This article was co-written by The Grove and Gyung Hee Han, a longtime HR business partner at W. L. Gore. Based in Korea, Gyung Hee is the Team Performance lead for Gore’s Asia-Pacific region. The article is the fruit of a conversation in which she shared stories and insights from her extensive experience working with Asia-Pacific and global teams.
As W. L. Gore has grown, its teams have become bigger and the teaming dynamics are more challenging. The team environment in the Asia-Pacific region is especially complex. Many teams function virtually. People work from dispersed locations, navigating Gore’s culture and wide-ranging local cultures while communicating in a language that may not be their first language. Team composition, roles and responsibilities may be in flux. Working in cross-functional teams adds even more complexity. Gore has found the Team Performance System to be especially useful in situations like these where the teaming environment is complex, diverse and global. read more…
I used to dislike using video in remote meetings. All the social cues we get from following another’s gaze simply don’t work on computer video. No matter where other people look, they seem to be captivated by something just out of view.
Surprisingly, I’m getting comfortable using video—sometimes I even enjoy it. Still, I’ve noticed that it often is used ineffectively. Since I’ve found myself in more video conferences than usual lately, I have been noticing what works and what doesn’t and thinking about why. This led me to write Rachel’s Rules of Order for Videoconferences, a work in progress.
These twelve guidelines actually are not about order so much as about reducing the confusion and disorientation that people feel when meeting remotely. These are useful for any kind of meeting, not just videoconferences.
Editor’s Note: The Grove is delighted to welcome Malgosia to our consulting team. This article is adapted from several get-acquainted conversations about how she found her way to this work.
Q: Do you ever wonder if you were drawn to visual communication because English is not your first language?
Malgosia Kostecka: I was born in Warsaw, Poland, and moved to the Bay Area from Switzerland when I was four years old. Growing up, my parents upheld our Polish heritage through tradition and storytelling.
Assimilating to a new culture and language taught me how we can communicate a great deal without necessarily understanding the language. From a young age, I was fascinated by the way images create a universal language and metaphors bridge a cross-cultural gap. Processing information visually became my dominant mode of learning.
Q: You seem to have a special knack for helping people feel at ease with their creative self-expression.
MK: I graduated with a double major in psychology and fine arts, with the intention of practicing art therapy. People are told at a certain age whether or not they are good at art. I have met many people who have closed themselves off to their creative expression and have gone into a default mode of “I can’t draw.” read more…
Is strategic planning on your horizon? In my consulting work with organizations over the years—across sectors and from a single team to enterprise-wide—I have seen extraordinary results using Strategic Visioning (SV), a Grove visual-planning system. I have used it to facilitate many creative, engaging, agile and effective planning processes for client organizations.
Here are nine common planning challenges that Strategic Visioning can help you resolve:
1. Accomplish planning without a months-long slog. Strategic Visioning achieves results in a time-efficient manner. Even when the pressure of keeping the ship afloat may not seem to afford the time for a big strategy process, the anxiety may remain: “Is all of this feverish rowing taking us in the right direction?”
Autodesk provides a great case study for tapping the full potential of The Grove’s Storymap® offering. Being so at home in a design-oriented milieu, the software company intuitively understood the power of visuals and was quickly able to leverage that power when it came time to roll out a visual communication within the organization.
Michele Wolpe, director of Employee Communications at Autodesk, was the project lead. She joined the company at a time when it was experiencing quite a bit of change with its business model and with changing market factors. Engaging in a Storymap process would provide a framework for employees to understand and navigate these changes.
Touring Autodesk’s Museum
As a project kickoff, The Grove’s David Sibbet and Bobby Pardini did a walkthrough of the Autodesk Gallery, where some of the amazing results created by people using Autodesk software are showcased. The diverse innovations and range of impacts displayed was fascinating and helpful. We don’t usually get to go into a museum and see what a client has done before we embark on a Storymap process! A great deal of what we saw ended up being reflected in the Storymap. read more…