Leading Teams Through Change | Dani Rius | Skillshare

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Leading Teams Through Change

teacher avatar Dani Rius

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (37m)
    • 1. Introduction

      1:47
    • 2. Goals and Outcomes

      1:40
    • 3. Set Yourself Up For Success

      3:02
    • 4. Tune Into Your Team

      3:55
    • 5. How To Be Resilient After A Natural Disaster

      2:57
    • 6. Create Your Team Talent Inventory

      3:33
    • 7. A Case Study

      5:09
    • 8. Create a Safe Environment

      5:59
    • 9. The Leader Advantage

      5:52
    • 10. Consolidating Learning

      3:29
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About This Class

During this course you will learn...

  • What it takes to become confident in leading others when faced with a difficult challenge
  • The difference between managing and leading people¬†
  • How to best inspire your team to work effectively with each other
  • To identify your team's strengths and talents and
  • Where your team needs to put in their discretionary effort to make things work in a different way from what they are accustomed to

This class is for you if you want to develop your leadership skills by learning how to work collaboratively in teams during a time of uncertainty or experimentation, and how to adapt to new circumstances or changing systems. 

The knowledge and insights you will gain can be applied to any change process that occurs to respond to new demands, such as adapting processes to deal with a sudden dramatic increase in orders placed for your products and services, or improving the safety procedures to avoid preventable and potentially fatal flaws if initial warning signs are missed.

A worksheet is available to gain awareness of your team's strengths and areas for improvement. You will be able to reflect on your learnings about leading people through change, enhancing your ability to inspire your team to collaborate and support each other in reaching the team’s goals above and beyond their individual goals.

Meet Your Teacher

Teacher Profile Image

Dani Rius

Teacher

Hello, I'm Dani.

Empowering people with strategies and tools that are effective towards more quickly achieving their personal professional goals is what I am most passionate about.

I strive to always co-create and innovate with my consulting clients so that they can more confidently move past obstacles to learning, make informed decisions and embrace positive change, no matter how scary it seems.

A qualified personal leadership coach (Tony Robbins' SI coaching), a scholar of ancient wisdom and an avid mindfulness meditation practitioner, I use proven tools to transform by tapping into our inner wisdom. 

I feel blessed to continuously witness deep transformation in some of my coaching clients -no matter how tough their life might ha... See full profile

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Transcripts

1. Introduction: Is your team's showing signs of stress or underperforming. Have you been through lots of changed lately? Or a restructure? Is your team good but you want them to perform even better. Your team might be experiencing change fatigue. In this century. We're living like on a fast lane. There's so many changes that it seems virtually impossible to catch up. Most changes fail. So you need to work smarter to make change, work for your team. In this class, you will learn what you need to do to support your team at the right level so that they perform at a high standard and shine to communicate with your team in a way that gets them excited in action and collaborating. You will learn about our research after the Christchurch earthquakes with the most resilient organizations did. And what leaders do to make their organizations most successful where others barely survived. You will also learn the difference between a manager and a leader and why being a leader manager gives you an unfair competitive advantage over others. You will have a fun project to do where you will bring your team together and using a downloadable template, learn more about your team's talents and strengths so you can harness the collective knowledge of your team. I know you and your team will love it. So are you excited about learning how to become an effective leader in times of change? I'm thrilled that you have joined me. Let's get started now. 2. Goals and Outcomes: Before we get started, let's see the goals and outcomes for this class. During this class, you will learn what it takes to become confident that you're doing the right thing to get your team to work extremely well with each other and to empower them to make changes that will make them more successful. You will learn why traditional management courses are no longer relevant to deal with the challenges of the 21st century. This class is for you, if you want to learn how to inspire your team to take positive action and work collaboratively. The knowledge and insights you will gain during this class are very practical and they can be applied to any change process you experience. Whether you have a sudden increase in orders where your system needs an upgrade to meet that demand, or whether you need to improve safety procedures to prevent fatal flaws. By the end of the class, you will have your team talent inventory, which you can use to identify everyone's strengths and also include your team and developing that inventory. This should be a really fun activity for you all. So play around with it. You can download the template and the attachment and get started anytime. I do recommend one thing, I recommend that you do not skip any lesson as each one builds on each other. And throughout the class, you will get some practical tips to put effort in the right place to make change work. There's lots to do. So let's get started. 3. Set Yourself Up For Success: Most change projects fail. According to management guru John picometer, only approximately 20% are successful. The difference between successful and unsuccessful change lies in the human factor. You can learn more about this in my other class called The importance of the human factor, six steps to change management. You must understand that you need to work smarter today. Management courses have for too long taught how to work for the context of the Industrial Revolution. But that is long gone. You can have the best thought out project in mind, tried to piece everything together nicely. But if your people do not understand it or they do not see why change should be necessary. It will not buy into it. And a few might even do everything possible to make it fail. So in that sense, you totally rely upon their cooperation and goodwill. In the 21st century, more and more cooperation is needed to be able to adapt your system so you can respond more rapidly and effectively to sudden changes in the market. It is ever more so important to get to know your team inside out so that you can make strategic decisions about how to use your team's collective knowledge, strengths, and experience work to their advantage. The more you know about your team, the individual capacities, and how well they can quickly get organized and work together. The faster your team will be able to solve the increasingly complex problems everyone is faced with today. We are in a knowledge-based economy. There is so much information at the tip of our fingers, but no one alone can access all the information there is. So you need to rely on others to tell you what they know. You can impossibly know all they know without them coming forward, sharing their smarts with you. By the end of this class, you will be well-equipped to go out and find more about your team and gather information about their strengths. In a structured yet fun approach. If you take your time to listen to them carefully, they will appreciate it. In the end. It's about supporting your team and the way they most need it. And you can understand more about what they need. If you have a two-way conversation by talking about their strengths, you are one step closer to gaining their trust and confidence that you will support them the way that they need, because you will know what their strengths are. And so you can avoid speaking in a way that might offend them, feeling patronized or ignored, or telling them what to do and providing guidance where they actually do not need it or want it. It is more empowering if you can let them get on with what they're good at and support them at the right level. It shows respect towards your team if you take the time to get to know them individually, as well as team members. 4. Tune Into Your Team: This will sound a little challenging, but we need to get the pink elephant in the room. Humans are not robots. Although this is evident, I'm too often surprised by the way people expect things to change immediately. Although I've found myself in this pattern to it, it's just easier to see when it's being played out somewhere else. As leaders who manage lots of information. And, and sometimes it can be tempting to give it all out as soon as possible because time is ticking like a bomb. So you give them new information, a different order or guideline for their operations. And then you leave them to it, expecting them to figure out things quickly and get into action and no time. You think you have no time to lose and disregard what they think or feel about the changes you propose. We've all been there. In reality, emotions can run high when there's pressure to perform, but there's lots of uncertainty about how they should go about things. For one thing, it's a common human response to fear that things can go wrong. He's may have the effect of an erupting volcano. Although it might look like in the surface that they're taking things well, you cannot really know what they're thinking unless you ask. This is a step we often miss when we're too busy putting out fires. And because most people have been socialized to conform, they'll often not speak up when they're not clear about the new rules of the game. They need time to understand your strategy, where you want to go with things. We all have been there, but we tend to forget because we're too used to seeing things from our own perspective. You need to remind yourself continuously to see things from others perspective and communicated a level that they will understand. That is sometimes easier said than done. But not doing this makes it more difficult for them to see the point of making the changes, you or your senior management team one. And that can make them quite uneasy as they have other things going on at work too. And you can imagine an unsettled person is more prone to distractions, whereas you're wanting them to work on something new, they might lose time even in their other activities because they're overwhelmed. Thinking and ruminating over things takes a good time off where they really need to be putting their attention. So before proposing certain changes, think about how you will communicate your message at the right level. You need to tune into your team to pitch it right? Ask yourself things like, how do they like to be challenged? What are they struggling with currently? What do they enjoy doing? And what are they good at? Thinking about individuals in your team and how they might differ. This gives you a chance to think about communicating your message in different ways so that everyone can understand one way or another. So your task is to simplify things for your team by communicating the vision you have about the project and alert them to the fact that it will not be easy, but that their input is important. Then of course, you need to be open to listening to their thoughts, ideas about how to get the project underway. Taking time initially to get on the same page about what you're wanting to achieve can make a big difference. It is not lost time. On the contrary, if you take time to remove obstacles first, your team will have a good kickstart and get on to doing their magic to make the changes work. But remember, you need to put things into perspective for them. In the next lesson, you will see what creates the necessary conditions to become more adaptive and resilient. 5. How To Be Resilient After A Natural Disaster: Let's see with a real life example, how people in dire circumstances adapted to change and what made them more resilient. After the 2011 earthquake in Christchurch, New Zealand, some managers burnt out. Others responded with incredible composure. Everyone over exerted themselves trying to keep business as usual. However, those who did not factored the emotional drain that this chaotic environment meant for people ultimately failed to respond to customer needs. And business suffered. Their counterparts taking a completely different approach, caring for their people, sending them home when they saw that they were exhausted without worrying too much about the financial impact on their business, built strong customer loyalty as these people were more committed to work harder for their customers because they felt more morally obliged. In other words, they appreciated the genuine care of they receive from their managers. And so they responded in kind by caring for their organizations, customers, treating them with the same excellence. Natural disasters like this, shake us up. They make us have to think on our feet and quickly, no time for preparation when disaster strikes. And we did not know when this will really happen, when it will come knocking at the door. Just like we did not know about covert 19. And a few, the leader in others can keep calm and carry on as was popularized in Christ Church in the post-earthquake environment, you're more likely to get your team to perform at a high standard, even when things are getting tough. But you need to create the right climate, a climate of cooperation and trust to be ready to face any given challenge now and in future to continue growing. This alludes to the principle of resilience where you not only bounced back or bounce forward, as was commonly used to explain resilience. But you grow and even thrive as a result of learning through setbacks and failures and tweaking things until you get the breakthrough that makes you thrive. It is not an immediate thing, but if you keep at it long enough and your team collaborates using their strengths, you and your team are much more likely to achieve, much more than if you're doing things individually, each one on their own, hoping for things to sort themselves out because they won't not on their own. You will see this play out in an example from a case study later. But before that, let's talk a little bit about your projects so you can get started anytime. I know by now you must be excited to get started. So let's go and let's see more about your project. 6. Create Your Team Talent Inventory: This is your chance to make your own team talent inventory. By getting to know more about each one of your team, you will gain awareness of who is the best person for each particular job. Making your team aware of their strengths can also grow their respect for each other and create greater bond as they work together to overcome difficult assignments. And I'm feeling safe to share their ideas and concerns. They can troubleshoot problems whose solutions would otherwise be difficult to find by themselves individually. By the end of this exercise, you should feel more confident about setting up Bork activities that match people's strengths and therefore set them up for success as it allows them to shine. Now this is the time to get your juices going. Think about how you will gather data about your team. Have fun with it. People love it when you ask them to talk about themselves. So they should enjoy it as much as you or even more. Depending on the time available in your calendar, trying to fit in at least two to 31 on one meetings every week. I would suggest taking them out of their everyday contexts. For example, you can take them out for coffee or go for a walk. Ideally, you will want to complete your talent inventory in a two to three weeks time so you can get a good sense of your team's strengths. And that way devise a plan to use each and everyone's talents more effectively for the benefit of the whole team. If you take too much time, chances are you might forget things, lose focus and what's worse? Let your everyday activities overflow and not get back to it. So use your time intentionally. Once you know everyone more deeply, you can start transforming a good performing to a high performing team. Performance starts with knowing who is especially good at one. So you know who the go-to person or persons aren't for specific tasks. As you involve your team, they can also see for themselves who they can trust to help them with certain tasks and therefore collaborate more smartly. Had fun with this exercise. This is a living document, not something to do once M believe it's done and dusted. So remember to observe any changes with time, trying to see what is working better and what their talents have been overrated or underrated, and add other challenges as they become apparent. Now it's time to get ready to create your own talent inventory using the template attached, discover your team's strengths by listening to their thoughts and perception. You will need to create a psychologically safe environment to receive honest and honest appraisal of their own and others colleagues talents. Something I'll be talking more about in the next videos. Once you're done, remember to post a screenshot of your talent inventory so that other students can learn from your approach. Be sure to keep all employee and personal information confidential. Do not use real names. In the next video, I will present a case study where it becomes clear why it is fundamental to create a psychologically safe environment for your team to speak up when things are going wrong. And in the following, you will see how to create the right climate for your team to be honest and give candid feedback. So stay on. 7. A Case Study: Let's look at a case study to understand how not feeling safe enough at work can pose a serious risk to your business and why you will want to create the proper conditions for your team to tell you, not only the good but also the bad news. All conditions coming together. And employee who knew how to use a computer system and who everyone relied on to complete their projects was under a lot of pressure to work on several projects at a time. He worked for long hours under pressure and struggled to complete projects because he was given to new projects. Every project he completed, being given very tight deadlines, you would dive into new projects which were more exciting. Then tying up the strings to make the project user ready and delivering it to the customer. Lots of money was lost due to incomplete work. Customers pulling out of $1 million contracts because they failed to deliver within the stipulated time frame and did not even communicate the issue to Request for an Extension, they simply let them expire. The business owners in the 12 men seem were too busy doing their activities frantically trying to complete their tasks, which were also immense. Each individual was scrambling for resources and more time and gave no attention to other parts of the process. As soon as they were done with one project, it would pass it on and go on to the next Knepper stopping to ask how the project was doing once they were done. This silo thinking, being concerned only with their part of the job, made some premium projects fall under. It was not until they had a closer look at the problem that they discovered what they could do to improve. The business owners were concerned that they would not be able to find someone who has specialized and proficient as this employee who was failing them. They said that they tried to convince him to work faster, but they were using the wrong approach. They needed to provide a safe environment for him to speak up. Since working with them, they hired a coordinator to oversee the whole process from project request, design, assigning different tests to the team members, and also making sure that they were completed. And the young men felt safe to let the coordinator know when he was starting to fall behind so the whole team could help by taking some projects off him temporarily. Don't feel you need to know it all. If you have trouble leading your team, get help, a coach, a coordinator, or someone else you know, that can support your team and speak up before things go very wrong. I love tigers. They're great to illustrate how we respond to threatening situations. We tend to fear being attacked at any moment. Even though it is very unlikely to experience a life threatening situation, even in quiet waters, a person can experience fear and anxiety. The young man from the case study felt like this. He was afraid to speak up, even if he remembered at some point that he needed to complete a previous project as time went by and he caught yet another project. He felt even less able to tell anyone that he blew it by not delivering the project. Time ran against him. And so the peaceful tiger became more of the threat to him. When we're under threat, we cannot think properly. We feel overwhelmed, scared, frustrated, but we cannot make the right decisions when we're clouded by her own dreadful emotions. There are two poles we always experience. One that is of a desired result, our reward. Along the way we face risks. In the case we saw the young man was looking for a rewarding experience through taking on exciting new projects. Each time he did so, you risk not getting the previous project done. We tend to look for rewards and avoid risks. But if you turn to avoid activities you don't like and don't deal with it, even by delegating certain tasks, you put yourself at a greater risk. Have you experienced a time when you put yourself or your business or team at risk by not taking the time to have a courageous conversation, for instance, and get to the root cause of a problem. Because here in this class, the answer is likely yes. Even though you might not remember details, you can pause the video and take a moment to reflect before moving on or taken No. So you can start observing this and become aware of this problem by identifying when you tend to avoid risks and instead focus only on the rewards because they look easier. You can become friends with those things you tend to procrastinate on. In the next video, you will learn what it takes to create a psychologically safe environment for your team so you can prevent business downfalls like this case. 8. Create a Safe Environment: Create a psychologically safe environment. Psychological safety. This term was first introduced by Harvard Business Review, published your Aimee Edmondson, that refers to feeling safe to look for novel situations. Feel supported, feeling that your manager will hold your back, be encouraged to trial and fail before getting the best solution. Share your insights with others, your worries, your concerns, speak up when something has gone wrong so that together with your team, you can course correct before the system error becomes worse and detrimental to the whole project. As you see in the picture the man is showing, let's assume his boss, what he's working on. The manager is listening with interests and belief in his creative intelligence. How often do you see this kind of behavior in your organization? Say, Edwards is trying to figure out the most efficient way to complete a project he's working on. He thinks it looks quite ok to him to optimize production time, but he calls for help. And this lady, samantha, spots and error. As a consequence, Edward changes the scheduling to accommodate a new customers order. Working on your own independently can make you miss certain signals were information that others might know or bring in. Someone from the team might have been on a call with one of the clients and got new information which needs to be factored into the planning. If the colleague or someone with a lower status than the chain keeps silent purposefully or not, then there will be a problem. Everyone, regardless of position should feel safe to speak up, even if it means to have to change plans to fit a new customer request and more effectively and efficiently. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated to be candid. There are several benefits of having a psychologically safe environment from reducing error, increasing collaboration, being more results and solution focused, innovative, and making business sustainable. So let's go to the first one, reduce error. Even if at first mistakes are made, it's better to fail quickly and learn what does not work and get it right sooner than later. Fail fast and learn from mistakes. For instance, a failure and delivery times because you failed to see the root cause of the problem and might need to send higher standards to your middleman or change providers. Getting to the bottom of the problem is worth the time and effort to get it right. Not doing so can create a bigger problem in the future. Tried to find loopholes in your system. If you're getting repeated complaints, it is necessary to put your pride aside and be open to listening to problems. Not only compliments, no matter how insignificant they might seem, they might be early warning signs of larger problems. People tend to have difficulty asking for help or acknowledging that they made a mistake. They're fearful of looking bad in the eyes of others. And especially if their boss people are also afraid of looking in competent or looking like they made a silly mistake and are therefore in competent. But keeping silent is a much worse problem than speaking up. So you as a leader responsible for making the environment safe enough for people to share their mistakes, which doesn't come naturally. Remember, we saw that we operate on two levels. We naturally seek rewards, but also trying to avoid risks at all costs. Speaking up poses an interpersonal risks when they believe that they will be punished or ridiculed if they say something that others disapprove. Whereas going along with what the majority thinks, try not to cause any conflict, seems like a good reward, at least in the short-term. Seeking approval is much more appealing to most than going against the current. But this attitude creates a group cohesiveness that is false. This so-called group think is dangerous to business as less perspectives are presenting to look at possible negative outcomes and risks. And these are the real risk in business. So building the proper environment to get the most out of your team. Getting their perspectives, their knowledge, their experience, their doubts about a problem can save lots of money and even lives in extreme cases. So it is very important to provide that environment where people feel comfortable and encouraged to speak up. And especially in times of change when things are very difficult and you are bound to be mistakes. But these need to be encouraged. Not because you want things to fail, but because you want all heads together, thinking together, finding a solution that is different from what you've done before. And again, for that, you need to provide that psychologically safe environment. And how do you do that? First, you need to make sure that everyone is on the same page. You need to be clear about what the vision is for the change project. And then make sure that everyone brings their whole selves into the project by brainstorming ideas and when implemented project, having a system to check in, be it once a week, ad hoc meetings and encourage everyone to share what has worked and what has not worked. So you need to make sure that you're holding their back. Stay on for the next video where we'll talk about the difference between a manager and a leader and how these two compliment each other, and how developing your leadership can inspire others to take action and perform at a very high standard. 9. The Leader Advantage: Becoming a true leader gives you the leader advantage. Leaders inspired set an example, provide a vision. Managers ensure processes are followed and are mainly concerned with the bottom line. Companies need both managers and leaders. But managers who are also good leaders, have an unfair advantage over their manager peers. As mentioned earlier, leaders who were more concerned about their staffs emotional well-being than the negative financial impact of the earthquakes on their business were much more successful in the end, business picked up much sooner and they gained many more loyal customers. What does this mean for you? First, try to assess whether you're more of a leader, a manager or both. But listening to characteristics I will describe shortly. Ask, Is this like me? How does my team see me? As you answer those questions, you should start getting more clarity around where you're at on your leadership journey and what you still need to develop to make your team most successful. To begin with, how much your team trusts that a change project will benefit them depends on how well you're connected to them and how much they believe you have their best interests at heart. If you've already started the team inventory project, you may already be sensing what jobs might be best for each one of them so that they can be certain that they will figure out how to solve the new problem successfully. You might also see who would work best together. The bottom line is really that you want them to be most productive by having each one of them used her talents and strengths and feed off each other to be more likely to succeed. You want to inspire them, enthused them to share their knowledge and experience, working effectively with their colleagues as they tackle new problems. If you struggled to get your team to commit to a change project, it is possibly to do with how you're managing them. And the Industrial Revolution, the manager was all that was needed to run the business. People had specific tasks that were repetitive and everyone you want to do and how to do it. A manager would decide on salary shifts and be concerned with disciplinary action against those who came in light work slower than others. Fourth, there was no need to inspire people to work because work was transactional. Today, this old management style has proven to be highly productive. Today, you need to be both a manager and a leader. You can now get away with only being a manager, although managing budgets, student forecasts and overseen processes and so forth are very important to keep the business working. But today it is much more complex and uncertain. We could've never foreseen that global pandemic for instance. So you can not get too complacent. Instead, you need to engage each member of your team to make the best use of your people. They are your greatest asset. Your role as a leader is to keep your team motivated to collaborate and find solutions to highly complex problems together. Since what we're seeing today is increasing in complexity. In today's environment, people have a greater sense of uncertainty. And with it, in stability, you therefore need to provide a clear sense of direction to help ease that discomfort. Develop a clear vision of what you and your company want to achieve, and then leave it for them to solve. Encouraging them to work together to solve problems rather than trying to solve things individually so they can work smarter, not necessarily harder. A leader is also concerned with a bottom line, but comes at it from another angle. A good leader knows that relationships matter in that the better people communicate with each other and collaborate, the better the results, as there is less risk that work will be duplicated or an important piece of information will be missed. Also, as more hints come together at complex problems can be solved where one person on their own might take longer to solve it if at all. To the left you see part of an infographic that is attached together with your project. There I present two types of managers. They are two ends of a continuum, the leader, manager and the micromanager, theirs and everything in between. But let's see the 2N so you can get the point. Managers are necessary the keep the business going using all the technical and operational knowledge of the business. But today, as we saw earlier, we have a knowledge-based economy where everyone brings some particular knowledge into the mix. And this diversity of knowledge and skills is what managers need to harnesses leaders. Some of Google's top leadership qualities are, according to Business Journal article, they are good coaches. They empower the team. Instead of micromanaging them, they shall interests in everyone's success and well-being. They're good communicators and listen to their team. They support their team members with their personal professional development. They have a clear vision and strategy for the team, and they are technically skilled, so they're able to advise them. Google is a great example of a learning organization that has grown exponentially. This list might even surface of benchmarking tool as long as you don't try to take on altogether, I would choose one item to work on at a time and get the support you need to develop your leadership skills further. Congratulations for completing all the lessons. I'll see you in the next video for a wrap-up and make sure that you remember the main points of this course, which you can come back to anytime. 10. Consolidating Learning: I'm glad you made it all the way to the end. With perseverance, you achieve much more so well done. Now let's recap the main points so that you can remember them, apply them, and help your team through the next change. You saw that you have great influence over your team's performance and you can harness it by getting to know them on a more personal level, one-on-one, then you can match them up to the right activities that will make them shine and also get the team to know about their strengths. So they, they can also harness the collective knowledge and skills that they have within their team and creating the right environment for people to come up with problems and asks for help is crucial so that you can mitigate problems and risks and problems that might happen further along the way. If you generally care for your team, which I'm assuming you do, I expect that, then don't feel afraid of showing your concern and empower them to do the best job they can by believing in them and helping them especially believe in themselves, especially in times of change, when it is more feasible that they will be a little unsettled. Remember that in times of change like these, dealing with emotions is important. So if you take care of their well-being, generally showing your concern for them, they will respond in kind as we saw with one example, taking care of people's well-being does not mean that you're not going to take care of business. That does not mean that you're going to become complacent if someone is not doing their job, it just means that you're going to come at it. A different approach, looking at how you can help them best, how you can support them best by asking them questions, listening to them, without getting defensive, seeing what they need so that they can perform at their best. And that will help to improve the overall performance. If you have that kind of relationship with employees one on one and as a team, the bottom line is that you need to generally care for each and every one of your team members. You also need to be clear on the direction you're headed and where do you wanna go with a change project? What do you want to achieve and what are the standards that you want to achieve? That is very important because you're the one who is steering the boat. They are doing the polling. Once they're clear on this, then you can get more hands off and let them do their job. Let them work to their strengths and encourage collaboration so that they can work the best together using the knowledge of each and every one. They also, after doing your project, they will also know what each one is really good at and where they can go for help. I'd love to hear about how you're getting on with your project and how your team is doing as well. Remember to post the project, but keeping names confidential. So please code it. If you enjoyed this class, please give it a like and follow me so you'll be notified of other coming classes, all the best and hope to see you soon.