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How do you get a subordinate to tell you a difficult truth?
Philip Tate wanted to hit lead-off on this one because he sees it as the ultimate communication question. You have to create an environment that encourages honest dialogue and ongoing conversations by asking open ended questions and being an active listener.
In a communication audit, you need to provide anonymity and confidentiality if you expect to learn the truth about a difficult topic.
Abby McCloskey agreed. You have to lay the groundwork for a good relationship if you want someone to be comfortable enough to share hard things with you. And when they do venture out to answer a tough question, it is on you, as the leader to receive it well. If you don’t really want to know and then do something with that information, don’t ask.
Michael Sicuranza agreed that it is easy to get defensive and forget about having compassion; remembering that the people who work for you have a fear of repercussions. If you are compassionate with giving them feedback, they will care enough about you to tell you the truth too.
I bundled it into creating a foundation of psychological safety BEFORE you expect someone to have a tough conversation with you. Without it, subordinates will hide bad news until it explodes.
This question is straightforward if you are a leader.
For those watching who aren’t leaders yet – what do you need to be willing to share a work thing that isn’t going well with your boss to warn them or maybe ask for help?
Connect with the panelists:
Michael Sicuranza: https://www.linkedin.com/in/michaelsicuranza/
CEO of Affinity Wealth Management where they focus on helping small business and corporate executives make better choices with their money
Abby McCloskey: https://www.linkedin.com/in/abigail-mccloskey-cfp%C2%AE-clu%C2%AE-b8233a5/
Certified Financial planner helping people to live a fulfilled life
Philip Tate: https://www.linkedin.com/in/philiptateaprfellowprsa/
He is a communications consultant doing Brand Building | Strategic Communications and Marketing based in Charlotte NC
Dr Robyn Odegaard: https://www.linkedin.com/in/robynodegaard/
AKA Mental MacGyver. My doctorate is in organizational business psychology with a concentration in sport and performance. I provide luxury level, high performance support and coaching to executives, founders, celebrities and athletes.
Want a summary of Quick Hits plus the links to the LinkedIn pages of each of the panelist in your in-box every week? Let me know where to send it: https://drrobynodegaard.com/quick-hits-notifications/
#QuickHits are designed to exercise your brain by letting you listen in on an unscripted conversation to get other people's thoughts on pertinent subjects. If you would like to join a conversation or have a topic you would like to hear discussed, please message me. https://www.MentalMacGyver.com
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By DrRobynPhilip Tate wanted to hit lead-off on this one because he sees it as the ultimate communication question. You have to create an environment that encourages honest dialogue and ongoing conversations by asking open ended questions and being an active listener.
In a communication audit, you need to provide anonymity and confidentiality if you expect to learn the truth about a difficult topic.
Abby McCloskey agreed. You have to lay the groundwork for a good relationship if you want someone to be comfortable enough to share hard things with you. And when they do venture out to answer a tough question, it is on you, as the leader to receive it well. If you don’t really want to know and then do something with that information, don’t ask.
Michael Sicuranza agreed that it is easy to get defensive and forget about having compassion; remembering that the people who work for you have a fear of repercussions. If you are compassionate with giving them feedback, they will care enough about you to tell you the truth too.
I bundled it into creating a foundation of psychological safety BEFORE you expect someone to have a tough conversation with you. Without it, subordinates will hide bad news until it explodes.
This question is straightforward if you are a leader.
For those watching who aren’t leaders yet – what do you need to be willing to share a work thing that isn’t going well with your boss to warn them or maybe ask for help?
Connect with the panelists:
Michael Sicuranza: https://www.linkedin.com/in/michaelsicuranza/
CEO of Affinity Wealth Management where they focus on helping small business and corporate executives make better choices with their money
Abby McCloskey: https://www.linkedin.com/in/abigail-mccloskey-cfp%C2%AE-clu%C2%AE-b8233a5/
Certified Financial planner helping people to live a fulfilled life
Philip Tate: https://www.linkedin.com/in/philiptateaprfellowprsa/
He is a communications consultant doing Brand Building | Strategic Communications and Marketing based in Charlotte NC
Dr Robyn Odegaard: https://www.linkedin.com/in/robynodegaard/
AKA Mental MacGyver. My doctorate is in organizational business psychology with a concentration in sport and performance. I provide luxury level, high performance support and coaching to executives, founders, celebrities and athletes.
Want a summary of Quick Hits plus the links to the LinkedIn pages of each of the panelist in your in-box every week? Let me know where to send it: https://drrobynodegaard.com/quick-hits-notifications/
#QuickHits are designed to exercise your brain by letting you listen in on an unscripted conversation to get other people's thoughts on pertinent subjects. If you would like to join a conversation or have a topic you would like to hear discussed, please message me. https://www.MentalMacGyver.com