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.
As a leader, you’re something of a gardener. It’s your job to nurture people and the culture so there’s a positive environment - a place where people are growing into their best selves, cultivating their talents, and working together for everyone’s benefit. Without tending, your company can become as unwelcoming as that gravel-strewn back lot of weeds.
Consider these five steps to tend your cultural garden as you work and lead.
Have you ever felt like you wanted your team members to be more proactive? Most leaders genuinely want to empower their teams. We know it is not effective or scale-able to have one person doing all the thinking for the group.
Yet when we try to encourage our team members to take ownership and solve problems, often we unwittingly sabotage ourselves with Solutions in Disguise.
Whether you are an individual contributor, a department head, or a CEO answering to a board, you can often find yourself in the position of being asked to do more work than is possible given the time and resources available.
The bad news is I don’t have a magic formula for adding infinitely more work capacity.
The good news is I do have some magic phrases for responding to requests (or demands) for more work in a way that manages your capacity while still being a good team player.