HoopsHype - Forces of Character: A conversation with Gregg Popovich < 5min

In the current era of sports, where athletes are often jumping from team to team for the highest paycheck, Coach Popovich and his organization have created a climate in which their best player, Tim Duncan, and the other stars of the team, consistently take below-market value to stay there and continue the winning tradition. | GP: When I’m interviewing a kid to draft I’m looking for specific things. Over the course of sitting in the gym and talking, having lunch, watching him at free agent camp, this is what I’m after and not necessarily in this order. ... Having a sense of humor is huge to me and to our staff because I think if people can’t be self-deprecating or laugh at themselves or enjoy a funny situation, they have a hard time giving themselves to the group. ... Being able to enjoy someone else’s success is a huge thing. ... At some point he’ll start to think he’s not playing enough minutes, or his parents are going to wonder why he’s not playing, or his agent’s going to call too much. I don’t need that stuff. I’ve got more important things to do. I’ll find somebody else, even if they have less ability, as long as they don’t have that character trait. ... Work ethic is obvious to all of us. ... We also look at how someone reacts to their childhood. ... I go to bed every night and I don’t worry about anybody on my team. I don’t come to work in the morning and say, “Ah, jeez, I’m going to have to clean this mess up.” It doesn’t happen. ... We spend a good deal of time discussing politics, race, food and wine, international events, and other things just to impart the notion that a life of satisfaction cannot be based on sports alone. ... You can’t just get your satisfaction out of teaching somebody how to shoot or how to box out on a rebound. That’s not very important in the big picture of things.

The New York Times - What Google Learned From Its Quest to Build the Perfect Team 5-15min

Our data-saturated age enables us to examine our work habits and office quirks with a scrutiny that our cubicle-bound forebears could only dream of. Today, on corporate campuses and within university laboratories, psychologists, sociologists and statisticians are devoting themselves to studying everything from team composition to email patterns in order to figure out how to make employees into faster, better and more productive versions of themselves. ... Five years ago, Google — one of the most public proselytizers of how studying workers can transform productivity — became focused on building the perfect team. In the last decade, the tech giant has spent untold millions of dollars measuring nearly every aspect of its employees’ lives. Google’s People Operations department has scrutinized everything from how frequently particular people eat together (the most productive employees tend to build larger networks by rotating dining companions) to which traits the best managers share (unsurprisingly, good communication and avoiding micromanaging is critical; more shocking, this was news to many Google managers). ... No matter how researchers arranged the data, though, it was almost impossible to find patterns — or any evidence that the composition of a team made any difference. ... kept coming across research by psychologists and sociologists that focused on what are known as ‘‘group norms.’ ... Norms can be unspoken or openly acknowledged, but their influence is often profound. Team members may behave in certain ways as individuals — they may chafe against authority or prefer working independently — but when they gather, the group’s norms typically override individual proclivities and encourage deference to the team. ... noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’ ... Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues. ... to be fully present at work, to feel ‘‘psychologically safe,’’ we must know that we can be free enough, sometimes, to share the things that scare us without fear of recriminations.