Tricia Cerrone

And Edward would do this great thing of sending a little thank you card with a coffee card inside for one of our teammates who did a good job, which is just thoughtful. It's not just the handwritten note. It's, oh, go get a coffee and brainstorm with a friend. Or we would have...

And Edward would do this great thing of sending a little thank you card with a coffee card inside for one of our teammates who did a good job, which is just thoughtful. It's not just the handwritten note. It's, oh, go get a coffee and brainstorm with a friend. Or we would have...

special lunches to celebrate a big milestone and use those lunches to thank every person individually in front of the entire team and make a note of some unique contribution that they made. Sometimes it's like the big celebration at the end of the project. Gratitude is really important for teams to have recovery and rest and then rebuild that excitement to go get it again.

special lunches to celebrate a big milestone and use those lunches to thank every person individually in front of the entire team and make a note of some unique contribution that they made. Sometimes it's like the big celebration at the end of the project. Gratitude is really important for teams to have recovery and rest and then rebuild that excitement to go get it again.

Yes, that's a really good point. There are barriers to collaboration. They sneak up on you and they can be barriers that are inside us that we don't maybe recognize or inside someone else. And we don't know why we think they're being a jerk, but really they have some barrier that's speaks to a wound in their life in some way.

Yes, that's a really good point. There are barriers to collaboration. They sneak up on you and they can be barriers that are inside us that we don't maybe recognize or inside someone else. And we don't know why we think they're being a jerk, but really they have some barrier that's speaks to a wound in their life in some way.

But those barriers that we see most often are people who have a sense of superiority, so they don't think they have to do the work or it's beneath them, or they have a big ego and want all the attention. Or I have to do everything myself. They're like too self-reliant and they think everyone else doesn't do it their way. And sometimes it's okay for people to do it a different way.

But those barriers that we see most often are people who have a sense of superiority, so they don't think they have to do the work or it's beneath them, or they have a big ego and want all the attention. Or I have to do everything myself. They're like too self-reliant and they think everyone else doesn't do it their way. And sometimes it's okay for people to do it a different way.

And the one that is a little sneaky is insecurity. Where a leader, they might have just been put in a position that they're not fully equipped for. So their insecurity can come out in a negative way. But if you recognize what's going on, you can help them gain the tools and confidence that you need. And then the last one is really just about being ungrateful, like having ingratitude.

And the one that is a little sneaky is insecurity. Where a leader, they might have just been put in a position that they're not fully equipped for. So their insecurity can come out in a negative way. But if you recognize what's going on, you can help them gain the tools and confidence that you need. And then the last one is really just about being ungrateful, like having ingratitude.

To see that you actually have some great people working around you who want to help you, that you have all these tools and these people. And so all these things are, again, they speak to the behaviors. There are these internal things. When you get in a work situation, to your question, the reason we all fail a lot is...

To see that you actually have some great people working around you who want to help you, that you have all these tools and these people. And so all these things are, again, they speak to the behaviors. There are these internal things. When you get in a work situation, to your question, the reason we all fail a lot is...

There hasn't been a lot of focus necessarily on developing what character looks like or what morality looks like in the workplace or doing the right thing or virtue even. It's like almost sounds old fashioned. Once you get into the workplace, we see each other and we're working with each other, and it's a very external thing. It's, oh, I need this report, so I'm going to do this report.

There hasn't been a lot of focus necessarily on developing what character looks like or what morality looks like in the workplace or doing the right thing or virtue even. It's like almost sounds old fashioned. Once you get into the workplace, we see each other and we're working with each other, and it's a very external thing. It's, oh, I need this report, so I'm going to do this report.

Oh, I need to serve this salad, so I'm making this salad. I need to build a construction project. It's all very external. We can get caught up in thinking that life is external. So much of what we experience is very internal. I think we've lost sight that leadership is an inside game and collaboration is an inside game and nothing changes outside until we change inside.

Oh, I need to serve this salad, so I'm making this salad. I need to build a construction project. It's all very external. We can get caught up in thinking that life is external. So much of what we experience is very internal. I think we've lost sight that leadership is an inside game and collaboration is an inside game and nothing changes outside until we change inside.

Yes.

Yes.

Yes, I just want to emphasize what Edward just said, because we're both designers. And so we're like, how do you design collaboration onto a team? But what he just said is a truth that companies, they're designed, their structures are designed not necessarily to support collaboration or to reward teams. They reward individuals.

Yes, I just want to emphasize what Edward just said, because we're both designers. And so we're like, how do you design collaboration onto a team? But what he just said is a truth that companies, they're designed, their structures are designed not necessarily to support collaboration or to reward teams. They reward individuals.