Listening to what people have to say is important. Doing something with that information is even more critical. Giving people at all levels of the organization the power to do something with their own information? That’s acting at the edge.
The more we experiment with the notion of shared leadership the more benefits we see. So much so that we are considering applying a shared leadership approach across other roles at Joyous in time.
Organizations that use the ADKAR conversation set as a base for conversations about change believe that involving everyone - even from an early stage - will help people to feel more comfortable. It also allows the organization to tap into *everyone's* knowledge and ideas, which helps ensure change success.
Change is inevitable in organizations. To make sure transformation projects succeed, give your people the tools and guidance to have positive, productive conversations about change.
Just because people are loud doesn’t mean they’re right, or that their opinions are shared by everyone. How do you manage feedback when half your team prefers to go slow and keep quiet and the others are moving - and talking - at warp speed?
If you’re in any way worried about dealing with feedback in your teams - or you want to help other people in your organisation deal with their feedback - then this is the toolkit for you.
Leaders who value efficiency over empathy tend to sacrifice investing time in relationships with their team members. The result? Ironically, team efficiency is negatively impacted.
About two years into my career as an engineering team leader I had to have a difficult conversation. Here's how I used the SCORE framework to make it simple and painless for everyone involved.
The most important problems cannot be solved alone, but by collaborating - and that collaboration should be free to stretch outside the limited walls of the corporation.