Conversation with Claire Hughes Johnson — Building Great Teams, Managers, and Self-Awareness

Inclusive Teams

Claire Hughes Johnson emphasizes the transformative power of diversity and inclusion in enhancing team performance. She explains that inclusive teams, where diverse perspectives are valued and heard, can achieve performance levels three to five times higher than non-inclusive teams 1. Claire highlights the importance of building a collective culture that transcends individual differences, focusing on shared goals and mutual belief in team success 2.

A diverse team when run with inclusive practices, meaning I value your difference... those teams can have three to five x the performance.

--- Claire Hughes Johnson

She argues that focusing too much on individual differences can detract from achieving better results through a unified team effort.

   

Leadership & Management

Claire distinguishes between leadership and management, noting that both are essential yet distinct skill sets within team dynamics. Leadership involves setting a vision and values, while management focuses on organizing people and processes to achieve goals 3. She stresses the importance of self-awareness in leadership, encouraging leaders to understand their strengths and blind spots to build effective teams 4.

Say the thing you think you cannot say is really a lesson I've learned that you're not going to move the conversation, the project, the company forward until you're in a position where you can take some risk.

--- Claire Hughes Johnson

Claire believes that mastering both leadership and management is crucial for career advancement and effective team building.

   

Work Styles

Understanding and balancing different work styles is vital for team success, according to Claire. She discusses the importance of recognizing whether team members are introverted or extroverted and how these traits influence their work preferences 5. Claire advises introverts to push their boundaries by sharing their thoughts and ideas, as this is crucial for career progression 6.

You're going to be noticed for saying, hey, I think the model is actually wrong because these wrong assumptions. Right? Say it. You got to bring it up.

--- Claire Hughes Johnson

She suggests that early career roles often suit introverts, but they must develop the skill to communicate their insights effectively.