Friday Forward - They Say

Shared language is important in leading adaptive change. When people begin to use the same words with the same meaning, they communicate more effectively, minimize misunderstandings, and gain the sense of being on the same page, even while grappling with significant differences on the issues.

“Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior. And as simple as that sounds, most executives hate to do it, especially when it comes to a peer’s behavior, because they want to avoid interpersonal discomfort.”

E as organizações podem garantir que os funcionários saibam de tudo o que está acontecendo, porque, como dizem, “fazer o seu trabalho em um vácuo de informação é entediante e não traz inspiração”. Os gerentes também devem ter tolerância zero com atitudes incivilizadas e nunca permitir que um funcionário envenene a cultura corporativa com abusos ou

When members of a leadership team willingly acknowledge their weaknesses to one another, they give their peers tacit permission to call them on those weaknesses. Of course, it also serves to validate their strengths.

start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know l