Learn more about corporateculture with this collection
Strategies for promoting inclusivity
How to address unconscious bias
How to create a diverse and inclusive workplace
Not complainers, but champions
Problem spotters don't enjoy bearing bad tidings. However, they do it to advance the organization.
Stop making it so hard on them to help you. Don't say "I hear you have a problem with us." Instead, state that you appreciate them helping you to get better.
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Define the processes
Define the processes to work on gaps to solve difficult problems all the time. The fast market dynamic requires constant learners, adapting and growing and trying new things.
- Is there an ongoing mechanism to address far-reaching issues?
- Can difficult top...
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Notice the problem
Disruption, change, or growth is often the cause for the issues becoming uncomfortable.
Ask if management/key status reports explicitly name open issues that could significantly affect the future of the business?
Remind yourself that as uncomfortable as it is, when you no l...
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Celebrate the agitation
Instead of demonizing people raising issues, celebrate the agitation. If people don't raise issues, consider why not. It could be because they stop believing you care or don't think you want their best ideas. Both are problematic.
The day your people stop bringing you their probl...
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The key to growth
Divergent and dissident people are the key to growth and innovation. However, some leaders demonize the people who raise a problem instead of solving the problem that is raised.
They do this because it is uncomfortable to see their shortcomings. The problem makes them anxious and af...
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Other curated ideas on this topic:
Procrastination is not an identity
Procrastination is something you do, not someone you are. When you stop making procrastination part of your identity, you free yourself up to change.
Don't judge yourself for how you feel. Instead, analyze the problem and see how you can move forward.
Assess your relationship with feedback
An organization must start by acknowledging its current state. If you don’t have a feedback culture, but want one, then say that.
And, while you say it, recognize openly where you’re starting from, and acknowledge that some people may have had bad experiences. From there, ...
Making difficult decisions: Things to accept
- Dealing with hard decisions is an obligation. When you accepted the mantle of leadership, you accepted the authority and the responsibility.
- You can't hope the issue will resolve itself. When leaders don't want to take ownership of the outcome, the...
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