You can have high performing teams with deep hierarchies, so long as there is an open model to knowledge access. But when knowledge hiding goes on, hierarchies tend to erode team performance.
By stepping away from being a subject matter expert and toward a focus on people and coaching, a manager is in a much better position to transform their job into a leadership role.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
In an era of heightened employee mobility, hybrid work environments, and a skills shortage, the idea of matching great talent with critical roles may not be new, but it is more essential than ever.
By adopting this approach, we will not only end up writing good, albeit not perfect, OKRs, but also take that vital step in the practice of management; taking individuals or teams outside their zone of comfort to learn, improve, and explore — ultimately achieving meaningful transformation that unloc
No fixed set of actions can define, measure, or achieve success. Thus, trying to make transformation a tick box affair is to setup an organisation for failure. This is because successful transformation is as much about the process as it is about the outcome.
The notion that the 'significant symbols,' found in the harmony between the projected and received understanding of the gesture which transports meaning between employee and manager, are not fixed, but are subject to continual recreation allowing infinite flexibility when assessing project planning.
