“I looked across the organization, and I saw people who had shown evidence of having an ability to… to see the future and see where trends were headed, to really think about what some of our greatest strengths were as a company, and how we might fully leverage them.
There were people who epitomized some of the greatest strengths in our culture, and were really respected by the organization.
I looked at some of those folks, and many of them were not at the very top executive level, and I really pulled them up and then put them into a group… And made sure that we listened to their thinking on this, because I think a lot of times those really disruptive thinkers can get shut down.
And then also 𝙥𝙖𝙞𝙧𝙚𝙙 𝙨𝙤𝙢𝙚 𝙤𝙛 𝙩𝙝𝙚 𝙛𝙤𝙡𝙠𝙨 𝙬𝙝𝙤 𝙬𝙚𝙧𝙚 𝙙𝙞𝙨𝙧𝙪𝙥𝙩𝙞𝙫𝙚 𝙬𝙞𝙩𝙝 𝙛𝙤𝙡𝙠𝙨 𝙬𝙝𝙤 𝙬𝙚𝙧𝙚 𝙧𝙚𝙖𝙡𝙡𝙮 𝙖𝙢𝙖𝙯𝙞𝙣𝙜 𝙚𝙭𝙚𝙘𝙪𝙩𝙤𝙧𝙨, 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙩𝙝𝙚 𝙥𝙤𝙬𝙚𝙧 𝙤𝙛 𝙝𝙖𝙫𝙞𝙣𝙜 𝙨𝙤𝙢𝙚𝙗𝙤𝙙𝙮 𝙬𝙝𝙤’𝙨 𝙖 𝙧𝙚𝙖𝙡𝙡𝙮 𝙗𝙞𝙜 𝙩𝙝𝙞𝙣𝙠𝙚𝙧 𝙖𝙣𝙙 𝙥𝙖𝙧𝙩𝙣𝙚𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙢 𝙬𝙞𝙩𝙝 𝙨𝙤𝙢𝙚𝙗𝙤𝙙𝙮 𝙬𝙝𝙤’𝙨 𝙟𝙪𝙨𝙩 𝙖𝙣 𝙚𝙭𝙘𝙚𝙡𝙡𝙚𝙣𝙩 𝙘𝙤𝙢𝙢𝙚𝙧𝙘𝙞𝙖𝙡 𝙤𝙥𝙚𝙧𝙖𝙩𝙤𝙧 𝙘𝙖𝙣 𝙗𝙚 𝙞𝙣𝙘𝙧𝙚𝙙𝙞𝙗𝙡𝙮 𝙫𝙖𝙡𝙪𝙖𝙗𝙡𝙚 in not only getting the great ideas, but then making sure that we have the right plans to execute them flawlessly.”
Michelle is citing half the neuroscience-based equation for an optimized, high performance team.
In addition to the ‘Explorer’ and ‘Doer’ mindsets she describes, two more additions make for total effectiveness (both of which were likely present in the special teams she describes)…