I find that leaders are good at spewing out the "fluffy" "feelings" stuff. They aren't great at following through when rules are broken (i.e. "if you let F- bombs fly in front of your patients, there will be consequences"). The staff knows there will never be follow-through, so they continue exhibiting bad behaviors.
This was so timely for my team. Do you have any suggestions for helping a hybrid team (some local and some remote) build shared understanding and connection?
So manuals of me become even more important in a remote environment. But you might consider drafting a team wide version sometimes called a "team charter." Basically, we as a team need to get really clear about how we're going to collaborate so that we don't let all sorts of assumptions and misunderstandings creep in. More here: davidburkus.com/resources/creating-a-team-charter/
Love the “manual of me” - great vid, thanks!
Thanks so much!
I find that leaders are good at spewing out the "fluffy" "feelings" stuff. They aren't great at following through when rules are broken (i.e. "if you let F- bombs fly in front of your patients, there will be consequences"). The staff knows there will never be follow-through, so they continue exhibiting bad behaviors.
Selective enforcement is toxic.
This was so timely for my team. Do you have any suggestions for helping a hybrid team (some local and some remote) build shared understanding and connection?
So manuals of me become even more important in a remote environment. But you might consider drafting a team wide version sometimes called a "team charter." Basically, we as a team need to get really clear about how we're going to collaborate so that we don't let all sorts of assumptions and misunderstandings creep in. More here: davidburkus.com/resources/creating-a-team-charter/
Love the chess comment! That is SO true!!
Thanks so much!