In a former life, I worked in large organizations where the human resources (HR) department would conduct “360 Feedback Programs”. If you’re not familiar with this exercise it works like this... 

One of the toughest obstacles for a leadership team of a company to overcome is “vulnerability-based trust” where it’s safe to have conflict and take risks rather than fear them. It’s human nature to avoid uncomfortable or risky situations. 

Sure, there are people who are calm, cool and collected when the heat rises in a meeting but most become quiet or at least wait till someone else breaks the ice.

Some leaders and managers have been tempted to deviate from the 5-minute rock review we teach in the weekly Level 10 Meeting™, desiring something more detailed than a simple, on track/off track, report. The concern that team members are inappropriately reporting rocks to be on track when they are not has lead some teams to create elaborate “rock crushing systems” that include breaking rocks down into smaller action steps, plotting those steps out across a timeline, tracking completion of those steps and reporting the progress in weekly meetings.

In a growing company, it’s normal to feel like we're constantly in a battle for resources, results, energy, and people’s time and attention. Often, these daily challenges lead to unwanted tension and frustration.

The foundation to a healthy team = trust. The fabric of all organizations = teams. So, the more trusting your teams are, the healthier you will be as an organization.

I just did what Ms. Shultz taught you in your dreaded geometry class: if A = B and B = C, then A must equal C. It’s one of the tenets of sound logic.