Week 23.49 Better Together

About 18 months ago, we decided the 100 Coaches Agency would put relationships first. Although we didn't fully understand where this shift would lead, we understood that it was more than a change in policy–it represented a deeper commitment to how we engage with each other and the world around us. Initially, we focused on the way we conducted meetings and our day-to-day communications with team members, partners, and collaborators. It was a great expression of being respectful and generous with each other and shifted how we saw ourselves and each other in the context of the world. The impact of this shift was profound and immediate. Our business has and continues to grow, we enjoy what we do, and that joy permeates our external relationships, making everything more accessible and fun. Recently, I am becoming aware of another modality that is taking hold, one that holds great promise. We do a great deal of our work in pairs, and while conventional wisdom might suggest that two people doing one job is inefficient, it turns out to be a force multiplier. 

My experience in the advertising industry, where creative pairs – typically a writer teamed up with a creative director – are the norm, had already demonstrated the potential of this approach. On the surface, one could not imagine two more different people, one a writer/business relationship type, the other a visual creative. When the chemistry was right, they managed to create a kind of magic through a combination of their talents. It was as though each pair acted like two halves of a single creative brain, their combined efforts translating abstract ideas into tangible, impactful results.. Individually, their review might have been limited to their perspective; together, they could expand ideas beyond their limiting beliefs. 

In his book, "The Gatekeepers: How the White House Chiefs of Staff Define Every Presidency," Chris Whipple offers an in-depth look into the role of the White House Chief of Staff in modern American presidencies. An unavoidable conclusion of the book is that the quality of the partnership between the chief of staff and the President significantly impacts the office's efficacy. The key is not simply how good the Chief of Staff is at executing orders; it is the level of trust, ability to be honest, and the ability to offer an opposing perspective that enables a more effective President. When the pairing is strong, each person is not simply more productive and practical; they can achieve goals beyond imagination. 

Working together not only creates the potential to expand beyond the limitations of our thinking... it is also more fun! I can imagine no better example than my friends Chester Elton and Adrian Gostick. Chester is the more gregarious, Adrian the more scholarly. Chester likes to speak in front of audiences; Adrian prefers to write. Together, they understand how to develop and communicate new ideas about generosity and appreciation. More than anything else, they enjoy being together, which comes through in the work. I have also begun to notice how their personalities positively impact each other: Adrian has become more comfortable in front of an audience, and Chester is now digging into more research. They exhibit what author Joshua Wolf Shenk (Powers of Two) calls "creative intimacy...an extraordinary rapport and sense of self-identification," as well as an "extraordinary difference." They are simultaneously similar and different to glorious results. 

In life and leadership, there is an excellent opportunity to explore the expansion to be mined in the rough diamonds of working in pairs. Working in teams can keep the ego in check, diminish unconscious bias, and remove many limiting beliefs. In my own work, partnering with Jacquelyn Lane has unlocked extraordinary creativity. I am hoping to explore our working relationship as a model of collaboration with Millennials and Gen Z. We are just beginning to understand what's possible when diversity in age, gender, geography, and experience is mixed with mutual respect (love), appreciation (gratitude), and recognition of the creativity of the other (wonder). The journey is more fun, the possibilities are much more significant, and everything is better together.

With love, gratitude, and wonder,

Scott

The Importance of Onboarding in a Remote Environment by Janice Gallen

Traditionally, onboarding involved welcoming new hires to a physical office, introducing them to colleagues, and immersing them in the company culture through face-to-face interactions. However, remote work has changed the dynamics of this process, requiring businesses to adapt and prioritize onboarding in virtual settings.

Onboarding in a remote environment is a crucial component of modern HR practices. It helps create a sense of belonging, accelerates productivity, reduces turnover, and equips employees with the skills and knowledge needed for success in the digital workspace. As remote work continues to evolve, organizations that prioritize remote onboarding will undoubtedly gain a competitive edge in attracting, retaining, and nurturing top talent. Click to read suggestions on how to onboard better

If You Want to Grow Faster, Try This One Thing by Whitney Johnson

Neuroscience tells us that gratitude increases the production of neurotransmitters such as dopamine and serotonin, enhancing our mood. It activates brain areas linked to decision-making and empathy, and it lowers stress hormones like cortisol, promoting calmness and better sleep. It diminishes symptoms of depression and anxiety.

Gratitude fosters resilience, training our brains to focus on the positive. When we are grateful, we feel good. When we feel good, it’s easier to change and grow, regardless of where you are on the S Curve. This year, in the spirit of the resilience that gratitude affords us, I’m focusing on being grateful for my Ecosystem—the environment of resources and relationships that surround and support individuals and teams and make growth possible.

The Power of Oral History by David S. Cohen

Throughout history, oral storytelling has proven to be a potent tool for communicating messages and establishing personal connections. Stories illustrating the positive outcomes of embracing the company's values can deeply resonate with employees. Personal interactions between employees and their immediate supervisors help establish shared meanings, allowing individuals to personalize the values and understand their relevance to their work and the organization's overall success. Without a personal touch, values communicated solely by HR or the CEO might lack profound resonance. Similarly, when leaders' decisions do not align with the stated values, employees might perceive them as superficial gestures.

Fostering human-to-human understanding through meaningful dialogues and consistent leadership accountability is essential in bringing company values to life. These interactions and regular reinforcement are necessary for values to avoid becoming mere symbols, lacking the important context for meaningful application in the workplace. Leadership at all levels must actively engage in ongoing dialogue to ensure the values are ingrained and not merely showcased.