One head-scratcher for team members is why a particular colleague seems to have their ideas consistently disregarded or brushed aside. Not every idea a colleague proposes is a good one. But when a pattern emerges where many or most of the ideas a team member suggests are ignored or overlooked, there is a good reason left unexplained. And a colleague who only rarely has an idea taken seriously has a problem that must be corrected, lest they lose their relevance on the team.
Another informative post. Spot on. In my opinion and experience, there are various reasons why. One thing that can help is establishing trust. We have often referenced THE SPEED OF TRUST by Stephen M.R. Covey. This book has great material to implement. The caveat to most things written or unwritten: the boss, manager, supervisor, etc.. can always pull rank. Short of illegal, unethical, and/or immoral conduct (sometimes they even get away with these) the higher ranking employee will win. Anyone with time and experience knows this brutal truth.
In the end, we shouldn't cry wolf, unless we see one (Aesop's Fables).
Trying to think how trust helps when a person is ignored regularly because of their lack of awareness. I suppose if I was the leader trying to develop this person, then trust is important there. But if a person unknowingly conditions the entire team to ignore them when they offer an idea because of whatever reason... it's going to take a leader of real conviction to spend time with that weak performer.
Absolutely. My point is trust must be mutual. It must be established in the beginning, because it is near impossible to establish later on. I would also say, if as a leader, we have let that individual get by that way. We have failed them. We can't start weak and expect strength. We must promote strong autonomous teams. Too many people with leader in their titles or job descriptions are complacent. They have pull and want things to stay the same. Unfortunately, we all know they never are.
Some advice based on personal experience for people new to the company and/or new in the career: 1) Make less statements and ask a lot more questions; 3) Don't assume because you don't know about it, something hasn't already been tried or already exists; and 4) Remove, "At my last company, we did things this way." Re: Today's X-Spaces discussion - can you add more about what you two were discussing about what Alan had said about making a case for something? It sounded promising, but because of time, you couldn't cover it in detail. Maybe in a future Field Note.
I can share an outline of that behavior with you, probably to your email.
The structure is part of a behavior that might be forthcoming in a "Communication" module in the platform... so I should be careful in discussing the specifics in detail in a public forum.
Thanks - I can wait. I’ll go back and Re listen to todays spaces and write down what you said. I’ll try to fill in the spaces in between. Will make me think about it more.
In my experience with a hierarchical system at the workplace this is a prevailing practice to the detriment of “new guys”. I’ve been on our fire department full time for only a little over a year which black books me to some degree. My creativity isn’t just ignored, it isn’t to be heard at all. Navigating this is challenging and even disheartening. I’ve found that communicating with people holding less steep climbs of superiority offers some support. There are leaders who are more open than others to different perspectives, and they are the leaders I admire. Thankfully, I believe this structure is on its way out, and a more inclusive environment could take its place.
Good morning,
Another informative post. Spot on. In my opinion and experience, there are various reasons why. One thing that can help is establishing trust. We have often referenced THE SPEED OF TRUST by Stephen M.R. Covey. This book has great material to implement. The caveat to most things written or unwritten: the boss, manager, supervisor, etc.. can always pull rank. Short of illegal, unethical, and/or immoral conduct (sometimes they even get away with these) the higher ranking employee will win. Anyone with time and experience knows this brutal truth.
In the end, we shouldn't cry wolf, unless we see one (Aesop's Fables).
Thank you for your time.
Trying to think how trust helps when a person is ignored regularly because of their lack of awareness. I suppose if I was the leader trying to develop this person, then trust is important there. But if a person unknowingly conditions the entire team to ignore them when they offer an idea because of whatever reason... it's going to take a leader of real conviction to spend time with that weak performer.
Steve,
Absolutely. My point is trust must be mutual. It must be established in the beginning, because it is near impossible to establish later on. I would also say, if as a leader, we have let that individual get by that way. We have failed them. We can't start weak and expect strength. We must promote strong autonomous teams. Too many people with leader in their titles or job descriptions are complacent. They have pull and want things to stay the same. Unfortunately, we all know they never are.
Absolutely.
That gravity towards status quo is stronger than you realize when offering a great idea to make things more efficient.
Some advice based on personal experience for people new to the company and/or new in the career: 1) Make less statements and ask a lot more questions; 3) Don't assume because you don't know about it, something hasn't already been tried or already exists; and 4) Remove, "At my last company, we did things this way." Re: Today's X-Spaces discussion - can you add more about what you two were discussing about what Alan had said about making a case for something? It sounded promising, but because of time, you couldn't cover it in detail. Maybe in a future Field Note.
Hi David.
I can share an outline of that behavior with you, probably to your email.
The structure is part of a behavior that might be forthcoming in a "Communication" module in the platform... so I should be careful in discussing the specifics in detail in a public forum.
Thanks - I can wait. I’ll go back and Re listen to todays spaces and write down what you said. I’ll try to fill in the spaces in between. Will make me think about it more.
I sent a note to your gmail, David.
In my experience with a hierarchical system at the workplace this is a prevailing practice to the detriment of “new guys”. I’ve been on our fire department full time for only a little over a year which black books me to some degree. My creativity isn’t just ignored, it isn’t to be heard at all. Navigating this is challenging and even disheartening. I’ve found that communicating with people holding less steep climbs of superiority offers some support. There are leaders who are more open than others to different perspectives, and they are the leaders I admire. Thankfully, I believe this structure is on its way out, and a more inclusive environment could take its place.