Welcome to the hack podcast! In this episode, we share how Dean and Leon dealt with conflict in their team with The forming–storming–norming–performing model of group development which Bruce Tuckman first proposed way back in 1965. The team also discuss the power of 4 simple lists which continues to revolutionise Think Cloud. Leon also shares what he learned after spending a day of on-site mentoring from The Royal Air Force Aerobatic Team, The Red Arrows, arguably the world's best aerobatic display team. They represent the agility, speed, and precision of the UK's Royal Air Force. So if you want to learn how your business can take off tune in to learn the secrets to out pacing your competition !  

 

We can learn a lot from the Red Arrows about delivering feedback. The Red Arrows have a very clear process for dealing with communication and feedback as they believe there is never such a thing as a perfect flight! 

 

No one is perfect. Not even the world-famous Royal Air Force Red Arrows. Despite being one of the most iconic and celebrated aviation teams in history, the Red Arrows are always looking for ways to improve. It is this commitment to improvement that has made them so successful. 

 

Each year, the team undergoes a rigorous training programme to ensure that they are always at the top of their game. And even when they are not performing, they are still constantly working to improve their skills. This dedication to excellence is something that we can all learn from. 

 

The Red Arrows are world-renowned for their awe-inspiring aerial displays. But what many people don't realise is that the team's success is also due to their constructive approach to conflict. The Red Arrows understand that conflict is a normal and necessary part of a healthy team's development. 

 

They have a very clear process for dealing with communication and feedback. This process can be applied to any team to help them resolve conflicts and improve communication. The first step is to ensure that all team members feel comfortable communicating openly and honestly. This requires creating an environment where everyone feels safe to express their opinions and ideas. 

 

Next, the team needs to establish clear communication channels. This will help ensure that everyone is on the same page and that no vital information is lost in translation. Finally, the team must agree on a process for giving and receiving feedback. This will help ensure that all members feel heard and that any constructive criticism is taken on board. 

 

 

A strategy that is based firmly on an organisation's culture will prevail. A culture that invites introspection eagerly evaluates itself and employs meaningful measurements allows a strategy to take root and flourish. 

 

This is because such a culture understands that no single individual has all the answers, that the group's collective intelligence is greater than the sum of its parts, and that Trial and Error is a necessary part of the learning process. 

 

In such an environment, a strategy can be seen not as top-down but as a set of principles that everyone in the organisation can buy into and work towards. As a result, a culture-based strategy has a much greater chance of success than one that tries to impose change from above. 

 

Many tools are available to help individuals and businesses understand team development, such as Tuckman's model, which sets out that as the team develops maturity and ability, relationships establish, and leadership style changes to more collaborative or shared leadership. Tools to evaluate performance, identify areas that need improvement, and develop strategies for making positive changes. 

 

 

#productivity #networking #mentalhealth #itsupport