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The Newsletter | Edition 048
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In our Off-White Papers, we provide practical guidance on how to respond to our rapidly-changing world. This newsletter explores those topics in real-time, with information and action steps on how to make progress now.
IN TODAY'S NEWSLETTER...ALTITUDE AND APERTURE
It's the responsibility of leaders to encode a common goal throughout teams, interweaving different expertise across the business to achieve it. This can be done through practicing the right altitude (knowing what must be established from the upper echelons), but also aperture (embedding representatives from all functions of a business to play a part in development). But establishing the right mix can be tricky. So what can leaders do to understand, and achieve, the optimal levels of both?
- Let yourself get carried away, from Katie Sadow
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Predicting the fanfare, from Trevor Larry
- An end to the ego, from Osei Kwakye
And this time, our illustrations from Harmand Ponder.
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THE WORDS THAT MOVEFrom Katie Sadow
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TL;DRLeveraging conventions from political activists and literary notables alike, this Quartz piece outlines three tactical communication approaches to better connect with and empower teams.
WHY IT MATTERSWords matter. They stirred us into the sky, for goodness sake. And down here on earth, the distance between uniting and inspiring teams and sowing discord and discomfort may often manifest more in form than in content. Leaders who invest in a deeper consideration and command of their language will find themselves with one more tool to unify a team, help them overcome an obstacle, or to find any opportunity—no matter how small—to connect.
ONE THING YOU CAN DO RIGHT NOW
Revisit a favorite speech. For a few moments, let yourself be moved.
TIPS
Get inspired here. Now that you remember what it feels like, to let the words carry you away, here are some tips for when it's time to try it out yourself.
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THE BIG ANNOUNCEMENTFrom Trevor Larry
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TL;DRSometimes the best way to make progress as a cross-functional team is to work backwards. That’s how Amazon approaches their product development: leaders write an (internal) press release announcing the finished product before development teams even get started.
WHY IT MATTERSThe development of successful products requires diverse, cross-functional teams across research, engineering, design, strategy, operations, marketing, and more. But how do you keep everyone aligned on the same goal? Amazon’s approach of writing a press release before a product is developed crystallizes the user value at the center of the team’s designs. This user-centric aperture is important for leaders beyond product development. What would a leading industry publication say about your team’s work and its impact?
ONE THING YOU CAN DO RIGHT NOW
Write a (mock) press release about the ideal impact of your work.
QUICK TIPS
- Keep it brief! Aim for 250 words or less.
- Think long-term!
- Share it with your team!
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DEVELOPING AN APPETITE FOR DEEP CANDOR From Osei Kwakye
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TL;DRPixar Animation Studios has been generating beloved and acclaimed films for well over a quarter century largely due to a flexible creative group they call the “Brain Trust” that convenes throughout the filmmaking process to push their storytelling through egoless candor. Because every member of the group shares in everyone else’s success, they’re able to set power structures aside and focus on developing the best possible story together.
WHY IT MATTERSLarge, cross-functional teams can be incredibly hierarchical. And while those dynamics are often operationally appropriate, they don’t always yield the best work. Building common goals and motivation calls for spaces where power can be neutralized and trust can emerge. When everyone feels safe to provide honest feedback as peers in service of achieving a shared ambition, teams of different functions and personalities can align to unlock major creative breakthroughs.
ONE THING YOU CAN DO RIGHT NOW
Create opportunities for your teams to discuss the merit of ideas as peers.
THOUGHTSLeaving your ego at the door is much easier said than done. We’re all sensitive creatures at some level, so building trust and strengthening our ability to handle candor will take practice. Acknowledge this with your teams and treat this as an ongoing process. As trust grows, people will come to value the opportunity to make their ideas better through the counsel of a team invested in their success.
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