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<title>Start With Why- Q8</title>
<link>https://www.glacuho.org/forums/posts.aspx?topic=1280267</link>
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<lastBuildDate>Thu, 4 Jun 2026 13:55:31 GMT</lastBuildDate>
<pubDate>Wed, 15 Jun 2016 14:50:23 GMT</pubDate>
<copyright>Copyright &#xA9; 2016 GLACUHO</copyright>
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<title>Start With Why- Q8</title>
<link>https://www.glacuho.org/forums/posts.aspx?topic=1280267</link>
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<description><![CDATA[<span id="docs-internal-guid-ea2e034c-4a05-90e2-66ad-0b37b579aa69"><span>How does the “Why” play into building your team? How do you use it to get folks on board with you or identify a “good fit”? (Correlate to staff supervision or advising)&nbsp;<span id="docs-internal-guid-ea2e034c-4a06-2ec8-b9b7-4357ff9b5bea"><span style="color: rgb(0, 0, 0); background-color: transparent;">How does all of that play into innovation?</span></span><br>
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<pubDate>Mon, 13 Jun 2016 14:49:20 GMT</pubDate>
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<link>https://www.glacuho.org/forums/posts.aspx?topic=1281041</link>
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<description><![CDATA[Ideally when you are able to pick RAs for example and you know that they will be the individuals you will specifically be supervising you are able to find people who more closely align with your own why, which can be the same as your department, but may also vary somewhat. When you are picking staff without the knowledge of who will supervise them the challenge becomes greater. You can use the why of your department, but if that is not clear you only have your own why. This could be fine if your own why aligns more closely with whoever ends of up supervising them, but if not it leaves a greater chance for friction. Fortunately, there is still opportunity in this situation. Creating a common why among your staff group may allow your team to create a unified identity and direction. When everyone is on the same page, the why is clear, and trust is given to the "what" and "how" groups it leaves the door open for people to try new things, to innovate. ]]></description>
<pubDate>Wed, 15 Jun 2016 15:25:16 GMT</pubDate>
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<link>https://www.glacuho.org/forums/posts.aspx?topic=1281057</link>
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<description><![CDATA[The why is a huge part of building a team! I do think it is interesting from an HR standpoint that Sinek suggests hiring people who "believe what you believe"-- sounds risky in some aspects, but the general sense of finding those core values is a good thing.  One quote that I enjoyed reading but may struggle with was "When employees belong, they guarantee your success. And they won’t be working hard and looking for<br />innovative solutions for you, they will be doing it for themselves. " I support this idea, but I can struggle with the idea of coaching someone out due to a lack of fit. Many professionals are self-aware and know when belonging has been achieved or not, but others continue to struggle.]]></description>
<pubDate>Wed, 15 Jun 2016 15:50:00 GMT</pubDate>
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<link>https://www.glacuho.org/forums/posts.aspx?topic=1281058</link>
<guid>https://www.glacuho.org/forums/posts.aspx?topic=1281058</guid>
<description><![CDATA[The why is a huge part of building a team! I do think it is interesting from an HR standpoint that Sinek suggests hiring people who "believe what you believe"-- sounds risky in some aspects, but the general sense of finding those core values is a good thing.  One quote that I enjoyed reading but may struggle with was "When employees belong, they guarantee your success. And they won’t be working hard and looking for<br />innovative solutions for you, they will be doing it for themselves. " I support this idea, but I can struggle with the idea of coaching someone out due to a lack of fit. Many professionals are self-aware and know when belonging has been achieved or not, but others continue to struggle.]]></description>
<pubDate>Wed, 15 Jun 2016 15:50:23 GMT</pubDate>
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