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1. Team Tuesdays and immersing in other people's work
2. Well-being
3. Clear expectation on what we can and cannot offer as support
4. Meeting other team members and understanding other work as well

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Ways to increase accountability and hypothesis

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Ways to increase accountability and hypothesis

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1. New team - virtual work
2. Are we able to see success in our roles?
3. Balance between skill and mindset  - open and honest communication can be a solution

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1. Accountability and ownership
2. What does support look like for people who are not able to perform and live upto expectations that are set?

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1. Capturing voice and feedback to promote culture 2. Willingness to go beyond JD 3. THe pandemic in itself has pushed for a lot of collaboration 4. Need for reinvention and that bring out joy

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1. Working with other team members in spite of the virtual work format.
2. Manager capabilities

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People Manager interactions (+1)
Goal orientation
Collaboration
Trust in SLT, increase in visibility, i know whats going
Working with other teams
Recognition

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Rationale for choosing these statements as top bright spots? 

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Rationale for choosing these statements as top bright spots? 

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:: Relevance of it to an individual's performance
- Time of goals being different
-- process for goals.
- Time spent on it

Feedback and voice our opinion
- if I know my goals and rationale - helps me feel - all three are interconnected.

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Practices that have enabled these bright spots?

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Practices that have enabled these bright spots?

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:: Number of touch points for Manager - Managee and quality of touch points - leading to increase in People Manager statements

:: Outcome orientation - More rooted in data - our goals are reframed to include more data.

::SLT touch points with Staff and Fellows

::People Manager statements - Need to work v closely, pandemic bringing us together for problem-solving

:: Feedback being consistent and being made visible

:: Goal setting conversations + reflections happening regularly.

:: Relationship between Manager - Managee - listening

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:: Supporting people  who act against our core values
+1

:: I love doing the work I do
+1

::Trust within the team

:: I have what I need to do my job properly

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Hypotheses for our scores being low on these statements?

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Hypotheses for our scores being low on these statements?

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:: Core values statement - Have we seen the implementation of the redressal systems?- Connection between core values and policies - are we able to see?
Till what point are we tolerating behaviour that violates core values? What does support really mean for these core values? How do you support someone who acts against Excellence?

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Rationale for choosing these statements as focus areas?

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Rationale for choosing these statements as focus areas?

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Managerial support:
- Continue sharing and collective decision making and problem solving
- People's well-being as priority should be continued

SLT work:
- Recommend SLT continue to have such periodic spaces irrespective of whether the crisis is there or over
- Regular updates on and from the SLT

Trust:
- All Staff members get a chance to execute something with all the other team members
- Create spaces for all Staff to immerse in other team member's work - "One day in the life of ___"
- Informal spaces towards connecting and bonding with each other

Loving the work we do -
People are losing sight of the vision - how often are we celebrating and recognizing good work? Seeing Success in our roles

Core values -
Bureaucratic hassles - why things get slowed down -

Ownership & accountability -

Defining what support will look like