Vanessa Monsequeira

Fractals are one of the best examples of how we can learn from natural patterns. Diversity and interconnectedness Each pattern within the fractal is unique. The overall shape of the organism is the sum of unique, yet similar interconnected patterns that contribute to the overall pattern. Repetition Repetition of pattern at scale enables consistency, reliability, and efficiency Resilience Fractals are able to maintain their intricate patterns, under external forces such as wind or storms, due to their structural stability

It is the holy grail of reward and recognition to have a personalized approach for employees. Not everyone likes to be recognized in the same way. Based on our current HR practices not everyone can be rewarded from a compensation perspective depending on the company's financial performance. Hence understanding what types of benefits each team member wants is very beneficial in considering different types of rewards: e.g. extra days off, extra learning and development budget, and tickets to a conference. Matching skill and will to reward type unlocks motivation in a more personalized way.

Everything in personal and team development boils down to communication and cadence. One of the best ways to set up new team members for success is to develop a 30:60:90 days plan of what will help them learn and grow in their new role. Discuss: - Your communication and work styles (if it's a new team, and even if it's a team you have led for awhile and you have both assumed the knowledge) - What do they think will set them up for success - What you think will set them up for success - Which blockers or setbacks might come up - Discuss what "productivity" and "effectiveness" means for both of you - What good and great performance looks like. Set up a frequent cadence of catchups and approach based on the richness of your discussion.

Discuss with your team the common themes of decisions that come up, e.g. project approvals, funding, performance management, starting new iniaitives. Then play "Decision Poker" from management 3.0 with your team. This way before you every have to make a decision you and your team have common understanding which types of decisions a) you will make the decision and tell them, b) you will consult with them but ultimately make the decision c) you will all decide and agree on d) they will decide and inform you, and e) which decisions they make and don't even need to inform you on. Having a shared decision making hierarchy is essential for clarity and also to enable team autonomy.

One of the most useful models to think about the way and pace of building trust is Bryant's truth - trust cycle. Team members give a little truth / vulnerability and that builds trust, which leads to sharing more truth which builds more trust. The time it takes to build trust will change from person to person and team. What's for sure is that trust is lost quicker than its built. As the ditch saying goes "Trust comes by tortoise and bolts by horse".

Finally, one of the most important things to consider in your first 90 days is what you will NOT do or what you will stop doing. This is closely related to the process of unlearning. This can include unlearning past workplace cultures, experiences, and how you think things "should be done". Remember to meet the people and culture where they are in your new role. The figure out what to stop, start, and continue.