Team-Building Activities

Most of us get at least 1 opportunity that changes our career trajectory; I am not referring to the biggest/ largest role we do but the role that prepares us for these bigger, larger roles. It is the role that sets us up for the future.   For me, it was moving from an HR Head role for a mid-size company in India where I managed a large team to an individual contributor role where I would work in a specialized area but at a global scale within the same company. I was advised by many not to pursue it but I was open. What was the attraction – it would allow me to work with HR & Business Leaders of over 50 countries and it was a new role; so I could shape it.   I got experiences I could have never imagined for myself. Conducting a goal setting workshop for the leadership team in Japan; piloting a leadership program for Western Europe and conducting a performance management training for the Bangladesh team. I worked with colleagues from so many different cultures and backgrounds. I changed – both personally and professionally. I was humbled with everything I didn't know. I learned how to adapt, I became less judgmental and a lot more open minded.   The role also gave me an opportunity to work with very senior leaders and it was a booster immersion in how they think; the questions they ask and how they make decisions. Most importantly, I learned to operate without authority. And that helped me do my next role better.   Here are 4 of my biggest learnings:   1. Don't judge roles by size/ scale; think about the potential to impact. A larger role (textbook definition) doesn’t always result in higher impact - the context is very important. 2. Careers are about skill stacking. And instead of mastering one skill, we need to take a step back from our core strength and build a winning combination of skill sets that are unique to us and make us more effective. 3. Experience is different from experiences. Too often we define learning very narrowly in the professional context. Joining a well settled team and making your place in it; managing demanding peers; building a team or keeping it intact in challenging times; navigating a large & complex organization; working for an inspiring leader; managing conflicting priorities of different stakeholders. These are all experiences. 4. Be open, take risks - it is a key quality in managing our careers successfully. And we all need some discomfort to help us reach our full potential. #experiences #careers

Sales reps email "just checking in" an average of 5 times per day. Does this work?  Rarely. The habit of saying "just checking in" negatively impacts your sales efforts: ⇒ It doesn't add any value to the conversation. ⇒ It can come across as lazy or insincere. ⇒ By using this phrase, you miss opportunities to engage meaningfully. Here are 10 tips to stop saying "just checking in" and do something else instead: 1. Provide Value:  Instead of "just checking in," offer a useful piece of advice or a relevant resource. For example, "I came across this article that might help with your current project." 2. Ask Specific Questions:  Directly ask for the information you need. For example, "Can you update me on the status of the proposal we discussed?" 3. Share a Success Story:  Highlight a recent success that relates to the prospect's industry. For example, "We recently helped a company similar to yours achieve X. Would you like to hear more about it?" 4. Offer a New Insight:  Share a new piece of information or a market trend. For example, "I wanted to share some recent data on how companies in your sector are handling Y." 5. Suggest a Next Step:  Propose a clear next action. For example, "How about we schedule a call next week to discuss this further?" 6. Follow Up on a Previous Conversation:  Reference a specific point from your last interaction. For example, "Last time we spoke, you mentioned interest in Z. I have some additional information that might be useful." 7. Invite to an Event:  Offer an invitation to a webinar or industry event. For example, "We’re hosting a webinar on [topic] next week. Would you be interested in joining?" 8. Highlight a New Feature:  Inform them about a new feature or update. For example, "We’ve just launched a new feature that could benefit your team. Would you like a demo?" 9. Ask for Feedback:  Request their opinion on something specific. For example, "I’d love to get your feedback on our latest product update." 10. Express Genuine Interest:  Show that you care about their progress. For example, "How are things going with your current project? Is there anything I can assist with?" By replacing "just checking in" with these strategies,  you can make your follow-ups more engaging and valuable. This ultimately leads to better responses and stronger relationships. ♻️ Share this cheat sheet to help more sales reps improve their follow-up game. ______ 📌 p.s. FREE GIFT: If you’re looking to streamline sales plays across your sales team, you can click here: https://www.distribute.so/

🌻 Value Mapping For UX and Product Teams (https://lnkd.in/epqF6ca3), how to set up a shared record of the outcomes the team believes a product must deliver to meet user needs and yield sustainable business value — visualize in a hierarchy of relationships between UX work and business goals. By Peter Lewis. Value mapping reference (PDF): https://lnkd.in/eaVEYF5e Full value mapping (PNG): https://lnkd.in/ecA7gpH7 Good products rarely happen by accident. No business can be successful without successful customers, and so the better we understand what value we need to deliver to customers, the better the business outcomes — and strategic advantage will be. Peter suggests to explore different levels of zooming between larger business outcomes and core functionality. We move between specific features based on user needs to feature categories to product value to business outcomes. It starts with the ultimate, vision of what the product’s key value for end users actually is. It might be shaped by the business, or we might define it with the business. Once we identified it as a Northern Light for our work, we can work towards it. At each level, we focus on 3 broad areas: 🔵 Customer outcomes 🟣 Business outcomes 🟢 New product solutions We keep the overview high-level. Once we know what customer outcomes we need to prioritize (ideally research would inform that), we can break out into ideation sessions and explore specific features and changes we want to add to the product. Peter suggests to start where you and your team currently are, not where you would like to be. Personally though, I tend to start from the 2 sides: building up a tree from top to bottom (breaking down business goals) and then eventually shifting to the bototm (and building up from UX research). While I might disagree with a few points such as starting with a solution, I do love Peter’s point on clarity and alignment being the most significant value of the mapping. It gives the team a clear point of reference of what we are doing, why we are doing it, and how we believe we are carrying the value forward. Design has a tremendous impact on business — it’s just very often it seems to be almost impossible to visualize the flow of that impact well. The value mapping created in a workshop with designers and stakeholders might help with just that. If you'd like to dive deeper into the topic, I've also put together “How To Measure UX and Design Impact” (https://measure-ux.com), a friendly practical guide on how to visualize the incredible impact of your incredible design work. #ux #design

If you’re tired of team exercises that feel forced, try the Start / Stop / Continue ritual that actually builds team bonding. Here’s how to do it: Step 1: Pick a topic Choose one specific area you want to improve. You can do this as a team (like marketing strategy, branding, or workflow) or even as a couple or family (like health habits or household routines). When my team did this for our marketing strategy, we asked: “What’s working? What’s not? What should we try next?” Step 2: Sticky it up Give everyone a stack of sticky notes. Each person writes down every task they do related to that topic (one per note). Then, color-code: • Different colors for different people (for transparency) • Or all one color if you want to keep feedback anonymous This part alone often surprises people. We realize how many invisible tasks we’re doing, and how much effort goes unnoticed. Step 3: Place the tasks Draw three columns on the board: 🟢 Start – New ideas or things worth trying 🔴 Stop – Tasks that drain time or add no real value 🟡 Continue – What’s working and worth doubling down on Then, together, sort each sticky. When we did this at Science of People, we learned: • We wanted to start experimenting with Medium and LinkedIn posts • We needed to stop wasting time on low-return platforms (sorry, X) • And we should continue doing more of what was driving real results (YouTube, email newsletters, and blog writing) If you disagree on something (like we did about Medium), place it in between columns as a trial. Set a test period. For example, “Let’s try this for 2 months and then review.” Step 4: Create a safe space This is a critical step. Start / Stop / Continue only works when feedback feels safe. You’re talking about the task, not the person. We even use different colored stickies to separate ideas from ownership. That way, no one feels attacked. When people feel psychologically safe, they share the truth, and that’s when real improvement happens. Step 5: Assign and act Insight without action is just decoration. So before you finish, assign ownership: • Who’s starting the new tasks? • Who’s stopping or phasing out the old ones? And for the “Continue” column, ask: “Can we make this even better?” A bonus: It works outside of work, too I even do this exercise with my husband once a year, for our health and habits. We’ve listed things like: • Start: Morning protein shakes, evening routines • Stop: Buying soda, eating out too often •Continue: Yoga and weekend soccer We walk away feeling more connected and intentional. The takeaway: When you pause to ask, “What should we start, stop, and continue?” you give yourself (and your team) permission to refocus energy where it truly matters.

Weekly huddles, quarterly lunches and annual offsites are great. But it’s the smaller daily things that really build the culture in any team. A Monday which starts with a quick “Hey! How was the weekend?” rather than “Is that presentation ready” A sick leave text response that reads “We will take care of the work. You take care of yourself” rather than “Okay. But send that note out please” An interview that starts with “You’ve travelled a fair distance in traffic to come here. Care for a glass of water” instead of “Let’s begin. I have a hard-stop in 20 mins” A partner meeting that ends with “That was one intense meeting! Care for another cup of tea for the journey back?” instead of "So when can we expect the proposal?" Make an effort towards the little things – for one day, we may realise that they were the ‘big’ things.

Something remarkable happened when we started bringing Customer Success leaders into our sales conversations. The traditional sales process transformed into a strategic partnership discussion that benefited everyone involved. After implementing this approach across hundreds of deals, we discovered benefits that went far beyond our initial expectations. Sales teams gained a deeper understanding of post-implementation challenges, which helped them qualify opportunities more effectively. Instead of focusing solely on closing deals, they began asking questions about operational readiness, internal champions, and resource allocation. Prospects received authentic insights into what successful implementation truly requires. Our CS leaders shared real examples of customers who thrived and openly discussed common obstacles they might face. This transparency built trust and helped prospects make informed decisions. Better aligned customer expectations from day one. When CS leaders joined these conversations, they highlighted potential roadblocks and success metrics based on similar customer profiles. This practical guidance helped prospects understand the work required to achieve their desired outcomes. This early involvement proved invaluable for our CS team. They gained visibility into the customer's vision before contracts were signed, allowing them to proactively plan resources and create tailored onboarding strategies. A surprising result was the reduction in "rescue" situations during implementation. We eliminated many issues that typically surfaced months into the relationship by addressing potential challenges during sales discussions. The data supported our approach. Deals that included CS leaders showed 40% higher implementation success rates and 25% faster time-to-value. More importantly, these customers renewed at significantly higher rates. For those considering this approach, start small. Choose strategic opportunities where CS insights could substantially impact the prospect's decision-making process. Document the outcomes and refine your strategy based on that feedback. Great customer relationships begin with the very first conversation.

Regardless of how great your ideas are in your virtual sales pitch, webinar, or team meeting… People are most likely checking their email, browsing social media, or working on other things while you present. How can you prevent that and actually get your audience to pay attention? Here are 4 of the most powerful techniques we use for our own virtual training courses: 1. Win the first five seconds According to research from the University of Toronto, people need only five seconds to gauge your charisma and leadership as a speaker. In virtual environments, this first impression is even more critical. To establish instant rapport: - Keep your posture open and inviting (avoid fidgeting, crossed arms, and closed-off postures) - Use open gestures that welcome the audience into your space - Gesture with your palms showing at a 45-degree angle - Speak with clear articulation and energy from the very first word The quickest way to lose your audience? Starting with tentative body language that signals you’re unsure or unprepared. 2. Design your presentation for virtual viewing When designing slides, assume varied viewing conditions. Design for the smallest likely device and the slowest likely Internet speed. Make your slides accessible by: - Using larger fonts (24-32pt) - Applying higher contrast colors - Limiting each slide to ONE clear idea - Adding more space between lines when using smaller text - Stripping excess content (you can provide additional information in a separate document) 3. Vary your delivery Our research shows the optimal length for linear presentations is just 16-30 minutes, while interactive ones can maintain engagement for 30-45 minutes. People’s attention will go through peaks and valleys during that time, so try these techniques to keep their attention: - Vary your speaking pace (faster to convey urgency, slower to express gravity) - Use intentional pauses to let key points land - Adjust your vocal tone (lower pitch for authority, higher for approachability) - Shift between slides, stories, and data at regular intervals Each change helps reset your audience’s attention and signals importance. 4. Build in structured interaction Don’t make your audience wait until the end of your presentation to interact. According to our research, presentations that incorporate audience engagement through polls, chat responses, or breakout discussions maintain attention longer. For the highest engagement: - Use a variety of interaction types throughout your presentation - Incorporate breakout rooms for small-group discussions - Switch modalities regularly to keep it interesting Remember: In virtual environments, you need to recreate the natural engagement that happens in person. Your virtual presentation success isn’t measured by perfection…it’s measured by action. Master these techniques and your audience won’t just pay attention, they’ll respond. #VirtualPresentations #CorporateTraining #WorkplaceLearning

Your Competitor Isn’t Another Sales Organization In modern B2B sales, your biggest competitor isn’t a rival company. It’s your client’s fear of being wrong. Most decision-makers aren’t comparing your solution to someone else’s. They’re comparing action versus inaction. The risk of change feels greater than the pain of staying the same. Deals die quietly — not because your product failed, but because buyers lack the certainty to sign. Sales leaders often misread this. They push for more follow-ups, bigger pipelines, and better decks. But none of that fixes the real problem: your buyer doesn’t feel safe making a decision to change. Here’s how to fix it: 1️⃣ Lead with Insight — Start with a non-obvious idea that reframes the buyer’s world. 2️⃣ Reframe the Risk — Move from “What if this fails?” to “What if you don’t act?” 3️⃣ Transfer Confidence — Prove you understand their problem better than they do. 4️⃣ Build Consensus — Find the “CEO of the problem,” the one responsible for results. 5️⃣ Teach, Don’t Pitch — They buy rarely; you sell daily. Be their guide, not a vendor. Expertise is the new currency. Modern buyers don’t need pressure — they need confidence. #SalesLeadership #B2BSales #ModernSelling #OneUp #SalesStrategy

Unlock the Power of High-Quality Performance Reviews 'Tis the season for annual performance reviews. They are dreaded by some (both managers and direct reports alike), but a GOLDEN opportunity for growth, alignment and acceleration when done right! When I became a people manager for the first time I had no formal training on how to do a formal performance evaluation which made it more an intimidating and time consuming process than effective. It took me a while to develop some best practices which I still use today. Here are some actionable tips for how to make these conversations transformative instead of transactional: Best Practices for Managers: 1️⃣ Make it a Dialogue, Not a Monologue: Listen as much as you speak. Performance reviews should be a two-way street. 2️⃣ Focus on Specifics: Give actionable, evidence-based feedback tied to clear examples—not vague generalizations. 3️⃣ Balance Praise with Growth Opportunities: Celebrate wins but also highlight areas for improvement with a clear path forward. 4️⃣ Set Goals, Not Just Grades: Use reviews to align on SMART goals for the future. 5️⃣ Document & Follow Up: Don’t let feedback vanish post-meeting. Document outcomes and revisit them regularly. Common Mistakes to Avoid: 🚫 Waiting Until Review Time: Feedback should be ongoing—not a once-a-year surprise. 🚫 Being Too General: Saying "Good job" or "Needs improvement" without specifics leaves employees guessing. 🚫 Avoiding Tough Conversations: Constructive feedback can be uncomfortable, but it’s essential for growth. 🚫 Ignoring Employee Input: This isn’t just your show—make space for their perspective! Tips for Employees: Get Better Feedback 1️⃣ Be Proactive: Ask for feedback regularly—not just during reviews. Questions like, “What’s one thing I could do better?” shows initiative and openness. 2️⃣ Come Prepared: Bring accomplishments, challenges, and goals to the table. Show ownership of your growth. 3️⃣ Clarify Expectations: Ask, “What does success look like in my role / on this project?" This helps align your work with manager expectations. Year-Round Impact ✔️ Schedule Regular Check-Ins: Quarterly or monthly conversations keep feedback fresh and actionable. ✔️ Use Tools to Track Progress: Utilize shared documents or platforms to monitor goals throughout the year. ✔️ Create a Feedback Culture: Encourage real-time recognition and coaching on a weekly basis. A high-quality performance review isn’t just a meeting—it’s a tool for growth, alignment, and stronger relationships. Let’s move away from the “annual checkbox” and toward continuous improvement! What’s your secret to impactful performance reviews? Drop your tips in the comments! #Leadership #Feedback #PerformanceManagement #CareerGrowth

One of the most common questions I got asked is about my industry and role shifts, and the challenges along the way. I have touched on role change in a pinned post, hence today I will share a few reflections on moving from IT services to Industry IT, esp in senior roles. In IT services, speed is everything. You are on the frontlines of new tech, framing use cases, building business cases, and racing to take them to customers. The role demands that you are quick to grasp and quicker to deliver. In industry, the focus shifts. It is less about chasing the newest tool and more about developing domain depth, understanding the business model, competition and market forces, then deciding how technology fits into that very specific context. I was fortunate that my peers welcomed me and supported my quest to understand the business. That gave me confidence to ask questions, observe, read extensively, and build credibility step by step. Sharing what i know and admitting what I did not know became the first important step. I believe in starting with small wins, executing them well, and gradually moving to larger transformations. My IT services background helps bring in different ways of thinking and adding velocity once I had earned trust. I also set a personal 3, 9 and 12 month plan that covers areas of personal growth, maturity index in various areas, strategic focus areas, stakeholder engagement, understanding industry & culture. At the end of it, i would gather learnings and plan long term with confidence. Networking is another challenge to prepare for. Although true for any shift, esp in a new industry, I would often walk into rooms and forums where everyone knew each other really well. I had to be prepared to take the first step, introduce myself, smile through the anxiety, build new connections, slowly reciprocate and give back to the community. In any transition, your boss and your team are your biggest allies. Being aligned with your manager on priorities, and talking to team on plans and concerns (many will be unspoken initially) is essential. That bridge of trust has to be built early and mindfully. Through all my shifts, I have relied on the same compass: stay curious, stay transparent, start small, make the first move, learn from failures. The only exception to some of these pointers is when you have been brought in with a clear mandate to transform or course correct quickly; then observe, decide, calibrate risks and act quickly. Finally, sincerity, collaboration, and consistency are good starting points on a new journey. And those are qualities that matter in any industry. Day 18 of #writingchallenge #careergrowth #communityshare #stories #learningcurve #industryshift -------------------------------------- I am on a 30 days writing challenge. Do comment or DM on topics you would like to hear about. Please enrich each post with your thoughts and experiences.