Excellent advice. The real art of leadership isn’t just in transmitting a message but in understanding what’s not being said. And if team members don’t trust they can speak openly without facing negative repercussions, they won’t share crucial insights. No problems? That’s a big problem.
I've found it helpful to do what you allude to in the post: Publicly praise employees when they do speak up about something. I think this sends a stronger message than just encouraging people to bring up issues (though asking them to is important as well).
Not killing the messenger is the key point. Poor managers associate bad news with the person who talks about it or discount the news as nonsense or negativity.
I've seen this happen over and over, with the people trying to stop disaster being labelled as troublemakers or unable to manage stress. In some cases, I've seen people managed out of their jobs.
As always, if you want the team to talk to you, you have to be honest, trustworthy and a decent person.
This would never happen with our standing Prime Minister Anthony Albanese. He is not over inquisitive, and you’ll be nosy or pushy into the domains of portfolio held by his ministers. He is, however, acutely aware of everything that is happening within the instrumentality of governments, including the state of affairs in all states and many local government areas. He is by habit a prime minister who insures that he is fully briefed about everything that is happening, at the same time Not overstepping the delegated responsibilities held by his ministers. To his colleagues and those who work with him he is both informed and entrusting to them of carrying out their portfolio responsibilities.
As a leader, he is open, honest, empathetic, transparent and above all Biggly concerned for each and every Australian. He is a leader and a prime minister trusted by the vast majority of Australians.
Excellent advice. The real art of leadership isn’t just in transmitting a message but in understanding what’s not being said. And if team members don’t trust they can speak openly without facing negative repercussions, they won’t share crucial insights. No problems? That’s a big problem.
Certainly, Joel.
Silence speaks volumes.
Anything you’ve done regularly that helps you to know when silence is becoming a flag?
I've found it helpful to do what you allude to in the post: Publicly praise employees when they do speak up about something. I think this sends a stronger message than just encouraging people to bring up issues (though asking them to is important as well).
A leader can’t lead what they don’t know, and they can’t know what isn’t said.
Transparency builds trust, and trust builds teams.
Thanks!
Any specific routines you’ve used to keep your team talking about those visible or invisible elephants in the room?
Yes I agree. You have to seek out the info, which is not easy when you don’t know what you don’t know. The 7 questions above are helpful
Not killing the messenger is the key point. Poor managers associate bad news with the person who talks about it or discount the news as nonsense or negativity.
I've seen this happen over and over, with the people trying to stop disaster being labelled as troublemakers or unable to manage stress. In some cases, I've seen people managed out of their jobs.
As always, if you want the team to talk to you, you have to be honest, trustworthy and a decent person.
This would never happen with our standing Prime Minister Anthony Albanese. He is not over inquisitive, and you’ll be nosy or pushy into the domains of portfolio held by his ministers. He is, however, acutely aware of everything that is happening within the instrumentality of governments, including the state of affairs in all states and many local government areas. He is by habit a prime minister who insures that he is fully briefed about everything that is happening, at the same time Not overstepping the delegated responsibilities held by his ministers. To his colleagues and those who work with him he is both informed and entrusting to them of carrying out their portfolio responsibilities.
As a leader, he is open, honest, empathetic, transparent and above all Biggly concerned for each and every Australian. He is a leader and a prime minister trusted by the vast majority of Australians.