Fear Explored

Imagine, you are asked to provide 360 feedback on a manager with whom you have a difficult relationship.  Or imagine you are leading a team and no one is saying what they really think – you perceive that people are holding back their opinions.

Or what about a situation where leaders are physically closing doors … an acquisition has been recently announced but you and your colleagues know little about what the impact will be on the business.  In all of these situations, most commonly, and not surprising, the overwhelming response is fear.

In my day-to-day work, I find myself in situations where training or leadership development is expected to be the answer.  However, when one starts working with participants or a team, really trying to understand the issues, what often emerges is that there is a larger, unspoken issue.

Walk the Talk of Accountability (Part 3)

This is the 3rd of a 7-part series on the topic of accountability, based on book “Crucial Accountability”, 2013 (authors Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler)

This time we'll explore more in-depth the model presented last time:

Step 1: Clarify the What and If

It is important to evaluate the problem and the potential risk of not holding one accountable in order to come up with the right solution for ourselves, our team, organization and/or the employee.