Gathering Allies

Gathering
Allies
© 2018 Singularity University
Build a tower...
...out of shoes.
Did everyone
participate?
How did you decide
what to do?
What happened when
people made
mistakes?
Did it occur to you to
make one big tower
together?
1.
How are successful
teams created?
2.
How do leaders create
successful cultures?
How are
successful teams
created?
THREE TASKS
INCLUSION
CONTROL OPENNESS
INCLUSION
IN OR OUT?
Identity
Belonging
Participation
700%
HEART Home HANDS
Who you feel Who you get
most safe and the most done with:
vulnerable with: Team, partners, vendors, etc.
Beloved, family, friends, closest Hands
advisors and partners, etc.
Head
Heart
HEAD HOME
Who you do Who you feel a sense of
your best thinking with: community with:
Partners, advisors, mentors, Networking groups,
investors, leadership team, etc. professional organizations,
conferences, volunteering,
religious groups, etc.
CONTROL
UP OR
DOWN?
Roles
Decisions
Conflicts
OPENNESS
CLOSE OR
DISTANT?
Personal
Vulnerable
Whole
What makes a
team successful?
Group cohesion, motivation, satisfaction
Clear, challenging, meaningful vision
Well-defined roles and responsibilities
Rewards, recognition, and resources

THREE KEYS
SOCIAL
SENSITIVITY
Let’s get out of here!
I’m scared.
That’s amazing!
I like you.
That’s disgusting.
I don’t understand.
TAKE A
DEEP
BREATH
GO FOR LAUGH
A WALK
SHARE
A MEAL
HELP HUG
SOMEONE SOMEONE
THREE KEYS
SOCIAL CONVERSATIONAL
SENSITIVITY TURN-TAKING
Lots of ideas in short contributions
No long monologues
Alternating between advancing ideas

and responding to others
Everyone contributing more or less equally

THREE KEYS
SOCIAL CONVERSATIONAL DIVERSITY

SENSITIVITY TURN-TAKING
PSYCHOLOGICAL SAFETY
TRUST RESPECT
RISK-TAKING AUTHENTICITY
SAFETY
Why care about
culture?
756%
1. Profits
2. Fundraising
3. Recruiting
4. Retention
5. Overhead
6. Innovation
7. Resilience
What is culture?
Culture is the way things
are done around here.
“[C]ulture…is the glue that
keeps a team together
through the quantum leaps
of an ExO’s growth.”
“Culture is a pattern of shared tacit
assumptions that was learned by a
group as it solved its problems of
external adaptation and internal
integration, that has worked well
enough to be considered valid and,
therefore, to be taught to new members
as the correct way to perceive, think,
and feel in relation to those problems.”
Artifacts
Spending
Practices
Place Architecture Security
Interiors Perks
Proximity Rituals
Boundaries Communications
Rules
Hiring Firing Rewards
Processes
Logos Symbols
Reviews
Onboarding Signage
Hierarchy Branding
Power
Status
Vision Priorities Stategies
Goals
Espoused Values
Mission
“Shoulds”
Longing Fear
Identity
Scarcity Limitations Confidence
Strengths
Abundance
Weaknesses Unconscious feelings
Unconscious beliefs
Opportunities
Threats Possibilities
Unconscious thoughts
Unconscious perceptions
Underlying Assumptions
Who’s in, who’s out.
What’s important.
How we solve problems.
What’s safe.
What’s possible.
What the future looks like.
Is there a map for
culture?
What makes a
culture successful?
There is no one right culture.
The right culture is the culture
that helps you accomplish
what you want to accomplish.
Star
Professional
Commitment
Money
Work
Love
How do leaders
create culture?
Culture is either
intentional or unintentional,
deliberate or by default.
It’s never too early
to start thinking about culture.
Culture begins with you.
You’re contagious.
Hire people who share core values
and are diverse in every other way.
Don’t confuse artifacts
with deep culture.
Know your priorities.
Instilling culture starts on day one.
“Whatever you were before, you
are a filmmaker now. We need you
to help us make our films better.”
Be an ear worm.
(Don’t let people forget what

culture you’re trying to create.)
Culture is what you do every day.
(You’ll have the culture you do,

not the culture you say.)
Not The End
1. Are key people in your outer orbit when it might be
better for them to be closer to the center of the
circle?
2. Are there people close to you that don’t support
you as a leader and might better be moved to the
edges?
3. Who’s missing from your sociogram? Are you
missing allies that could help you—coaches, mentors,
advisors, teachers?
4. What actions will you take to create and maintain
closer relationships with those people who are key to
your success?
References
FIRO-B:
https://thehumanelement.com/wp-content/uploads/2016/03/T910US_EvolutionOfFIROB_2016_03.pdf
Entrepreneurs that surround themselves with mentors and advisors raise 7x times as much money:
https://www.forbes.com/sites/ashoka/2012/12/20/two-essential-traits-of-successful-entrepreneurs/#76d9bed710fd
Reading the Mind in the Eyes Test

https://well.blogs.nytimes.com/2013/10/03/well-quiz-the-mind-behind-the-eyes/
Read My Eyes Activity

https://www.exploratorium.edu/sites/default/files/pdfs/sos/Activity_11_Read_My-Eyes.pdf
Why Some Teams Are Smarter Than Others

https://www.nytimes.com/2015/01/18/opinion/sunday/why-some-teams-are-smarter-than-others.html?_r=0
Stanford Project on Emerging Companies

https://cmr.berkeley.edu/documents/sample_articles/2002_44_3_4776.pdf
The Culture Code

https://www.amazon.com/Culture-Code-Secrets-Highly-Successful/dp/0804176981/

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Gathering

Clear, challenging, meaningful vision

Well-defined roles and responsibilities

Rewards, recognition, and resources

Alternating between advancing ideas

Everyone contributing more or less equally

SOCIAL CONVERSATIONAL DIVERSITY

(Don’t let people forget what

(You’ll have the culture you do,

Reading the Mind in the Eyes Test

Read My Eyes Activity

Why Some Teams Are Smarter Than Others

Stanford Project on Emerging Companies

The Culture Code

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