Collaboration

Many leaders of growing organizations bemoan employee resistance to change. But the reason most change efforts fail is that leaders suffer from the hero complex.

There’s a tendency to overmanage complicated collaborations. But additional meetings and structure put additional stressors on productivity. There’s a better way.

Many businesses are challenged to marshal sufficient resources, personnel, and advanced technology to fully understand potential threats. But few recognize that their efforts are also hindered by the silos within their risk management functions that leave their teams with visibility into only select pieces of the overall threat matrix.

Leaders can’t escape the reality that people will have side conversations in typed chats during virtual meetings. But whether these chats serve useful purposes or breed mistrust depends on how leaders handle them.

Four interrelated practices can bolster dignity, leading to more constructive problem-solving and collaboration.