In an environment where everyone has an opinion, both online and off, organisations that get the balance right between consultation and making the tough decisions, actually inspire confidence and ultimately, have a competitive advantage.
And yet, it’s not always easy.
Healthy teams respectfully offer viewpoints as it relates to process, procedure, policy, product, program or even positioning, without damaging workplace culture or eroding their professionalism.
They also recognise through the importance of self-reflection and are accountable if they miss the mark and slip into attacking a person, rather than a problem.
This type of behaviour raises its’ head most often, when the decision made by a leader or designated authority, is not something you want or would personally do.
Leadership requires leaders to make the tough calls. Trust in the role. trust in the person and the portfolio of responsibility they have.
Leaders aren’t parents, and yet they are seen as people in authority. At times, team member hang-ups from childhood cloud judgement, rejection raises it’s head, social justice tries to find a hook to hang its’ hat on and come hell or high water, a small minority may object to the decisions made by the leader.
Dr Michael Carr-Gregg, adolescent Psychologist, in his book “Princess Bitchface Syndrome“, available on Audible, shares the importance of you, challenges the adult to have a healthy mindset of positive expectation. Believe the best and generally, you won’t be primed for offence and be less reactive.
So, next time you’ve been asked to consult on a matter, or offer feedback, check yourself.
Are you getting caught up in the emotion and being dishonouring or disrespectful, perhaps even lacking in civility or are you role-modelling what it means to contribute from a place of boldness and humility?
Embrace boldness and humility and with wisdom, process the results of feedback and present a united front to your client base.