 |
What’s not okay is for team members to avoid disagreement, hold back their opinions on important matters, and choose their battles carefully…
|
41 |
 |
People will not actively commit to a decision if they have not had the opportunity to provide input, ask questions, and understand the rationale behind it.
|
48 |
 |
…there is nothing noble about withholding information that can help an employee improve.
|
59 |
 |
Confronting someone about their behavior… involves a judgment call that is more likely to provoke a defensive response.
|
59 |
 |
The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results.
|
65 |
 |
…there is no getting around the fact that the only measure of a great team – or a great organization, is whether it accomplishes what it sets out to accomplish.
|
65 |
 |
…clarity…is a word that is used incessantly by leaders, consultants, and organizational theorists, and yet… real alignment remains frustratingly rare.
|
73 |
 |
…leaders underestimate the impact of even subtle misalignment at the top, and the damage caused to the rest of the organization by small gaps…
|
74 |
 |
…there is no way employees can be empowered to fully execute their responsibilities if they don’t receive clear and consistent messages…
|
75 |
 |
There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned.
|
75 |
