Why unasked for help often isn't ... and what to do about it

Why unasked for help often isn't ... and what to do about it

You know as a leader, people are counting on you to help the organization. And you need everyone working together, giving their best, stretching themselves to be better. Sometimes, offering help feels riskier than its worth. Here’s one way to provide feedback that gets to results and builds your relationships.

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Which Gets More Maintenance—Your Car or Your Co-workers?

Which Gets More Maintenance—Your Car or Your Co-workers?

It's easier to regularly invest small amounts of time and energy into our most important relationships than it is to wait until major repair work is needed. And dealing with conflict in the workplace when it's an occasional vibration under the hood may prevent full-on relationship engine failure.

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What if the problem is the people, not the organization?

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Chris Hutchinson

As CEO of Trebuchet Group, Chris Hutchinson thrives working with clients and his team to improve organizational clarity, teamwork, and leadership impact.

After years of building Legos® and tree houses around the world, Chris earned his Mechanical Engineering degree and followed that with an MBA. His experiences in the military and the business world taught him great leadership can be learned, and everyone is in some way a leader.

Clients and peers describe him as an inspirational catalyst for positive change. He is the author of Ripple - A Field Manual for Leadership That Works.

Chris and his wife live, garden, and bike in Fort Collins, Colorado, and have four children. He has an unrequited love affair with brownies.

Control-Z Culture: Helping or Harming Your Team?

Control-Z Culture: Helping or Harming Your Team?

Maybe you remember the typewriter days. It used to be a typing mistake meant ripping out a whole sheet of paper and starting over. Then correction fluid was invented, which progressed to a correction tape right in the typewriter. Today, pressing Control-Z is a quick way to "undo" and eliminate almost any mistake we might make on our computer...

A recent conversation has me wondering if a culture of Control-Z could be diminishing people's contingency thinking...

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Empower yourself and your team by saying thank you

Empower yourself and your team by saying thank you

We help teams build vulnerability-based trust as the basis of becoming a high performing team. A key element to creating this type of trust is admitting when you make a mistake.

There are several potential ways to admit a mistake, and each has different implications for your team:

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One simple tool to get efficiency and quality

Often, efficiency and quality can seem as though they are working against each other. The latest bad advisor/good advisor video tackles this problem.

Will you go the way of the bad advisor or will you use the one simple tool the good advisor gives you to get efficiency and quality to work together?

To learn more about the tool presented in the video, check out Chris' book, Ripple

Bad v. Good - One employee derailing the focus of the entire group?

Sometimes new isn't always better. If an employee is constantly bringing up unrelated issues or ideas that are beyond the scope of resources, it can distract your team from the shared goal. Ripple master, Chris Hutchinson, presents two approaches in dealing with the situation. Will you choose the dark side or the way of a Ripple master? 

Which is better, consensus or commitment?

Many teams strive for total team agreement.  We examine whether that is ultimately helpful.

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Chris Hutchinson

As CEO of Trebuchet Group, Chris Hutchinson thrives working with clients and his team to improve organizational clarity, teamwork, and leadership impact.

After years of building Legos® and tree houses around the world, Chris earned his Mechanical Engineering degree and followed that with an MBA. His experiences in the military and the business world taught him great leadership can be learned, and everyone is in some way a leader.

Clients and peers describe him as an inspirational catalyst for positive change. He is the author of Ripple - A Field Manual for Leadership That Works.

Chris and his wife live, garden, and bike in Fort Collins, Colorado, and have four children. He has an unrequited love affair with brownies.

People struggle with this, and they don't have to

People struggle with this, and they don't have to

In our work with helping teams become more effective, we often help the team establish shared norms that everyone commits and works toward applying with each other. These aren't "Mind your manners" wishlists - these are operating standards that every person commits to in order to enable everyone's best at work.

During the process where the team co-creates these standards, we (Trebuchet Group) provide them structure and examples of what other teams have found helpful. One example many teams gravitate toward is:

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Weighing-in to get buy-in.

Weighing-in to get buy-in.

As a leader or owner in a business or organization, do you ever wonder why members of your team don't buy-in or take initiative like you would like them to?

As a leader or owner in a business or organization, you should understand that it's natural for team members to not feel the same level of responsibility as you.  It's your start-up, it's your baby.

However, if the organization is going to grow, a key part of that growth is for you the leader to give the team opportunities to weigh-in and speak about what they think is possible for the business, and also what they think could get in the way of it's success

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