If we focus on how to get the best out of the team without focusing on the team, we look at process and results without looking at team dynamics. The difference between liking what you do logically, and loving what you do on a deeper emotional level is rooted in the team having good dynamics and feeling like they are part of a purposeful whole. Resetting VCAT is a way we build and re-build the team.
It's said you can't step into the same river twice, and oysters create layers of beauty encapsulating threat. Lessons from both in the growth of individuals and organisations.
Creating and maintaining a team in remote environment is challenging. Finding leaders who can adapt to circumstances we've had over the last year to effectively build disparate teams and missions, even more so. In establishing mutual trust to work as teams, we must find remote camaraderie - helping people belong when there is no meeting space.
Louie Armstrong references aside, this post is a bit of a departure from the others. There is no BLUF, OpRes, or cyber. Instead it illustrates the world from a stoic (Marcus Aurelius/ Epictetus/ Seneca) philosophical standpoint. Your world.
An effective cyber organisation requires multiple talents, some hidden, some obvious. Leaders in cyber should aim to uncover and conduct the cyber orchestra so as to make it all work together to pre-empt and to resolve cyber challenges.
Skin in the game (SITG) goes past personal investment in endeavors, to potential loss or harm shared when an effort goes south. In larger senses we need organisational SITG to adjust culture or sector behaviours - with potential harm implicit for collectively falling short.
Many small adjustments and oversights in process, risk controls equate to the bending of material to fit it to the desired space. Only when there has been too much strain, or too many bends, will the bent piece be broken. A break leads us to find a proper piece, or decide if something else would be more suitable.
Measure based on past experience, mapping where our fragility lies.
Can incidents like COVID result in long term shifts in how we do business? Or is it a longer term crisis-du-jour, with underlying issues remaining unresolved?
Cassandra's paradox is knowing something will be missed, but not knowing what something is. It's missing what could be without understanding what could be.