have a conversation at the end of the week? What did you cover on? So those sorts of things. But this is sort of like that, but not quite the same, is it?

Elana:

That's right. So the, the, your operational rhythm is often focused on what you did,

James:

Yeah.

Elana:

did we achieve what we said we were gonna, are? Or, or what we didn't do. Absolutely. It can also be what we didn't do, what the learning rhythm is, is what are we learning from the things that we do, from how we do what we do. So the focus is not on what? It's on how. That's the difference. And the more teams are able to slow down and pay attention to how they're doing things that creates success and how they're doing things that are blocking success, the more likely they are to create high performance.

Jimmy:

I was always struck along about, in terms of that learning how. Back to something that we touched on in the first episode. Just that general busyness. Right. You know, too busy to to learn, and it, and it was, how many people skip things like review meetings and huddles and team meetings and stuff like that where you are reviewing. Performance, how you did things, stuff like that, because they're too busy. You know, I am too busy to do that. It's, I'm, I'm, I'm, it's backward looking. I'm, I'm doing more stuff. And it, it is only like, say when you step back and create space to review, to create space, to learn that you re remember the power of it.

Elana:

Absolutely, and I think that that links back into the mindset piece because about what are our organizational and individual assumptions and beliefs about. Slowing down and about learning that if we as an organization, value learning and see that as being our competitive edge, then actually slowing down to do, to be involved in reflection practice. That, that then becomes, part of our competitive edge. It's the thing that enables us as an organization to reach higher levels of output success, whatever it is, and in paying attention to that, in the learning rhythm and equally. If the assumption is, oh, it takes so long to do reflection and it's just like, it's just a ball and we need a whole hour, as opposed to getting into the habits of going, we're gonna take five minutes at the end of this meeting. We are gonna take two minutes here. We are gonna do a quick check-in. What's one thing that we've learned this week about the way we are working that is really helping us to grow as a business? Then it has meaning, it's not just for the sake of, but it's, it's because it's creating a competitive edge or a higher level of, of performance in the organization. It's about creating a habit of reflective learning. It's creating, it's also creating a culture a, a kind of an assumption or a belief in the organization. That learning is our. So you'll see learning is not just in the outer circle, but it's one of, to, to your great summary that you did at the beginning of the,

James:

No. Please,

Jimmy:

You

James:

please, please, please.

Jimmy:

right?

Elana:

but to to, to the summary points that you were making, is that actually in outcomes? We are not just looking at results. Part of that is learning. It's embedded in the model. The idea that actually paying attention to learning is what creates high performance teams.

James:

I, just for clarity then. So I would argue very strongly that if an organization isn't learning, it's not moving forward and it will get overtaken end of story. So any organization that is not learning will die. Yeah. So if really important, are we talking here about organizational learning, so how to do things differently or are we. Talking solely about learning about the team dynamic and how the team is working? Or are we talking about both?

Elana:

So I would say we are talking about

James:

Right?

Elana:

Because the kind of organization is made up of the individuals within it, they organizational social systems. So I think it's about paying attention to both of those. But I think historically, often people have paid attention more to the org. The kind of

James:

I.

Elana:

learning from this organizationally rather than what are we noticing in the dynamics in how are we doing things? And that's where teams that pay attention to that. Notice the difference.

James:

Is there a way you would recommend that people running teams go about this?

Elana:

I mean, I think that to the point we were saying earlier, I think this is about developing a habit of it. It's about developing this is the way we do things around here, that could be through small touch bases. The key thing is it's about valuing this as a practice. So that might be at the end of a meeting. It might be at the end of how you do your appraisal systems. How do we get feedback loops? It's about how are we, once we get feedback, what do we do with that feedback that demonstratively shows? That we are listening as an organization and learning as an organization. So to, to, I think, Jimmy, you were saying about, you were talking about engagement scores

Jimmy:

Yeah.

Elana:

in our last episode, and I think there's something about historically if you just kind of do the engagement scores and do nothing with it. Okay, so we are not learning anything. We are not doing anything, and after a while people kind of stop engaging with it. But there's something about organizations that are actively, and teams that are actively creating the habits of learning. the difference that they then, then makes within their organization.

James:

So can you give us an example of organizations that do this well or badly?

Jimmy:

I've got an organ, I've got an example badly.

Elana:

Sure.

Jimmy:

Funny enough.

Elana:

for it.

Jimmy:

So just in terms of, one of the things I think gets sometimes gets in the

James:

I love the way you stick his hand up to do that.

Jimmy:

Yeah.

James:

For the video? Yeah.

Jimmy:

Yeah. One of the things that I think gets in the way of organizational learning and therefore means that organizations don't do as well is ironically, is getting results. So if they're getting good results and they like the results they're getting,, A I don't question it because I think I'm doing well and b, I don't wanna rock the boat. I don't wanna try and find out too much'cause I'm happy with what I'm getting. So there's no thought about what can I learn to improve? And there's no thought about, you know is this too good to be true? And the example that I had was working for an insurer who will remain nameless. They had a, a classic car scheme where they were, if you had a class, one of those old, really old classic cars, you could go and get your insurance from them. This particular scheme started growing massively and it was incredible growth. And everyone, and nodded and high fived each other, aren't we doing well? Isn't this great? Didn't really question, didn't, you know, have any curiosity about it at all? And then somebody pointed out after a few months that in order for the results they were getting to be true, they would've had to, every classic car in the UK multiple times over. And therefore there was something wrong. And, they dug into it and sure enough, it was a house cards. But the point being, if your results are going a certain way, you lose curiosity and you lose ability to learn.

Elana:

And I think that that's a really interesting point, Jimmy, because I think often in organizations it's when things are falling apart, that everybody jumps on it, but when things are going well, it's like, oh yeah, well done. Let's move on. And actually the, the research shows that we learn more and we greater levels of learning and development when we focus on things that are working. So to that, idea of habit forming, if we are creating the habits of learning. when something goes well, we are just as curious to jump all over it and say, let's understand what, what helped that to go well? What enabled it? What did you do? What did I do? What was the client doing? What was happening in the context? Okay, so how do we replicate that for greater growth? And I think organizations that are doing that are creating greater environments for innovation. And at the moment, the buzzword is all around innovation. Everybody's needing to innovate. And I think that the teams and organizations that are able to slow down and to look at what's working and to learn together able to then adapt and innovate.

Speaker 2:

Our podcast is all about helping people, teams, and organizations perform better and enjoy work more. I get as far as to say that we believe that everyone and every team has the potential to transform their performance by optimizing what they currently do. So if you'd like to discuss how we can help you transform your performance, then get in touch or maybe check out our website. We also do speaking events, mentoring advice, work as well.

Jimmy:

So that's the team learning rhythm. The second bit was team leadership. And this isn't, isn't just about who's leading the team, is it?

Elana:

No, absolutely not. So this is about how we take up leadership. So if we see leadership, not necessarily as only being a position of leadership, but rather as a role, you take up the role of leadership, something that you can both take up as a member of a team, as well as as the leader. team. But this also talks to the relational dynamic between the leader and the team. so high performance teams pay attention to that role of leadership, be it as a member, as the leader, but also to the relational dynamic between the leader and the team. And by that I mean, is the team leader clear on. What their expectations are of the team, what good looks like? Are there feedback loops? Do people in the team know when they can take up leadership, how they can take up leadership, where the accountability lies? So really paying attention to what it means to be a member of this team, as well as what it means to be led by this leader and the leader paying attention. what it means to lead a team. Is it also a component of high performing teams?

James:

But you've got a number of bits and pieces there. So do you, how, sorry, sort of thing that opens itself to some sort of questionnaire to assess how good leaders are. Is, is there something like that involved with this? Or how do you go about assessing and helping people?

Elana:

So I think that, so part of the Adaptable Team framework, which is the name of the model, there is an assessment tool that goes alongside it, which is looks to the members of the team to be able to assess how they feel they're doing in all these different areas. The clarity of outcome of actions, of mindset, the learning rhythm, but equally. Around team leadership. And it also has an opportunity for the team to be able to give feedback to the team

James:

Okay.

Elana:

through the assessment process. But I would argue so, and that's really robust and really a great tool to be having for teams. And, and how you debrief. That obviously is absolutely key, but I think it's more about how you develop as a team. The relational dynamic, and that's why all these things are interconnected. The relational dynamic, to be able to be giving clear feedback for the team, to be able to say to the leader, actually, when you do this, it is really unhelpful for us because we don't get a sense of clarity. You think that you're giving us a sense of clarity, but actually that's not very helpful for. And for the leader equally, to be able to say to the team collectively or individually, but collectively, actually what I really need from you is that each of you need to look at your next level down and be looking at what's the bench strength of your next level down. Do we need to invest in those middle leaders? Or if you are a middle leader, do you need to invest in the people below you so that you are able to take up your role in the way that I'm needing you to? So it it's about the relational conversations that the leader and the LED. both ways, but also about how leaders are thoughtful. That, I'm gonna go back James, to your story

James:

Yeah.

Elana:

you know, that leaders are thoughtful about what's the ripple effect that they leave behind them as they do things. So I remember working with a leader who said, you know, I, I just don't understand. I asked one of the members of my team. Whether we had some research on this area of the business. They said they'll go and check, and then kind of five days later they arrived with like a 200 page document that was, they had spent three days researching and spent all of this time and energy and he was like, I didn't want. I didn't want a 200 page. I just didn't wanted to know whether we had that or not. But what he hadn't thought about was what's the impact of the chief exec saying to somebody, do we have some research on this? And so it's about leaders becoming more conscious of how they leading in a way that enables great performance by their team and by the members on their, in their team.

Jimmy:

Interestingly, we're I think we've done nearly 80 episodes of this podcast, and there's two themes that crop up regularly on all sorts of subjects, and one of them is, as we touched on in the first episode, is about purpose and the importance of purpose to doing good work. At every, at every level. The second thing is a bit slightly a bit more subtle, which is being intentional and are people thinking through they want, how they're behaving. So your point are teams thinking through what's the relationship between the team and the leader? Are they having those conversations or is it just, it happens, it emerges. And is that leader being intentional about the impact that they want to have on other people and how they're going to go about doing that. And that crops up time, time again, How do I intentionally have the impact that we touched on that, leaders can have on our our lives?

Elana:

Absolutely, and I think there's something, often as middle leaders. trapped in a place where you're needing to manage up and you need them to manage down. I think that the, the ask often, so I'm working with an executive team in a finance industry, and one of the things that came through their conversations was realizing that they are not clear enough of the ask. Of their next level down. And in so doing, they are not enabling the middle leaders below them to be able to lead with real clarity. And so it was through kind of work with the executive team that they then were like, actually we don't, we are not clear enough. So if we're not clear enough, they then started to put in different processes and rituals of when there's an ask, they now have a very clear proforma of what's the ask, what's the outcome? Who needs to do what? Who are the stakeholders? What are the key questions? It can often feel like, oh really, we really need that. But yes, often we do really need that, so we enable how leaders really think about how they're leading with that intentionality is really key. He.

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James:

But there's quite an interesting power dynamic in the organization here in that if you to be a better leader, you need to get feedback from your team. You are opening yourself up to criticism. And a lot of people aren't prepared to do that for fear of looking bands.

Elana:

If you see feedback as something that helps you to grow, to learn to lead better, and your starting point is, I might have something to learn. You start in one place, if your starting points and assumptions are that feedback is threatening and scary and basically criticizing my very being, it's a different story. People often talk about how safe does it feel to fail in this organization. it doesn't feel very safe to fail or to get things wrong, then what we don't do is we don't talk about it. When we do, we put it under the carpet, it kind of sneaks up. In other ways, things can become quite dysfunctional. Whereas if we create a culture in the organization that says. Making mistakes is, is a gift in order to be able to learn it. It creates a different set of conversations.

James:

Yeah, but what you're really saying is if you want to be a good leader, you have to be pretty brave about it.

Elana:

Again, it's like the learning rhythm. It's about creating habits that are small and often. So we worked with a, a leader and he had his thing that said, I think performance reviews are nonsense. You should be managing your people along the way that when it comes to the performance review, you are either at that point, firing them because you've had six conversations with them about their performance. Or at that point you're giving them the raise or the whatever it is that they need. But the idea that. We bucket everything until we get to the, the one meeting where we give the big feedback as opposed to going, how do we continuously have conversations through our learning rhythm? That enables us as a team to be saying to each other, this is really enabling us. This is really not But creating it through the learning rhythm, that it's small and often. And also that we get into the habits of giving noticing and naming when people do things well in as much as we do when people are not doing things well. So being able to say to the person at the end of the meeting. You know James, that was a great question you asked. It had a really great impact because not just great question fab, but it had a great impact because it made us think differently. It took us in a different direction. It deepened the conversation. give us more of that. That's a 30 seconds. Feedback in a moment at the end of the meeting. But what that forces you as a leader or as a member is to be paying attention. What are we noticing that is helping us in this meeting that I can give some feedback on? What I, I really like is that it enables people at wherever they are in the organization to be thinking and driving. You know, are we clear on the outcomes we are wanting? Are we clear on the actions we taking? Is the mindset that we are holding most, enabling us? What do we need to do differently? Are we constantly thinking, reflecting, learning? Are we being conscious and intentional about our leadership? We can do that in

Jimmy:

Yeah.

Elana:

of the business, even if other parts of the

Jimmy:

Yeah.

Elana:

not.

Jimmy:

And you don't need to ask for permission or budgets or.

Elana:

No.

Jimmy:

Sometimes there are things that impinge on it or requirements that you need to, to do. If I want to use ai, I've got to go and ask it for permission. I've gotta get access, I've gotta find the tools

Elana:

Yeah.

Jimmy:

this you can do for free. Just the only investment you need to do is, is your time and your team's time.

Elana:

Yeah. And, and how, and to be really. Becoming more aware, slowing down to become

Jimmy:

Yeah.

Elana:

of how you are approaching things

Jimmy:

Yeah.

Elana:

getting real clarity and alignment.

James:

Well, yeah. Sorry, I've got a question. I'll just drift off a little bit, so everybody talks about they've got high performing teams and aren't, you know, everybody's world class at this, that, and the other, but in your experience, you'd have to name names, but how good do you think organizations are on the whole big spreads of most fairly mediocre? What's your take?

Jimmy:

And that's before you start working with them. Alana, after you've done.

Elana:

I mean, the truth of it is, is that in some ways it to your. Sit in jest, Jimmy. But actually the reality is, is that most times when we are brought into organizations, it's, it can often be because they, they're challenges in the organization or they're challenges in teams. And that's why we are brought in is because we're supporting the team to kind of move to a different place. But I think I, I had a conversation with a chief exec last week, and he, and I said to him, so how would you rate your team? Do you think you would call your team a high performing team? And he said, I think we are a higher performing team. And I think that that's a real honest reflection. And my sense is that teams are. Doing some aspects and other aspects less so. There is a growing awareness in organizations around wellness and around wellbeing and around finding meaning and finding enjoyment in a way that I don't think there was, 10 years ago. And so in that respect, I think teams are noticing that to become high performing teams, they need to be more than just performing. As in getting, results. But I think the area where most teams that we work with, even the ones that are getting good results, do less well, is around paying attention to mindset and paying attention to learning really paying attention. Everybody does the debriefs at the end of a project. I don't mean that, I mean the actual standing back. Slowing down and looking at how are we working together? Is the mindset that we're holding are the assumptions that we're holding helpful? What are the assumptions we are holding in our team about the team over there and the way that they're performing? And is there, a blocker that's not so much in the doing, but it's in the, being in the, in the way We are thinking about this, and I think teams are doing. Slowly starting to do that more, but that's the area I think is still growing in terms of awareness of high performing teams.

James:

I ask. A sort a fatuous question, but linked I think is if, you know, if I go and talk to my accountant, my chief accountant, I've got an IT project or an AI project, whoever's in Vogue, they'll say to me, well, what sort of performance uplift can you get James? And what's the cost benefit of doing this? So what difficult to measure, but what's your take? What's your performance uplift? Can a high performing team deliver? Do you have a sense of that?

Elana:

I'm sure we could find statistics somewhere along the line. I don't have them to hand. But what I think the research consistently shows is that high performing teams have higher levels of productivity, higher levels of innovation, of quality of, wellness and wellbeing, I mean that the research shows in abundance. I'm sure there's some quantitative research we could find. I, I don't have it to

James:

Yeah. But in terms of return, I mean, you're effectively getting this for free, aren't

Jimmy:

That'd be the key point for me is that, you know, I think we'd all agree high performing teams are gonna get you better results. They're can be where everyone wants to work. it's 5% or 50%, dunno. But the thing that I like about this is the subject and particularly the model that you've shared, Alana, anyone listening to this podcast can apply. Whether they're leading a team or part of a team. You can think it through and apply this for, for nothing. So it's

Elana:

Absolutely. And I think the thing for me about this is that like anything you need to, it's never done.

Jimmy:

no.

Elana:

We need to constantly be thinking about in as the context changes, as the environment changes, what do we now need to pay attention to? What got us here isn't gonna necessarily get us there. We've now got a new member of our team. How do we enroll that new member? What does that mean for that dynamics of our team? So I think the thing also about this is that like any human social systems, it's dynamic

Jimmy:

Yeah.

Elana:

and it ebbs and flows and we need to be paying attention to that. So it's how do we develop habits? That enable us to be constantly reflecting, thoughtful, intentional.

Jimmy:

Well, thank you very much, Alana, for coming and joining us. Covering off one of the subjects that we really want to do it justice, and I think you've really helped us do it. I don't think, you know, it's clearly not something that James and I could have talked about on our own. Hopefully everyone who's listened to this we'll, have listened to both episodes like dire Strait said, money for nothing. You can do this and get an uplift in your performance enjoyment at work for nothing. So thank you very much.

James:

Thank you very much.

Speaker 6:

We cover a whole host of topics on this podcast from purpose to corporate jargon, but always focused on one thing, getting the job done well, easier said than done. So if you've got. Unhappy customers or employees, bosses or regulators breathing down your neck. If your backlogs are outta control and your costs are spiraling and that big IT transformation project that you've been promised, just keeps failing to deliver, we can help. If you need to improve your performance, your team's performance, or your organizations, get in touch at Jimmy at@jobdonewell.com orJames@jobdonewell.com.

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James Lawther

Co-host
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Jimmy Barber

Co-host
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Elana Friedman

Guest