I often take the train into the city of Chicago and then take a cab to my final destination. For the most part I’ve found cabbies to be pleasant, compliant with traffic laws and knowledgeable of the city. However, failure by the city to hold a few reckless cabbies accountable for their actions casts a dark shadow on cab drivers as a whole.
When something good or bad happens, or we have an idea, we want to share it. When we have a question, we want to ask it. When frustrated, we want to vent.
Do you ever get frustrated with people on your leadership team while solving problems or brainstorming ideas? They may ask too many questions, jump to conclusions too fast, are too quiet, or are always a pessimist. Do you sometimes wish they all had your “MO” when discussing these things? Wouldn’t that be great? Or would it?
I’ve observed an ailment in many sessions over the years, and lately I’ve been prescribing the remedy more than ever, so I thought it worthy of a blog. It occurs during issue solving, and odds are that you’re dealing with it too. When a leadership team is addressing an issue and one of the leaders is explaining the issue to the entire team, many times he or she makes very general, generic statements to all team members when the issue really only has to do with one or two people. This normally stems from a fear of conflict or lack of accountability on the team, and it’s costing you valuable time and causing murkiness, confusion, and lack of resolution.
In their periodic leadership meetings does your leadership team spend endless amounts of time discussing issues? Never seeming to reach a conclusion or make a decision?
