A principle I've rallied around in recent years is that our realities are inherently subjective. And thus, while they can closely approximate the truth, they're not the same. This line of thinking is beneficial in two ways:
1. You are more incentivized to actively convey your context with others, so they can see what you're seeing.
2. You are more humble in recognizing the limitations of your aperture, and can be more curious.
Teams that are truth-seeking not only communicate better, but are more humble and curious. It's a joy and privilege to be in an environment like that, if you're so lucky!
How do you encourage teams to make time for documentation? I always found it challenging to get leadership's support for this type of activity.
Also, what do you do when you notice colleagues consistently opting for bi-lateral conversations over more open conversations? Have you found a good approach for shifting the culture around that?
Great post. What are your thoughts on some leaders sharing 'user manuals' for themselves as part of their onboarding process with a new team? Do you see this as valuable? Or does this end up being a way to create a wall when information flows a certain way within the team?
Very relevant and timely advice as more companies embrace hybrid work and it is even more difficult to get everyone on the same page. It's a reminder that effective communication is not just about exchanging information, but ensuring that everyone has access to the full picture. Also loved the ‘document, document, document’ paragraph.
How much of the asymmetry exists because of unclear prioritization or initiative ownership? Do you think the international feature example you used would have been different if there was clear prioritization and ownership by executive leaders?
Similarly, how do you see the role of accountability to diminish asymmetry?
You are right on the nose. The issue stemmed from the lack of a "quarterback" who was driving the initiative. The diffusion of responsibility made it hard to get alignment. Many people wanted it to move forward but there was no single owner to get everyone on the same page.
Deb, love the post.
A principle I've rallied around in recent years is that our realities are inherently subjective. And thus, while they can closely approximate the truth, they're not the same. This line of thinking is beneficial in two ways:
1. You are more incentivized to actively convey your context with others, so they can see what you're seeing.
2. You are more humble in recognizing the limitations of your aperture, and can be more curious.
Teams that are truth-seeking not only communicate better, but are more humble and curious. It's a joy and privilege to be in an environment like that, if you're so lucky!
Thanks for the post, Deb! 🙏
I'd love your perspective on a couple or things.
How do you encourage teams to make time for documentation? I always found it challenging to get leadership's support for this type of activity.
Also, what do you do when you notice colleagues consistently opting for bi-lateral conversations over more open conversations? Have you found a good approach for shifting the culture around that?
Great post. What are your thoughts on some leaders sharing 'user manuals' for themselves as part of their onboarding process with a new team? Do you see this as valuable? Or does this end up being a way to create a wall when information flows a certain way within the team?
Very relevant and timely advice as more companies embrace hybrid work and it is even more difficult to get everyone on the same page. It's a reminder that effective communication is not just about exchanging information, but ensuring that everyone has access to the full picture. Also loved the ‘document, document, document’ paragraph.
How much of the asymmetry exists because of unclear prioritization or initiative ownership? Do you think the international feature example you used would have been different if there was clear prioritization and ownership by executive leaders?
Similarly, how do you see the role of accountability to diminish asymmetry?
You are right on the nose. The issue stemmed from the lack of a "quarterback" who was driving the initiative. The diffusion of responsibility made it hard to get alignment. Many people wanted it to move forward but there was no single owner to get everyone on the same page.