As you move up the hierarchy at work, you gain power. And most higher-ups exercise control and authority to exercise and accumulate that power. What if we flip this around and use connection to build power?
Today we’re calling BS on breaking through fear and “feeling fear and doing it anyway”. Fear is not the biggest success blocker, it’s armor.
Middle Managers make up 8% of the labor force. They are pivotal in creating our workplace culture. What if they banded together to stand up for better working conditions?
How does it feel to be ranked? When you’re at the bottom it feels bad, but being ‘better than’ is just as much of a dysfunction as being ‘less than’. Why do we continually put people in dysfunctional situations? Can a company run without ranking?
Some questions move a group forward and other questions drive the group further into useless discussion. Today we take a look at which questions are useful and which ones are not.
You might wish politics would stop so you could do your work. Actually, politics is 90% of your work. Today we’ll look at some strategies to navigate the political waters in your organization.
Did you ever feel like senior leaders have no idea what’s really happening on the ground? My friend Kelly calls this the “permafrost layer”, and I see it in most companies. I’ve encouraged you all to take responsibility for your world, so I ask you, “How are you complicit in creating leaders who don’t know what’s really going on?” And I ask leaders, “What can you do to melt the permafrost?”
Leaders - are you creating fear? What are you doing that’s discouraging people from giving you the truth? Are you creating a safe environment or one of fear? I had an executive ask me indignantly, “What are they afraid of? We never fire anyone!” People aren’t afraid of being fired, they are afraid of criticism and shame. That’s a lot worse than being fired.
If you criticize everything that crosses your path, you’re a like a black cat, creating bad luck in the form of fear. When people are afraid, you aren’t going to get the truth, and a permafrost layer develops.
Workers - are you coddling your leaders? When workers make everything look rosy, we are building the permafrost upwards. When an environment of fear is in place, it’s hard to say anything negative when reporting upwards. This is where courage comes into play; it takes courage to speak the truth. I had an executive client once tell me “If you listen to what they tell me you think everything is rosy, but I look at our results and I know it’s not.” Most of the time when people have the courage to be honest, in a productive way, it pays off. And when it doesn’t? Well did you really want to work there anyway?
How have you melted the permafrost layer in your organization? Let us know!
As we move into a world made up of teams, getting teams to work well is becoming very important. The practice of Chartering is key to getting teams off on the right foot.
Leading change requires a special type of leadership that may not be suited for everyone. What do you need to be a great change leader?
Why do some teams feel unstoppable and others feel hopeless? It might be the leader’s belief in possibility.