
Collaborative Overload
GEORGIOS NTERVAKOS
Created on September 21, 2024
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Transcript
COLLABORATIVE OVERLOAD
Buy back 20-24% of your time!
Beliefs
Structure
Behaviours
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impact of leadership style
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Fiona feared being labeled uncooperative or incapable, which led her to overload herself with too many tasks.This not only created confusion and frustration for Fiona but also had a negative impact on her team. The team became bogged down by shifting deadlines and unclear priorities, and the quality of their work began to suffer.
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Think of work and net-work simultaneously
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Address one-off requestsall at once
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“I had to learn to appreciate other people’s solutions, It was hard at first not to jump in and correct things, but I realized that letting them handle it their way wasn’t just good for them—it was good for me.”
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the motivation equation
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dopamine
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oxytocin
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Belief that the others know more than you. Belief that others believe you're more skilled than you really are.
imposter syndrome?
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Humans have a well-defined internal clock that shapes our energy levels throughout the day: our circadian rhythm.
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One month into the job, Eliza had already noticed a pattern. Her calendar was packed with meetings that her predecessor had regularly attended, but many of them didn’t require her presence.
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Does your calendar need more white space?
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THINK FAST AND SLOW
When DraftKings launched its online sportsbook, it mismanaged geolocation, allowing users in restricted states to place illegal bets. This mistake resulted in legal fines, eroded trust, disrupted operations, and allowed competitors to position themselves as safer options, impacting customer loyalty.
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"I was trying to juggle too much, and I wasn’t even doing it well anymore, I realized that I wasn’t helping anyone - not my team, not the business, and definitely not myself."
need for recognition
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As meeting participants, we worry that our colleagues will judge us — or worse yet, forget about us — if we don’t accept every invitation. These assumptions are bolstered when bosses use facetime as a proxy for commitment, or when they fail to represent absent employees’ opinions in meetings.
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Megan’s team was bogged down by over-analysis and collaborative overload. Layers of approvals and processes slowed down decision-making, and people were spending more time coordinating than taking action.
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email begets email!