Dealing With Uncertainty: 3 Stand-Out Capabilities You Need In Every Team

Community Dealing With Uncertainty: 3 Stand-Out Capabilities You Need In Every Team Grazia DonvitoNovember 11, 2022Leader talks to his colleagues during a team meeting Bigstock {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]}

One of the biggest issues in managing large, complex, or high-profile pieces of work including change and transformation projects is that you have to continually be on the lookout for, what I will call, half-baked problems or early warning signals that indicate challenges may be on their way—this while simultaneously leading, building, and delivering what is in your remit right now.

If you are a change project leader or tasked with leading and delivering big change in all or a part of your organisation, while balancing your many (read many!) day-to-day activities, you must also balance monitoring for early warning signals.

What do I mean by early warning signals?

As an example, any activity, new piece of information, or behaviour from a senior stakeholder that catches your attention because the information is at odds, surprising, or inconsistent with your current understanding of the context (and details) of your transformation work.

For instance, if there is a sudden change in senior leadership in the organization, pay momentary attention and ask yourself, ‘What does this mean for the transformation work in my remit?’ The answer decides if there is impact, no impact, or a need for action by you, such as continuing to monitor closely.

Early warning signals are one of the best sources of information on potential problems, risks and threats to your work’s success. Signals are indications of potential, unexpected change that might hit your work, project or complex activities. You need to monitor the horizon continuously to know what might be coming ‘down the barrel at you.’

What To Do? Team meets at workBigstock

So, what to do when you are so busy with your day job to also fit in this extra layer of horizon scanning or monitoring?

If you are able to and your budget allows, surrounding yourself with a team of capable colleagues will help you build additional capacity to get the work done and to help monitor these half-baked problems and early warning signs.

It’s important to work out how to monitor what might be coming at you and your project because being prepared will mean you will likely nail anywhere up to 9/10 problems and mean you will rarely be caught off guard.

While not 100% fail-safe, monitoring the horizon for early warning signs of what might be coming means you stay more in control of your project overall and are able to reassure your stakeholders and sponsor of the same as well.

Stand-Out Capabilities You Want In Your Team Team members discuss a problem during a work meeting

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In my experiences in the trenches working on distressed or big complex projects in multiple industries, where uncertainty rules, there are three recurring stand-out capabilities in people I have worked with that can make a difference to your success including pre-empting half-baked problems. You may want to read more about distressed projects and teams by reading my blog post "6-Point Checklist For Taking Over A ‘Distressed’ Project & Team" here.

The stand-out people are those with the motivation to do a good job, are able to join the dots in the project without full information, and are great at pivoting in uncertainty.

You might be surprised that I don’t mention, out of the gate, stand-out skills like knowledge or experience. In truth and in my own experience these are not the most important, at least initially. Skills and experiences can often be acquired including during high-pressure, big, complex, project work. I know because I had a brand new team start with me as part of the Brexit Transfer—choosing people who were not the most experienced but were motivated, could join the dots, and were able to pivot quickly and regularly.

So, let’s go through each of the three stand-out capabilities in a bit more detail:

Stand-Out Capability #1 - Motivated stay motivated, motivation concept

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What I am talking about here is what drives the person in their day job. Some are driven to do their day job and others are driven by doing more than their day job without being asked. These people are what I would call natural-born problem solvers who are driven beyond just doing their day-to-day activities.

Nothing is externally imposed on creating this person’s motivation; rather the motivation comes from a place deep within the individual. They are driven beyond usual incentives rather they are driven by a higher-order goal that is beyond a paycheck (although this is important). I would best describe these people as going the extra mile without being asked to.
This is not necessarily about asking people to constantly go the extra mile. Your job as a leader is to make sure things remain as balanced as possible within the team and effort, but having the attitude tells you something about the sort of person you could potentially have as a colleague and on your team. And when you are restricted by size of the team, you have a small, tight-knit team, and in truth, there is little room for people who are not prepared to go the extra mile.

Stand-Out Capability #2 - Able To Join Dots connect the dots geometric concept

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People who join dots (connect information that doesn’t look like it connects but eventually you see it does) are able to join together information from different sources to build a clearer picture of something that is yet to reveal itself completely (like a half-baked problem or material risk that is yet to gain momentum).

This skill is invaluable in helping to pre-empt and deal with problems that are yet to ‘grow legs,’ that is problems that could become much bigger.

Colleagues with the ability to join the dots are able to see what may be almost invisible to most others. These are people who can work comfortably even without full information and yet have a sense of what to scan, what to ask ‘why’ about, what to watch out for, and how to act if things change, that is more or pivot quickly. They are able to see the small silver balls of mercury and are able to look and sometimes find the energy that may push each individual silver ball into a larger pool of silver mercury—that is a problem with legs in our analogy.

So, this capability to join the dots will always surpass knowledge and experience in my book. Of course, it would be ideal to have both types of colleagues in your team—those that are new, with fresh eyes on a problem, and those who might be more experienced and knowledgeable. This would then, however, require all to get on as a team to build trust to share information freely otherwise having all this knowledge and ability won’t bring out a great result. This bit, managing a team well, is up to you as manager or leader. By the way, skills can be trained but attitudes like motivation and an inner drive to understand and do a great job are not so easily trained or found.

Hence why I would always go with motivation over skills when selecting a team.

Stand-Out Capability #3 - Able To Pivot pivot, strategy change concept

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I define pivoting as an ability to turn or rotate fast. Pivoting is like watching velvet that moves. The feel of velvet is soft and sophisticated for some, and this is what I mean by pivoting in this context. People who can pivot are essentially able to effortlessly move from one task to another, from one piece of work to another, without any angst or stress. Velvety. Rather they appear as soon as they are needed even though they may have been very busy already.

Final word

As motivation is the hardest to recruit for and identify in your colleagues, the best way to find out what motivates a person is to ask them: ‘What are the top five things that motivate you?’ You will find that while money or financial reward is in the top five, it is not necessarily number one of the top five. Interesting, right?

Another important success factor is to make sure you select people who are naturally comfortable with change. Make sure you spend time understanding if your potential team member does not like or deal well with uncertainty in the workplace or in their day job; rather they prefer stability—nothing wrong with this by the way—but this means they may not necessarily be suited to the energetic demands of pressure and uncertainty coming out of a big project.

So, keep this in mind when building or assessing your potential team members. Make sure you match a person’s personal environment preferences (busy, stable, chaotic, calm) with their preferences. These are important factors in successfully embedding someone in your team and an important factor in the project’s ultimate success.

Summary Team members shake hands after a work meeting

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As a leader or manager of large pieces of work that are surrounded by uncertainty, it is important to continually scan the horizon for emerging risks and impending problems. This is a vital capability that needs to sit alongside your many other responsibilities and skills.

It is in your best interest to surround yourself with a capable team that can provide additional capacity to you either to scan the horizon with you or for you to delegate some of your other work so you can dedicate more time to scanning, assessing, and mitigating problems that might be coming your way.

I would love to hear what you think and how you handle scanning for early warning signals in your change work and projects.

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A performance review usually isn't something employees or managers look forward to. But it's an essential part of the business—to discuss performance and give feedback with the intention of helping the employee and the company as a whole. If you're the one conducting the performance review, how can you ensure it's a productive conversation?

We recently asked our executives what their performance review dos and don'ts are.

Here are their responses...

John Schembari, Senior Education Executive

Make the evaluation process as grounded as possible in evidence of practice/what is empirically observed. The use of performance rubrics that delineate and explain different levels of proficency can help to ensure that quality of work is being evaluated as opposed to personality.

If there are several individuals evaluating staff in similar roles of like function ensure that there is inter-rater reliability and, thus, equity in how performance is measured. Determine a common definition of quality performance and success across the organization. In the review, highlight both the practices that the employee should continue doing as well as those that should be refined. If possible, allow the employee an opportunity to discuss both their successes and determine how they will address practices to be refined as well as deliverables/due dates.

Don't wait until the next review to follow up with the employee. Provide resources that address growth areas and check back on a regular basis.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Talent Architect & Global Learning StrategistWoman gets feedback on her career from her boss during a performance review

Image from Bigstock

Top performance is the way in which organizations grow, evolve, and compete. The same goes for employees of all levels. Yet one key ingredient is delivering performance feedback, which for managers and leaders can feel quite difficult and filled with stress. And all of this in addition to the current inflation, burnout, and a hot talent market that has employees quitting in droves.

We know from vast research on feedback that if you don’t deliver tough, healthy feedback—if you just let people "skate by"—it has a demotivating effect on strong performers and team players.

One important trend which has taken place for the past decade or so is eliminating year-end reviews. The rationale behind year-end reviews is to understand and measure the accomplishments and quality of work from year to year.

Focusing throughout the year on having good, quality performance coaching conversations with a specific cadence is what makes the difference. If this is the approach, for the vast majority of people, the year-end review becomes just another good performance conversation—a summary of what you’ve talked about throughout the year.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

Michael Willis, Sports Business Operations Executiveperformance review concept

Image from Bigstock

A performance appraisal is an evaluation done on an employee's job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year.

A performance appraisal should motivate an employee to better performance by helping them understand why they need to move away from poor performance or toward critical objectives.

360 Feedback Evaluation

I like the 360 degrees form of appraisal where employees are evaluated by colleagues, customers, subordinates, and other connected managers. The 360 feedback allows the employees a glimpse of how others view their performance in various relationships critical to the job.

I think everyone's work and evaluation should be aligned to 3 factors:

  • A company's mission
  • A company's goals
  • A company's competitors
  • This evaluation should factor in the company's competitors:

    • Current competitors
    • Future competitors
    • New market entrant competitors

    Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

    Melodie Turk, Learning Experience ExecutiveBoss meets with an employee for a performance review

    Image from Bigstock

    Do not give surprise feedback during a performance review.

    Do summarize all the accomplishments and the improvement work done throughout the year.

    Many years ago I had a boss that set up quarterly development meetings with each employee. We were both expected to answer two questions about ourselves and the boss. They were: "What am I doing well? What could I improve on?" and "What are you doing well? What could you improve on?"

    It's a framework I continue to use to open up the conversation on both sides for constructive feedback that works both ways. The valuable conversation plus the frequency made it very easy to prepare for the annual performance review—and there are no surprises.

    Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

    Don Schulz, Senior Operations & Commercial Real Estate Executivecareer performance review concept

    Image from Bigstock

    ​In my experience in leading people and teams, the key to performance evaluations is to make them an ongoing process. They should not be a point-in-time event but rather a more regular occurrence, integrated into the normal rhythm of business. This maintains transparency and ensures there are no surprises. Use regularly scheduled one-on-ones as the primary forum for discussing it. Feedback should flow both ways between employee and manager as appropriate.

    It is also worth mentioning the timeliness of this question. I just returned from a national veteran’s charity event in Florida where this exact topic came up in conversation with some veterans. While none of them expressed the least amount of joy in the administrative aspects of completing performance evaluations, all of them expressed one shared belief: the importance of regular, continuous, ongoing feedback and how it is critical to maintaining high-performing teams, effective alignment, and a collective focus on mission.

    While the level of criticality in the military varies from the civilian work world, the principles still apply—people stay more properly oriented toward an organization’s collective goals, display greater engagement, and deliver better results through regular performance feedback and a more transparent understanding of their individual contributions, both positive and negative.

    Don Schulz is a 25+ year commercial real estate executive & COO. On the personal side, he likes to ski, hike, golf, and run, and is an occasional homebrewer.

    Kathleen Duffy, Founder, CEO, And President Of Duffy Groupmeasuring KPIs concept

    Image from Bigstock

    Performance reviews should be a time of self-reflection for the employee and an opportunity to set professional goals for the upcoming year. We look at KPIs each month and have found when the employees look at them through the lens of their goals, the discussions take on a tone of continuous improvement.

    Within our framework, here are examples of a few questions we ask:

    • What one or two skill areas are you going to focus on or continue to focus on to improve as a leader?
    • What will be the impact for you if you do improve in this skill?
    • What will be the impact on the company overall if you do improve in this skill?
    • What do you need to focus on doing/not doing, feeling/not feeling, to be a better leader in 202X?
    • How can I help you?

    I don't want to give the impression that we avoid tough conversations. We have them in real time and don't wait until the performance review.

    Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company's vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.

    Stan Hammond, IT Cyber ExecutiveWoman talks to her boss during her performance review

    Image from Bigstock

    A performance review is official and engages HR. It is essential to treat your staff with respect and dignity. Two rules and/or ideas:

    1. Never bring up a subject (especially negative) during the official performance review that you have not presented and discussed unofficially before the meeting.

    2. Use the process to get to know your staff better and to build camaraderie. Ask about something they have accomplished this past year that you may not know about. Share positive feedback you have received from other leaders/team members. (This may take proactive work on your part to prepare for the review.)

    Stan Hammond is an IT cyber executive with decades of experience leading billion-dollar corporations and government agencies, including ServiceNow, the State Department, Veterans Affairs, Charter, GKN, Baxter, Caremark, and Pfizer, with cutting-edge technology.

    Lisa Perry, Global Marketing ExecutiveProfessionals during a business meeting/performance review

    Image from Bigstock

    Sixty-nine percent of employees say they would work harder if they felt their efforts were better recognized according to a survey by Officevibe. The truth is what makes the difference is the little things that you do throughout the year for your employees that can make an impact; from keeping track of your employee’s development, providing support to setting them up for success.

    Here are five dos and don'ts of performance reviews.

    • Define Objectives & Expectations: Don’t forget to define your objectives and expectations. I’ve used SMART (specific, measurable, achievable, results-oriented, and time-bound) objectives for years. But I’ve just started to now use OKRs (objectives and key results), a collaborative goal-setting methodology used by teams and individual employees to set challenging, ambitious goals with measurable results.
    • Provide Frequent Feedback: Don’t give feedback once a year. Provide coaching conversations that people welcome on a regular basis. This will help your employees stay focused, meet their goals, and grow professionally.
    • Two-Way Discussions: Don’t make the review process one way, top down, and behavior focused. Focus the performance review on results and make it as much of a 360-degree review as possible. Employees need to feel like they’re being heard and valued. Include the boss's assessment, employee self-appraisal, and peer reviews in a meeting in which both parties can share their observations, perspectives, and comments about job performance.
    • Provide Facts: Don’t provide vague feedback. Provide well-documented facts for both good and not-so-good results. Everything should be backed by facts.
    • Action Plan: There is no follow-up to the performance review with an action plan. Develop an action plan with set goals, areas for improvement outlined, support detailed, and deadlines to evaluate the progress. Keep it simple and positive, and express your confidence in their ability to improve.

    With these tips, your review discussions with your employees will be a natural extension of the coaching that they receive. Remember, your team should be supported and listened to. Be open to receiving feedback as well.

    Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

    What are some other performance review dos and don'ts? Join the conversation inside Work It Daily's Executive Program.

    Read moreShow lessperformance review dos and don'ts {"customDimensions": {"1":"Executive Community, Jenna Arcand","3":"performance review dos and don'ts, performance review, performance evaluation, executives, leaders, managers, leadership, management, performance appraisal, performance review process, performance reviews, performance review tips, john schembari, ana smith, michael willis, melodie turk, don schulz, kathleen duffy, stan hammond, lisa perry, conducting performance reviews","2":"community","4":"11/11/2022"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 544324100, 544398565, 473310813, 544398569, 544398578, 544398580, 479660731, 473333499, 544398583, 376489624, 552342491, 544398588, 570046141, 473310812], "buckets": [], "authors": [21030904, 19836096]} } Popular 4 Ways To Make Monday Feel Like Friday Kelly GregorioJenna ArcandNovember 11, 2022Happy man at work on a Monday Bigstock {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]}

    Why do we love Fridays so much? The answer is pretty obvious: in front of us, we have a weekend of possibilities, days where we can hang out with friends, do something fun, or enjoy doing nothing at all.

    The weekend spells r-e-l-a-x, and for most people, that means Monday spells d-r-e-a-d. Fortunately, some simple adjustments to your normal routine can trick your mind into thinking it's the best day of the week.

    Here are four ways to make Monday feel like Friday:

    1. Prep On Friday And SundayWoman writing notes to herself to read on Monday

    Bigstock

    Before you leave your desk on Friday afternoon, take the last few minutes of your day to ease the shell shock for your future Monday self. Jot down a list of loose ends and then prioritize the things that need to be done so that when you get back to work on Monday, you can just dive in.

    Also, leave yourself an inspirational note on your desk to greet you when you arrive at the beginning of the week. You are awesome at your job; this is going to be a great week! Or even better, remind yourself why you like this job in the first place. Can you believe you're getting paid to do ___? Be thankful! (Sound cheesy? Try this just once and tell us it didn't brighten your mood…)

    Sunday night preparations can make your Mondays better too. Afford yourself some extra minutes of snooze time by showering the night before and having your clothes ironed and ready to go. Also, remember that good nutrition is in direct correlation to your energy levels and mood, so prep for a protein-rich breakfast (i.e., a hard-boiled egg or a grab-and-go yogurt).

    2. Plan For HappinessFriends meet up after work on a Monday

    Bigstock

    Having something to look forward to makes getting out of bed on Monday a whole lot easier. There's no rule that states all of your fun has to be saved for the weekends!

    Try setting a standing date with friends on Monday nights. To increase your mood even more, incorporate exercise. An evening walk with some local friends can get you feeling great—both mentally and physically.

    Can't get anyone else to break out of their Monday routines? You can still have something to look forward to at home. Try turning Monday night into movie night, or DVR your favorite TV show and wait until Monday to watch it.

    3. Dress For EnergyWell-dressed man shakes hands with his colleagueBigstock

    There's no denying the pick-me-up power of a great outfit!

    Looking good boosts our mood and confidence. So much of the Monday blues are mental stipulations we put on ourselves, which means we hold the power to bring about change. Switch things up by wearing your favorite outfit on Monday and give your mood a chance to compete with the other, more popular days of the week.

    Does your work wardrobe lack some overall excitement? Your clothes can still have a positive effect based on colors alone. Studies show wearing red or violet boosts energy and green or yellow can put you in a noticeably happier mood.

    4. Just Say NoWoman relaxes after work on a Monday

    Bigstock

    One of the things that make Fridays so great is that, for the next few days, you are not obligated to do much. Having freedom and flextime are instant mood boosters, but those perks do not need to be held off for just the weekends.

    Afford yourself some of the same luxuries on Mondays by opting out of something you would normally feel obligated to do. Whether it's laundry, cooking dinner, or checking your bank account, give Monday evenings a free pass and indulge in the comfort of knowing your limits.

    How do you get through the dreaded Mondays? Try one of these tips if you need some help making Mondays just a little more bearable!

    Need more help with your career?

    We'd love it if you signed up for Work It Daily's Event Subscription! Get your career questions answered in our next live event!

    This article was originally published at an earlier date.

    Read moreShow lesshow to make mondays better {"customDimensions": {"1":"Kelly Gregorio, Jenna Arcand","3":"mondays, monday blues, planning, make mondays feel like fridays, how to make mondays better, workplace, happiness, work, habits, work life balance, monday mornings, career advice, career tips, career, professionals","2":"popular","4":"11/11/2022"}, "post": {"split_testing": {}, "providerId": 14, "sections": [0, 370480899, 479660731, 473310813, 473333499], "buckets": [], "authors": [19549280, 19836096]} } FeaturedLeader talks to his colleagues during a team meeting Dealing With Uncertainty: 3 Stand-Out Capabilities You Need In Every Team {"customDimensions": {"1":"Executive Community, Grazia Donvito","3":"team capabilities, team, teamwork, motivation, motivated, join the dots, connect the dots, ability to pivot, pivoting, uncertainty, team members","2":"community","4":"11/11/2022"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 544324100, 473333499, 479660731, 582632862], "buckets": [], "authors": [21030904, 25355190]} } Now Hiring: Remote SysOps Engineer Now Hiring: Remote SysOps Engineer {"customDimensions": {"1":"Work It Daily, Kinsta \u00ae","3":"kinsta, hiring, remote jobs, remote work, remote workforce, remote companies hiring, remote companies 2021, sysops engineer, sysops engineer jobs","2":"popular","4":"05/18/2021"}, "post": {"split_testing": {}, "providerId": 0, "sections": [370480899, 545998439, 545998440, 473310812, 376489962, 526353713, 545658354, 548352055, 548352058, 543270555, 473333499, 473310813], "buckets": [], "authors": [19548593, 21891195]} } J.T. O'Donnell reflects on lessons professionals can learn from athletes. 3 Important Career Lessons Learned On And Off The Field {"customDimensions": {"1":"Executive Community, J.T. O'Donnell","3":"career change, entrepreneur, entrepreneurship, career, career challenges, overcoming career challenges, personal branding, personal development, professional development, professional growth, success, career success, pro athletes, tom brady, chris gronkowski, nfl, tiktok, social media strategy, social media, career growth","2":"popular","4":"02/10/2021"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 370480899, 473333499, 376489962, 526353713, 376489624, 479660731], "buckets": [], "authors": [21030904, 19549412]} } How Ex-NFL Player, Chris Gronkowski, Is Using Social Media To Change Careers How Ex-NFL Player, Chris Gronkowski, Is Using Social Media To Change Careers {"customDimensions": {"1":"Executive Community, J.T. O'Donnell","3":"2010, Barstool, camera phone, career growth and development, career growth opportunities, chrisgronkowski, cowboys, dallascowboys, dinner, football, free, gronkspike, iceshaker, investor, nfl, nflfootball, nflplayer, nflplayers, nflworkout, payday, rookie, salary, sharing, sharktank, tic toc, tic tok, tick tock, ticktock, tictok, tik tok, tiktok, tiktok.com, trade, trainingcamp, upload, video, video phone, weighin, youtube.com, \u0442\u0438\u043a \u0442\u043e\u043a, \u30c6\u30a3\u30c3\u30af\u30c8\u30c3\u30af, chris gronkowski","2":"popular","4":"01/29/2021"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 370480899, 473333499, 526353713, 376489624, 479660731], "buckets": [], "authors": [21030904, 19549412]} }

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    Originally posted on: https://www.workitdaily.com/dealing-with-uncertainty-team-capabilities