Finally, I have a summary I listened to that I really love to share ka!
The title is, 'Courageous Cultures' by Karin Hurt and David Dye, 2020.
In our 'traditional' Thai working culture, we still get lots of safe silence as the default over consistent contribution and that's why I think this summary fits so much for 'sort of older/more classic leaders and organizations ka.....sorry if I offend some people na ka.
The authors give the following 5 reasons for the silence, which we may know well mai ka?
1. People don’t think leadership wants their ideas.
2. No one asks.
3. They lack confidence to share.
4. They lack the skills to share effectively.
5. People don’t think anything will happen, so they don’t bother.
Only these five items make me think of how hard to create a favorable environment for individual and organizational development laew na ka. This isn't to blame leaders ka.....it's everyone's responsibility to reach for shared organizational goals plus one's own accountability to their learning and sharing.
However, leaders can also help nurture courageous cultures by:
1. Show a bit of their own vulnerability to build trust .... no one knows all so show it loei ka!
2. Manage performance by offering consistent performance feedback and raise issues directly
3. Advocate for your team to show that you can influence others
4. Experiment to show your boldness to try new ideas and fix it when it doesn't work
5. Make timely decisions .... quite a few of our leaders 'buy time' by delaying their decisions, worsening the situations especially in our speedy world of changes na ka.
2. Manage performance by offering consistent performance feedback and raise issues directly
3. Advocate for your team to show that you can influence others
4. Experiment to show your boldness to try new ideas and fix it when it doesn't work
5. Make timely decisions .... quite a few of our leaders 'buy time' by delaying their decisions, worsening the situations especially in our speedy world of changes na ka.
6. Share credit .....this is really needed in our culture too ka....some leaders take it for granted, noting that it's their team's responsibility. I think leaders need to be more aware that their teams do yearn for more positive energy and encouragement from occasional recognition na ka.
Before it gets too long, let me just add one more component about 'Respond with Regard' ka. This is to build momentum when we get ideas and react to show our respect while improving our team's strategic thinking to generate more ideas.
Simply put in my own words na ka... it's for the leaders to show their thankfulness, let the team know what the process would be, and then welcome them to do it again and more often ka.
In fact, we can turn the statements around into boxes for leaders to tick and check themselves too na ka nia.
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