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Wondering about our habit of using meeting time for "giving props." As the BIE team grows, it feels complicated to be recognizing the important work of everyone in this same way -- it often feels rushed; some teammates are quick to use this context more than others; etc... So I wonder: What would you say is the true purpose of this tradition? (public appreciation? something more specific?) And depending on the answer to that: Is this the best way to be doing that? What are other methods that we might use to meet that same goal? (ongoing wall of recognition; use of chatter/other social tool to give virtual shout outs; submitting one-liner props in advance for a public roll call of team love!; other?)

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What are alternatives to the "traditional" meeting format that we could have in our BIE toolkit? Taking a close look at our "meeting culture" and really examining how we could manage meetings more effectively - who, when, how long, what, why - lots to experiment with here!

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What different tools are individuals/teams currently using to communicate - in general and about specific projects? How are they working (or not)? What can we learn from how folks are already working?

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I wonder what happened to using our staff Salesforce group to post messages, share resources & ideas, etc. - seems like only a few staff are active on it anymore. And are new staff made aware of it in orientation?

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Appreciating the conversation about structures and thinking about how we can build social capital with each other. Combined social capital with structures that support transparent, easy communication will be key.

I do feel the need to say though that I am fearful that this has the likelihood of making us get too caught up in the "touchy feely". If there is a respect for eachother and a broader awareness of people's interests, talents and potentials, that will allow us to do real, good work. I dont want to turn into a place where so much of it is wrapped up in the emotional ties of framing our conversations and feeling like everything is a "courageous" conversation. That to me is exhausting and makes me not want to lean in because we could dwell in that place.

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this might be moving into a different realm of culture but I feel like it's connected to several ideas here, which is that there isn't a sense of prioritization. In service of the mission so much of what we do or what we might do is important and we tend to take every new idea on as the thing we should be doing Right. Now. Without communication about strategies priorities people are running in a variety of directions that should be connected but doesn't feel that way .

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Could we adopt a "no fly day" at BIE where there is one day a week no one is on the road? How can we find a way to have continuity in our communication and collaborative work in all areas of the org with so much coming and going and constrained availability for consistent, reliable face time? This creates fragmentation.

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How might we create a process to allow new ideas from throughout the organization to surface and make improvements i.e Warby Parker or some other orgs that have created processes for ideas and projects to emerge from bottom up.
https://www.inc.com/linkedin/neil-blumenthal/warby-parker-efficiency.html

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There is a lot of leadership meeting time but it is not clear to others not on leadership what decisions are being made and why and what changes are happening as a result. I understand not everything can be communicated but some structure to share high level info might help with communication.

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I often am unaware of what is happening and updates on projects- both success and challenges and at time hear more through Twitter and being at other events than I hear internally about the work of BIE and the awesome team.

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Might there be a way to streamline communication without creating more meetings?

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I've observed too many decisions made about what others want based on assumptions (e.g., too busy, people don't want that). When suggested that we ask everyone, that falls flat. How can we find out what is happening or should happen organization-wide quick and nimble processes for finding out what folks want/not want so we can move forward?

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In every organization I've ever been a part of, there is a basic implicit or explicitly-stated expectation for basic communication (e.g., email). At BIE, some emails by leaders go unanswered. How is this acceptable? Fixing this is low-hanging fruit.

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Lack of Clarity on Key Terms: Inform, Consult, Agree

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Lack of Clarity on Key Terms: Inform, Consult, Agree

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What does it mean to "consult?" What does it mean to "inform?" What is "agreement?" Without being clear about this, I've been part of instances when people say that they got a "yes" to go forward when actually people did not agree. When we consult, does this mean we need agreement OR we need to hear another's thinking and then we decide? Or does the consultant decide for us?

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One of the beauties of BIE is that there is a family feeling and it is seems like that is an organizational frame that we hold. I wonder how much that frame makes the work too personal. Our mission is so clear and compelling - how can we shift the focus on what is happening with "me" or "us" to what is the happening or not happening for our partners and the students who are furthest from opportunity? Might there be too much focus on "us?"

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The liveliness of this anonymous board makes me think we need more things like this!!! Safe but public opportunities to share observations of what is working and what challenges we're facing. Wowza!

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Lack of Transparency in Work Productivity 

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Lack of Transparency in Work Productivity 

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We don't really know what each person is working on, which leads to a bunch of assumptions about who is productive/busy and who is not. When you talk to the folks, the story is very different. What tools can be put in place to show the work on the table and who is doing what? Where is the master calendar (made the year prior)? Where are the implementation plans for strategic priorities or projects? I think that we are missing the planning piece.

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Diversity is evident in the varying ways folks like to communicate and organize their work. Who does this work for and who does this not work for? What's the right balance?

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Feel free to comment, +1, or add questions to ideas shared by others! Also, please move your stickies around so that they are all legible on the screen (no overlaps). Thank you! <3

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Lack of Agreement on What it Means to be Inclusive  

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Lack of Agreement on What it Means to be Inclusive  

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What does it mean to be inclusive?  How do we make sure people are included and in what ways? Is it expected that everyone is invited to every social event (e.g., walk, or dinner)? How do different people bond in ways that are authentic between people without being perceived as "cliquey?"

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Expectation to have productive conversations with folks if things go wrong with no protocol to do this (which feels dangerous since these convos will be undoubtedly messy). Also, it seems like some of us are having these conversations and pushing others to talk to one another, and others (in positions of relatively more power) are holding the information and making professional judgments (and taking sides) when they hear that two people don't get along.

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No social structure to bind folks in a consistent way to set traditions and rituals that are inclusive and that help to create social bonds beyond working relationships.

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Lack of consistent communication about what is happening in the organization both on the metrics (what we are achieving), activities (what we are doing to achieve the mission), and other events.

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Click on the Iceberg template to familiarize yourself with the process.
Click on our Sketch to see our thinking.
Click on the PINK PLUS in the bottom, right corner to answer the following question:
What structures, mental models, etc. keep you from effectively connecting with others in the organization? Please pay particular attention to cross-team communication, communication between virtual and onsite staff, and communication up and down organizational hierarchies?
Move your sticky note to the left of, right of, or below the Iceberg and Sketch.
THANK YOU!

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Our "Sketch": Our notes from the exercise

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Our "Sketch": Our notes from the exercise

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I don't question the intent to be inclusive or transparent in our organization, but I do think we are missing a vigilance around visibility. I'm missing a platform and practice of posting opportunities for new project teams or thought partnerships as they arise, with some mechanism for those who have interest, time, and capacity, to opt in. As someone else referenced, we should remove our ladder of assumptions around availability and interest.

A minor adjustment we might also make is a consistent practice around our calendars. Most are transparent, and list the work; a few are not -only listing "busy." I think it is important to maintain transparency around our work in our calendars as well.