This was such a great session! My team has been very opposed to engaging in healthy conflict claiming it will destroy their relationships at work and it isn’t their place. I am going to share this talk in our department meeting next week.
Most of this stuff doesn't work in practice. During your next meeting, try critiquing someone that is in a higher position then you. Thoughtfully spell out how their actions and/or decision making over the past 6 months has been more of an obstacle to the success of your department than an asset. That is usually the beginning of the departure between you and the organization.
Question: This is exactly my philosophy and my style. Last week, my CEO called and said I need to stay in my own lane. "If it's not related to marketing, you don't need to comment on anything else." Other leaders have suggested that I'm too pushy when it comes to asking for accountability, a value that we publicly advertise as core to our mission -- but privately they admit that it's BS. Is there any hope for my situation? I feel like a failure if I bail and get a new job because they have too much fear to affect change in a company that desperately need it. Thanks for any advice.
I don't know your situation, but when making suggestions outside of your department...keep in mind that they are dealing with a ton of stuff that you are completely unaware of. Just keep that in context when making suggestions and/or accountability.
This was such a great session! My team has been very opposed to engaging in healthy conflict claiming it will destroy their relationships at work and it isn’t their place. I am going to share this talk in our department meeting next week.
Most of this stuff doesn't work in practice. During your next meeting, try critiquing someone that is in a higher position then you. Thoughtfully spell out how their actions and/or decision making over the past 6 months has been more of an obstacle to the success of your department than an asset. That is usually the beginning of the departure between you and the organization.
"Am I doing this to show how smart I am" - thats another question to consider before speaking up. Also sometimes, it's about HOW you say it.
Thanks so much for this video! I’ll be more confident to be that little j jerk now.
Question: This is exactly my philosophy and my style. Last week, my CEO called and said I need to stay in my own lane. "If it's not related to marketing, you don't need to comment on anything else." Other leaders have suggested that I'm too pushy when it comes to asking for accountability, a value that we publicly advertise as core to our mission -- but privately they admit that it's BS. Is there any hope for my situation? I feel like a failure if I bail and get a new job because they have too much fear to affect change in a company that desperately need it. Thanks for any advice.
I don't know your situation, but when making suggestions outside of your department...keep in mind that they are dealing with a ton of stuff that you are completely unaware of. Just keep that in context when making suggestions and/or accountability.
This is my mission #ihrdifferent. The premise is I’m the HR pro that is a little jerk so you aren’t a big one!
The person receiving the message has to look inward and learn that the message is not personal, it's constructive "criticism".
The title of the podcast has the capital J. :)
I saw that too, lol