Work Design Beyond Org Charts
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[00:00:00] Welcome to the Liberating Teams podcast. I'm Holly Breeding team psychology practitioner and org effectiveness consultant. Every week around here, we dismantle the outdated hierarchical leadership systems that keeps leaders like you stuck in the weeds and break down how to build a self-managed team that thrives without you at the center.
Because when your team has the clarity systems and ownership, they need to lead themselves. You finally get to lead strategically. It's time to liberate the way you lead.
Hello. Hello. Welcome back to the podcast. So last week we talked all about org design and how the tool of org design is often reached for, but is no longer adaptable to the world of work we're living in to the rapid speed, the rapid change, and it also just doesn't [00:01:00] really. Capture how work is truly done within our team.
And I introduced this concept of work design actually shifting. Not just that structure that we see, that tip of the iceberg, but what's below the surface, how work actually gets done on your team, the day to day that actually drives results. And so if you didn't listen to last week's podcast, I highly encourage you to pause this one, go take a listen there and then jump back on because we're gonna build on that concept.
And today I wanted to talk about work design. So if you left last week's podcast and you're like, cool, great, don't shift my org structure. But I have these things going on. My team, they're, we're not at the level I know we could be at. What do I do if it's not shifting the structure? Today's podcast is all about that we're diving deep into work design, what the heck work design even means and how you start putting [00:02:00] that into practice within your team.
But before we get into all of that, if we want to improve something, we actually have to understand it. So if we want to improve our team's performance. How we're operating, we actually have to understand how that organism works. So the first thing I wanted to talk about is that. Our teams aren't what we call controlled systems. So a controlled system is something that is fixed. So think about like the engine of a car. If something goes wrong with the engine in your car, we, you can take it to a mechanic or you can open up the manual.
And you can assess what the problem is. You can get to a specific root cause of it's, this part or, it's it's this thing that's [00:03:00] causing the issue I'm having. You can pinpoint the root cause and then it's going to give you a very black and white fix. It's gonna tell you to change this part my husband's fixing up. An old seventies blazer, he can still use that same manual from the seventies to fix that car because even all of these years later, that car still operates the same way. Even though all these years have passed, suddenly parts haven't decided to take on new roles or new jobs . it still works the same way. So if he can diagnose what's happening, he can use that manual to fix it. There is a fix. It is very black and white. That is what we called controlled systems, and this is how many of us are operating as if our team is a controlled system, that it is black and white, that my team isn't operating the way I wanted to, so I can [00:04:00] go in and do this root cause assessment and get to the exact.
Point as to what's causing this, and then I can find this, magical bullet solution and apply that and boom, my team's fixed, like we're done with our change initiatives. Everything's good. We should be operating smooth as gravy, but our teams aren't controlled systems. There's very rarely ever one root cause that's causing the symptom.
There's likely many factors. Not only within your team, but outside of your team's control as well. And by shifting one thing within our team's system, that causes change. Change reactions. It's not black and white, it's not a controlled system. So we can't simply move around sticks and boxes on an org chart and assume it's going to save the day because.
Again, not a controlled system. We have no idea the [00:05:00] reaction that's going to take place when we move those pieces around. Our teams are what we call living organisms. So instead of thinking of that, engine in a car with a manual, I want you to think about a garden in your backyard. It's an unpredictable organism. It's out in the elements. You can't control the weather. You can't control a sudden cold front.
You can't control the pests. You can't control your little, three year olds running in there one day and ripping out half their plants.. You can't control those things. You can optimize the garden to get the results you desire, right? We can tend to it, we can, remove weeds.
But there is no black and white manual. Sure. You can read books, you can study it. But even if you apply exactly what you are reading in those books to your garden, it may not work [00:06:00] because we have a different ecosystem, different zones.
It didn't account for the sudden change in the weather or the certain types of pests. It's a living ecosystem that is constantly being impacted by the world around it. That is the environment our teams are. We have humans that are highly unpredictable with different behaviors and moods and experiences and opinions and things going on in their lives.
We have a bigger company with different things happening that much we aren't privy to. We have the broader world with the economy, with the rapid change of innovation that's also affecting our team. All of these different layers are affecting this little garden ecosystem that is our team, and we can't control it.
We can't control the weather, we can't control the [00:07:00] pests. And yet we all show up and still continue to work on this garden to try and keep it healthy, to manage it, to produce the best quality output we can. And that's the exact same way we need to be thinking about our teams. We can't fix our teams. We can't shuffle around sticks and boxes on a piece of paper and think our team's better.
We have to tend to it like a garden. Get in there, roll a bar, sleeves, get in the dirt. See what's happening.
We can't just look at it and be like, oh, it's not producing enough peppers guts to get it together, or my favorite. We're just gonna plant a new pepper plant right next to it because this pepper plant isn't doing well. We're just gonna put a new one in the exact same ecosystem.
We do the same things in our team. We're just gonna add new talent, new roles, new management layers to the system because no one else is doing what we need to do. They're not at the level we need them to be. So [00:08:00] if we just bring in new talent, it'll fix it. And yet we stick them in that same system that's struggling, that doesn't have the soil quality it needs.
That's not getting enough water that's being, suffocated by weeds, by bureaucracy, and we think that this new talent, this new plant, is suddenly going to do better. But when you put talent into a system, into an ecosystem that's struggling, it's going to tap its potential.
So even the most, best pepper plant in the world is going to struggle. Not because it's not capable of performing the way we want it to, but because of the ecosystem around it. So just like we care for gardens where we think about the components that it takes to produce a good, output of vegetables is the same way we need to be thinking about our teams.
So in gardens, we're thinking about, sun, water, soil quality, pest disease, weed management. We're thinking about the [00:09:00] components that create a good vegetable output. And those are what we're manipulating. Okay. If I can make sure it has the right sun, the right water. If I can continuously assess soil quality and improve that, if I can limit pests and disease and weeds, then those are gonna create the best outcome.
This is the exact same concept we wanna be applying to our teams. What are the core components that create a healthy, high performing team, and how can we manipulate those? Because right now, so many of us are just looking up above from the garden trying to, shift plants around and add new plants and think that it's going to do well without ever looking at the sun, the water, the soil, the pest and disease management.
We're not looking at how the work gets done. And so no matter what we shift around, those plans are still gonna struggle. Our team is still gonna struggle. So this is where work design [00:10:00] comes in. It's about shifting, adapting, pulling the different levers that create this high performing team, that create the result we desire.
There is no manual. There is no black and white golden answer that's going to fix your team. It's about learning how to tend to it. So let's talk about what those elements are . I've boiled it down to four core elements that I like to look at within teams that produce high performing results.
So the first one's gonna be strategy. Do we understand what we're trying to achieve? Are we focused in on that? Or are we getting pulled in a thousand different directions? Does every single person on the team, are they bought in and aligned around that strategy? Is that strategy highly focused on the one core impact we're trying to make this year?
Or is it a list of, 15 initiatives or OKRs [00:11:00] that are pulling us in a million different directions?
And this one along with the next one we're going to talk about are the two biggest factors I see at the root of many of team struggles where we are often reaching for org structure shifts that will have very little impact because the strategy is not clear, is not effective. And the root of it is that we do a poor job of doing strategy in corporate culture today.
The process as is very much rooted in corporate theater. It's a lot of, strategy offsites and PowerPoint decks, and, we're more worried about putting things into smart goal format. Then what is the impact? Isn't it driving us closer to our long-term vision? Have we actually done the work to understand, what's happening in the broader environment where our competitors are?
What do we predict is coming down the pipeline? In three to five years, that's going to impact [00:12:00] our company, our function, our competitive positioning. More so than actually looking at our strategy and saying, okay, the goals we just set, what's gonna get in our way of executing those? How do we need to shift how we're operating in order to execute on that strategy?
We don't do any of that. We're sitting there massaging it and saying does it have, all the elements, we need to check the box in the HR system. And that's nothing on us as leaders. It's just part of this old school corporate come command and control culture coming down where, we need to be able to hold everyone's feet to the fire and have this measurable thing.
And that we can track and say if they, did it or not. So we can do performance goals. It's just this super archaic process that has made strategy less about strategy and more about a check the box activity. And because of that, our teams are struggling. They don't have the direction they need.
They don't have the alignment they need. They don't have the [00:13:00] buy-in we need because oftentimes strategies are just shoved into a deck that we go over once with the team, assume they understand it, and then we never bring it back up again. I can go on a rant. In fact, scroll down. There's many a podcast rant about strategy, but this is one of the biggest gaps I see when it comes to ways of working that impact team's performance.
And like I said, that's right tied with the next one that we're looking at, and that's what I call teaming. So teaming is how do we take this group of individuals, like I said, all different personalities, all different experiences, all different opinions, and bring them together to execute on work. The problem with this one, and so many leaders overlook this one because it seems very fluffy.
Teaming is all about, how your team collaborates, how they hand off work to each other, how [00:14:00] they meet, how they organize around like cross-functional work or projects, how they handle conflict, how they give feedback. It's all that, what I would say, mushy stuff. That we're like, and it'll just figure itself out.
And here's the thing. It doesn't, it, it doesn't these. Patterns get developed over time. And we develop these working norms that many teams don't even understand that they have these systems of beliefs, and they're very unspoken. It's very much if you're in the know, you're in the know.
If you're not. Which means every time new people come in, there's this, if you've ever heard of, the teaming curve where it's like when a new team comes together, you go through this forming, storming, and then norming before you're able to actually perform. You're going through that curve like a rollercoaster constantly, because we haven't done a good job of actually bringing out how we work as a team [00:15:00] into the forefront and calling it.
What it is, which is this is our working agreements. This is how we operate together. This is how we expect to show up together instead of this thing where you actually kinda have to suss it out and feel it, and it takes multiple months and you take off a lot of people along the way. Or like we're all, I see this a lot, we're all operating off of our own working agreements.
We all have different feelings about how all these things should get done, about how we should give feedback about, one person thinks we should be giving it readily and they give it to someone who's finds it offensive. And because we have no working norm that's established this as a, like something we do on our team, now everyone's frustrated and we're causing friction and it boils up.
There's so much of this that comes down to a funnel, lack of miscommunication. And the other part that I see is that if we don't define out these systems for how our team operates together as [00:16:00] a team, guess who becomes that system? You as the leader. This is why so many leaders come to me and they're like, I'm drowning in the day to day.
I have no time for strategic work because I'm literally just holding my team together. It's because you've become the system, you've become the glue. Your team doesn't have a system, a structure for how they prioritize work, for how they come together and execute on that work for how they, track that work and make sure it gets done without you having to do it for them, without a system for them to provide each other feedback without you having to get involved to handle conflict without you having to get involved a system. For handing work off from one team to another in a way that's not throwing it over the fence or you having to get involved because someone's not happy with the other person's work quality.
Or you having to connect the dots of Hey, did so and so get you [00:17:00] what you need? Oh no. Okay, I'll go talk to them. And you having to be this broker. We don't have our team set up in a way where it can operate as a self-managed system without us, and that goes back to corporate conditioning. We've been taught the leader is at the center, the leader is the brains, the leader is the thinker.
The leader is the one who solves all the problems, and everyone else is the doer. This comes from 1910s taylorism. I talk about it all the time about operational factories. That's how most of our management principles and how we structure work came from today. Leader as thinker, everyone else's doers.
And you see it, gosh, look at your team. Look at how your work is operating within your company culture, and you'll start to see the remnants of this. Where all of the thinking is happening at the top, and it's not because your team is not capable. It's not because your team doesn't [00:18:00] want to, it's because we are not set up in a way for them to do it.
Everything has to come from you. Everything has to come through you because we haven't created a system where they can do it on their own. Where they have a say in the strategy and how work gets prioritized and how it moves on, how it flows from one team to another on how they give each other feedback to get what they need.
We haven't created those systems for them to tell us what's wrong and propose solutions without going through 17 levels of approvals. It's because that lingering corporate conditioning is still there that says, I as the leader think, manage control. You simply blindly execute. And teams have been through that for so many years that we've fallen into the state of learned helplessness of, you know what, you're right.
I can't do this. I was just talking to a leader inside my Liberated Leader program, and she's I [00:19:00] have this brilliant leader who cannot move without me, is constantly coming to me for my advice, my sign off on decisions, on and on ideas, on everything. Everything comes to me and I just, no matter what I do.
They will not just act without me. And we talked about, have you asked them about, the culture of work, of where they came from? You know what, like looking back into their history over their career, what it's been like to date, especially people who are in management positions. They've been through years and years and years of corporate cultures that are very top down command and control.
It's very, you make one mistake, you get a slap on the wrist, you make two mistakes, you're out. You make a recommendation and you get punished because you brought it up. Those types of cultures and we can't [00:20:00] act like that's not going to affect how people show up.
We can't act like that's not going to stick with them, that's not going to change their behavior and how they show up in the workplace. That's literally going super psychology nerd on you. Like thinking about Pavlov of like how you condition behaviors. We've conditioned learned helplessness because of this top down.
Hierarchical command and control culture. And now that we're in a position where we need thought leaders, where we need innovators on our team, where we are mostly knowledge workers who are paid for our ability to solve problems, to take initiative, to be in innovative instead of operational workers on an assembly line who need to blindly execute.
And because work has shifted, but our models haven't. And our teams have this learned helplessness taken from many years of doing work [00:21:00] differently, and now we're suddenly we're expecting them to show up differently. I could do a whole nother podcast episode on just this one piece. There is so much that goes into this that are preventing our team from truly stepping up, from taking ownership over their work, from being self-managed.
It goes. It has nothing to do with how your team's structured. It has nothing to do with you adding more management layers. It has nothing to do with you updating the job descriptions. It has everything to do with us taking a deep hard look at our system and saying, have we designed a system that truly empowers our team?
Have we acknowledged past learned helplessness and done the work to help them overcome that? Or are we still dropping them in this super bureaucratic leader at the center environment and expecting them to step up, take ownership, and run the team themselves. Okay, so that's the second one, [00:22:00] teaming. The third one is going to be execution.
It's actually looking at how we execute work, how work flows, how work gets done. Looking at. The processes, the type of work we're doing. The quality of work we're producing, and here's the reality of the world we live in, is that a lot of us have inherited our teams, and when we inherited our teams, we inherited all of the processes, all of the work with it.
So it's a long lost, great aunt coming to you and being like, you know what? I have this beautiful house. I no longer want it. I'm up and moving to Florida. Take it all. And it's great. I just inherited this brilliant house. Super excited about it. But she was a low key hoarder and it is. Full of junk and just years and years of accumulated, junk and just like fixes to the house that make absolutely no sense.
And it's just what in the world is going on here? [00:23:00] That is how some of the teams that you inherited feel. Because they've been built up over years and years of adding on these processes, these steps, these sign-offs, the taking on work that probably doesn't even belong with this team. And it's just become this conglomerate of a hodgepodge a, hoarder's attic that is just like impossible to get anything done.
And what happens is that we spend more time doing what's called the work around the work than actually driving that high impact, high value work. Forward. So we are spending all of our time, our resources, our capacity, our energy on what's supportive of the main work or talking about the main work.
So think like meetings, emails, the project management, the setup, the meetings of stakeholders.
Or jumping through all of that built up [00:24:00] bureaucracy and process that we've inherited from years and years and years of running this team to try and get the work done. We're spending months developing decks, and then getting 27 sign-offs and approvals and, and budget process and all of these things.
We're going through the process to make an impact. But we're not actually driving anything forward.
That's all taking away from that value creating work, that work that can be directly tied back to the main impact of our team.
Because you're wading through boxes and boxes of old junk, of old processes, of old work that you know, because somebody asked for this deliverable once that you're producing now, and it's. You are, you're spending so much time just trying to keep that machine running, that you don't have the time to stop and clear it out and make it more efficient to drive the impact you need today.
So that is the third way of working, the third [00:25:00] system that drives teams performance. And then the last one is going to be innovation. And I think this is a shocker when I put this up for many teams because they're like, that is the last thing on our mind. But it is so freaking critical if you want your team to succeed.
In the future of work, and I call it the future of work, but the future of work is happening now. That's today's reality is that the world we work in is constantly changing. It's constantly adapting. There's constantly new innovations happening, new technology coming through. There's constantly something else.
And so the teams that are going to not only survive but thrive are the teams who are able to adapt to change. In fact, I love if you guys aren't familiar with higher appliances, incredible innovative company that's really changing how we think about work. And their CEO had a really good conversation where they talked about it's not [00:26:00] just about performing anymore.
If your team is simply trying to execute good results in the form of metrics, you will fail. Because it's now about how you perform through constant change in transformation because the rapidly evolving market, if you are just staying stagnant, just continuing to execute on those same metrics, continuing to operate your team in the same way, you will fall behind massively.
So if you are not changing or transforming, you have failed. Even if you're quote unquote hitting the metrics, you need to be. Good teams are the ones who are changing and adapting, and so that's where this comes in. It's not just innovation in the sense of, constantly trying to come up with these cool, creative ideas and ways of working.
It's thinking about, okay, what are we doing? Learning from what's what's working and what isn't, and continuously trying to adapt and fine tune and tweak [00:27:00] and say, how can we do this better, faster, easier? That is what I'm talking about here. It's learning from what's going on in your team. It's learning what's happening in the environment, like I talked about in strategy.
What are our competitors doing? What do we think is coming down the pipeline in, 2, 3, 4 years? How is it going to affect our team? How do we need to start adapting now? It is the learning and adapting cycle that's going to be critical. And unfortunately, what I see in so many teams is continuously repeating the same mistakes over and over.
And a big one of this is doing org structure shifts. Continuing to shift our org structure, thinking that suddenly adding this new role or this new function is going to save the day. Instead of learning that, you know what, actually shifting our work structure isn't having the impact we're wanting.
And how can we start going deeper into our true ways of working and looking at these new levers instead of, adding a new structure while [00:28:00] continuing to exasperate that same old strategy process that isn't working. Adding this updated job description to help empower our team instead of actually going deeper and understanding what about how we're designed is disempowering them, is keeping them from stepping up.
We're not actually go doing the work to think critically, to dive deeper into our teams and understand what is happening at the systemic level, and learning from that and then adapting based off of that. And this concept is so critical to what we talked about with these living ecosystems, right?
Because like I said, when we're thinking about a garden, you can read a book and learn all about how to care for a proper garden, but what is going to work within your system, your zone, the type of weather you have, the type of soil you have, the type of pests you [00:29:00] have, if you have lots of bunnies or deer or whatever it may be it varies so much.
I used to get so frustrated when leaders came to me and they're like, but can we look at benchmarks? Did you pull benchmarks? And it's benchmarks are great in the sense of that they give you different ideas get, open up your thought process. But that's it. Because here's the thing, taking what's working over there and simply applying it to your team.
One, we have no idea if it's even working. It looks good. Maybe they talked about it in an article,
Maybe you even went and, you know, met with that company to, to, um, knowledge share and learn from them. But even in the most open, transparent organizations, they're not digging up all the skeletons in their closet and, and, and, you know, laying them out on the table with you. Sure they're, they're giving you some light pain points, but oftentimes you're [00:30:00] never going to get the full picture of what is going on here.
. And just simply blindly taking something that someone else is doing and applying it to our team without understanding like, is it truly working? And will it work for our environment, our team, our strategy, our culture? There's no way of knowing.
Instead, we have to be in tune with our system. What is happening? What do our people need? What is going on in our company culture? What is our competitive landscape look like? Like actually getting curious about the system, actually learning about what makes it tick, what makes it thrive? Studying it, learning it, trying new things.
Hey, let's try this thing. See if it controls those pests. Let's try that thing. Oh, nope, it didn't work. This one did great. Let's move forward with that. There's a lot of testing and experimenting, seeing what works and what doesn't.
The old method of taking six months of doing all of these deep dive assessments, picking a specific solution, [00:31:00] and then blindly applying it and going all in and being like, this is gonna work. I don't care. This is what we're doing. That's out. It is literally like a, it's like walking into a garden and like seeing these pests and being like, okay, we're gonna mass apply Neme oil and it's gonna take care of it.
And that's that. You have no idea how it's going to react, how your plants are gonna react if it's actually going to help the pests. Yeah, it says it will in the bottle, but you don't know until you try it because there's too many different systems at play here. There's too many different factors at play here.
So this process of testing and learning and adapting and testing again, and learning and adapting. This is how I want you to think about work design. It's not some massive initiative. It's not some massive project plan. It's a simple cycle and so many leaders come to me and they're like I can't do this type of change.
[00:32:00] I can't change or improve how my team works because we're constantly balancing, BAU business as usual and transformation work. And the BAU takes precedence. And here's my thing with that. If you aren't actually going to take the time to improve how your team works, is the equivalent of yelling at your garden for not producing, but telling it you don't have time to water it or pull weeds.
If you are not taking care of the ecosystem, then don't be shocked when you're not getting the results you need. If you are not focusing on the strategy, focusing on the teaming, focusing on the execution, focusing on how you're learning and adapting, then don't be surprised when your team is struggling because we haven't taken care of the ecosystem.
It's not that we don't have time, it's that we don't have a simple system for making it happen. It's that we still think change are these massive six months initiatives with project plans and, reoccurring meetings and giant project teams and all of this [00:33:00] stuff. But that's not the change we're talking about.
We're talking about simple little shifts, these reoccurring rhythms of let's try this thing. Let's see what happens based off of those results. Let's learn and adapt and let's do it again and again. It becomes this rhythm that lives within your team. It just becomes how you operate. That's what we're talking about when we're talking about work design.
And it's when I stopped focusing on these massive org structure shifts and started doing these small experiments, implementing this rhythm of continuously saying, okay, what is happening within our ecosystem that's preventing up from preventing us from doing our best work? And how can we try to experiment with something different?
And learn from it and test and, and, and try new things. That's when I started to see these massive shifts within teams [00:34:00] because we were working within the soil, within the ecosystem, and we were testing and learning and adapting. This is when I started to see these massive results and y'all, I am so passionate about this process that we are actually shifting.
The structure of Liberated Leader to align with this. So for those of you guys who are new around here, liberated Leader is my group leadership coaching program that is focused on stripping out all of this bureaucracy, all of these old school corporate conditioning ways of working that are preventing your team from operating at its highest level.
And we are shifting those four things we just talked about. To really thrive in today's world of work, fast pace, constantly changing, super agile. And y'all, I'm so freaking pumped about this new format. So what we're going to be doing is a Liberated leader is now going to be the Liberated [00:35:00] Leader Lab, and it is moving to a quarterly cohort.
Every single quarter, we're going to be running a lab, so we're gonna have a group of leaders coming in. We're going to be talking about challenging this old school corporate conditioning. We're going to be exploring these new future of work types of working.
So . Moving towards adaptive agile strategy, creating these self-managed autonomous teams, , thinking about these radically simple ways of working and executing, stripped out of bureaucracy and sign offs. And we're actually going to assess exactly where bureaucracy is building in your team's operating system.
And we are going to design experiments to shift those things. So as a cohort, you are actually all along with these leaders from all different industries, all different companies, all different functions, all different parts of the [00:36:00] world, and we are developing out these experiments and these solutions, and you're learning from what they're doing.
And we're actually going to test them across a six week trial period together in our teams. So not only are you leaving with this momentum and actually having driven change within your team, not just like listening to a bunch of, lessons, getting a bunch of notes and then you know, those notes dying in a folder somewhere or actually creating change in your team.
But you've got hands-on help from me along the way. As you're implementing these things, as you're running into, problems or change resistance, I'm helping guide you through them. You have a consultant, in your back pocket for wherever you need help, but you're also learning and watching everyone around you and what they're doing, getting more ideas, learning how to work through the problems that are facing in them that you will likely also face down the road.
So it's this network of peers where we're all coming together and challenging the status quo and thinking about different ways of [00:37:00] working to tackle our team's biggest problems. And you know what? That tackling of problems is only half of the impact that you are going to have on your team in this program.
Yes, we're going to build momentum on those pro those, those problems, but I would argue an even bigger result of this program is A actually helping you implement this rhythm of innovation within your team. So I'm going to walk you through the process. While you are in this 12 weeks, you are actually going to implement this rhythm in your team. And I don't care if you have the most change resistant, if you're thinking like, oh, my team's not strategic enough. I have done this with teams from all different functions.
I'm talking frontline ramp workers who are loading bags onto planes, call center employees, finance employees, , to my more innovative like digital teams, sales teams, cargo teams. I have done this across all different functions, and they [00:38:00] have come up with brilliant ideas. Because the more you run this process, the more they get used to it, the more they start to thrive in it.
And so what we do is I actually teach you how to bring your team together to diagnose the the biggest areas where bureaucracy is building up in your operating system to pinpoint the ones that they want to go after and tackle. I teach you how to bring them together to develop out these solutions, these experiments that work within your team's ecosystem.
And then I teach you how your team comes together and implements these in these six experiments. So you're actually testing and learning from them. And this rhythm just becomes part of how your team operates. It runs every single quarter. And the more that we run this. The more you'll start to see your team take ownership.
So by, the third time of running this Q3, all of a sudden you're not having to [00:39:00] facilitate this process. Your team has already started the quarter, they've already submitted, you know, proposals for experiments that they want to try on their biggest pain points. That now you're just voting on which ones you wanna go after and they already know how to come together and build a cross-functional team around those experiments to implement and execute on those.
And you are sitting back and you're watching your team constantly evolve how it operates. Constantly assess the ecosystem, assess what's going on, and come up with changes and these little shifts, it's not disrupting how your team's working because there's those small shifts that we're learning and adapting.
You're not having to deal with change plans and change communications because change management is built into the process because your team owns it. You're not adding more work to your plate. You are watching your team step up and be those strategic thought leaders and innovators that you've always wanted,
so while all of these other programs are out here, shoving more [00:40:00] information down your throat, more theory, more frameworks, we are actually getting into this lab. We are testing and experiencing and tackling your biggest problems, and we're also developing this rhythm in your team that is going to continue to live long after your time within this program.
And you are learning from these peers who are pushing your thinking. You are diving into these master classes that we're holding on those four pillars we talked about, where I am literally diving into more of that corporate conditioning that you don't even realize is capping your team's potential and how we need to shift every single piece in order to thrive in this new world of work.
Y'all. I am so freaking pumped about this space. I'm so freaking excited about that first cohort of leaders who we are kicking off with in January. And because of that, I am going ahead and for my podcast listeners, I'm giving the next three people who join the cohort for January, they're going to get their [00:41:00] first month free. So if that is something that you are interested in, go ahead and click the link in the bio below.
That's going to take you to the page for more information. There's also a link in that website to request corporate funding from your employer, so make sure to check out that letter as well, as always, my dms on Instagram are open. If you have any questions, if you want to talk through, if this is a good fit for your team, I'd love to do that. Otherwise, I hope you guys have a wonderful holiday season and we'll be back on the podcast in January.
Thank you for listening to the Liberating Teams podcast. If this episode hit home for you, don't forget to share it with another leader. Or if you've got 10 seconds, drop a five star review and it would mean the world to me so we can liberate more teams together. And if you try something for today's episode, come tell me how it went.
DM me on Instagram over [00:42:00] at Liberating Teams, and I'd love to chat more about it. Now. Let's go change the world of work. One liberated team at a time.
