Making Fast Transitions is helping me with this. I once joined a company with a leader a few years younger than me had a red, yellow, green sign on the door to her office. It was an indicator of her mood at that time. She thought she was being helpful. It wasn’t. In a 1:1, I politely told her it was her job as a leader to always been green for her team, no matter what was happening personally. She vehemently disagreed. Six months later, I was leading that team. My first question to the team was, how do we want to move forward together as a team? The team’s consensus was, No Drama. We bought an Easy Button from Staples and anyone could press it when someone violated this rule.
I just remember it was all about her. You couldn’t approach her if it was red, yellow you are playing with fire. It was based on her mood, not her availability (e.g., in a meeting, working against a tight deadline, etc.).
Making Fast Transitions is helping me with this. I once joined a company with a leader a few years younger than me had a red, yellow, green sign on the door to her office. It was an indicator of her mood at that time. She thought she was being helpful. It wasn’t. In a 1:1, I politely told her it was her job as a leader to always been green for her team, no matter what was happening personally. She vehemently disagreed. Six months later, I was leading that team. My first question to the team was, how do we want to move forward together as a team? The team’s consensus was, No Drama. We bought an Easy Button from Staples and anyone could press it when someone violated this rule.
I just remember it was all about her. You couldn’t approach her if it was red, yellow you are playing with fire. It was based on her mood, not her availability (e.g., in a meeting, working against a tight deadline, etc.).
Can you remember the justification she might use to defend those indicators?
Something about transparency in her communications??