Actionable tips and tools for you and your team
To create thriving work environments, it is essential to be conscious of the impact of our actions and embrace the power of productive conflict. By fostering an environment that encourages open dialogue and constructive disagreement, we can effectively steer clear of “The Abilene Paradox” and build stronger, more cohesive teams.
There’s no better time to plan what’s next by building on your success to date, adding in what matters most, and topping it off with some understanding and empathy.
To support how you might go about creating your go-forward plan, here are three simple tips that could make a difference for you and your team.
We are all getting better at short-term adaptation in response to the never ending waves. Many leaders who are still struggling can benefit from exploring how to be stable and centered while empowering others.
Here are a few questions you can ask yourself as you plan for the year ahead and step forward.
I have good news and bad news. The good news is I am about to walk you through some helpful considerations to embrace change in your organization.
The bad news is these steps won’t likely bring you smoothly to a clear end-of-the-ride moment.
Instead, I hope to support a shift in your perspective about how you think about change to allow your people and your organization to flourish on an on-going basis.
Whether your team is back in the office, back on the line, or working from home, we’re all faced with something that’s pulling us apart. Plexiglass, screens, and masks, while keeping us physically safe, create significant strain on our ability to connect.
Add on chronic stress, fear, and scarcity and it’s no wonder folks aren’t working together as well as they could.
Here’s what we think may be going on.
The experience of receiving tough feedback about culture is common - even for leaders who feel they value everyone on their teams. How leaders respond to questions of inclusion—a sense of belonging at work—is vitally important for staff moral, workplace climate, AND the long-term success of your business.
As a leader, separating venting from important questions and concerns takes time and patience. It can be a drag to listen to people complain without solutions or bring you their concerns without seeing their role in the problem. Tune into three areas from Cy Wakeman’s work to decrease drama at your organization.
The old adage “There’s no such thing as a bad question” might feel like a slap in the face. Rather than good or bad questions, we like to think of questions as unhelpful or helpful. Some questions can help everyone get to a good outcome. Others do the opposite. Consider these subtle shifts to help you get the outcomes you are striving for when asking questions of your employees.
It’s easy for your department leaders to get painted into the corner of their titles, defending their territory with the skills for which they were hired. But leaders on a great team learn to come out of their department corners and engage with their peers to find solutions that work for the whole organization.
You know as a leader, people are counting on you to help the organization. And you need everyone working together, giving their best, stretching themselves to be better. Sometimes, offering help feels riskier than its worth. Here’s one way to provide feedback that gets to results and builds your relationships.
Get the Guide
Monthly resources and tools to uncover possibilities, equip your team, and create lasting results together.
