The fundamental skill set of high performing organizations is great management.
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​There is an art to management that is often overlooked. Studies have shown that a manager has one of the greatest impacts on mental health of any relationship a person has, and is a key determinant for whether a person stays at an organization. But it’s not just that. Management always makes a difference in how any effort goes.
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Poor management amplifies every challenge an organization faces.​
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Change initiatives are highly dependent on managers to translate initiatives into the reality of their teams. The development of new leaders is based on the quality of management they receive. The ability of senior leaders to drive vision comes from the ability to empower great managers to drive results. And the experience of belonging rarely happens if a manager isn’t focusing on bringing clarity, feedback, and support to their direct reports.
Each of these cases requires a huge amount of leadership dexterity - an ability to carve out clarity, problem solve, differentiate, and lead with care.
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Do you ever feel like it takes a big lift to move the work forward when you are a manager?
Maybe their work product needs sizable improvement before it will be ready for show time. Or you brace yourself for a conversation with your team member, knowing they may not want to hear your perspective or suit up for another round of edits.
Somewhere, the generative spark in these situations is a little dimmer. Engagement and ownership have waned. And it’s so tempting to just push through.
We believe feedback is situated in a relationship, and that “The Four Cs” (Care, Candor, Curiosity and Cultural Humility) operate as a true north in dialogue that fosters a culture of belonging.
The psychological safety that’s necessary for learning exists when team members feel “I’m for You” (not just for the work product) in the stance their managers take. “I’m for You” feedback means I honor the work you have poured in, I am invested in your long-term growth and I want to find a reasonable balance between how perfect this needs to be and all that I know you are balancing.
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As we continue to bring our vision of more human-centered workplaces to fruition, we are excited to share our insights and learn from you as well. That said, we ask that before you get down to business, consider these questions…
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“It’s not enough to be busy; so are the ants. The question is: what are we busy about?” ~Henry David Thoreau
People do their best work in a place of psychological safety, but we can’t assume it’s a given…
We all come into relationships, personal or otherwise, carrying with us all of our experiences of the past. If we aren’t intentional about how we begin each new relationship, we may unintentionally create dynamics based on those experiences that inhibit our connection with others.
You think you’re building trust… but is it really adding up?
We often think that trust is based on credibility and reliability. The assumption is that if you are knowledgeable and experienced, people will trust that you have the expertise required to complete a task and will do a good job. We are here to tell you there is another piece to this Trust Equation you should consider - Connection.
Giving feedback can be a transformative force in our professional lives, yet we often encounter three common barriers that hinder us from utilizing it: Environmental, Validity, and Interpersonal. Let's explore how to break down these barriers and create a culture of feedback that fosters growth and equity.
😮💨 Deep sigh. Those moments where we see a solution to a problem where others aren’t convinced or haven’t acted on can be frustrating.
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Maybe you have tried to offer suggestions but haven’t been heard. Or you don’t try because you think it is a lost cause. Or maybe you think only certain people can influence and you don’t have enough positional power.
Call your shots as you’re growing.
It might sound unnecessary. Or extra vulnerable.
But the truth is that while we are trying to grow in our own leadership, people may have a picture etched in their minds based on your past behavior.
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You might not be using the greatest tool in your belt…
It’s not a hammer or rope or a measuring tape. It’s EMPATHY. The ability to understand how people feel and use that information to develop solutions that improve the experience of others is one of the most important skills leaders must use at work.
🧠Shifting Internal Narratives for Effective Feedback 🌟
If you’ve ever found yourself frozen- unable to give feedback because your internal dialogue has trapped you in a spiral of unproductive thoughts, you're not alone. These internal stories can hinder our ability to provide constructive feedback, but the truth is, they're often based on assumptions, not reality. It's time to reframe these narratives into empowering possibilities and center our focus on our relationship with others.
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