A MESSAGE FROM THE AUTHORS
previous issues we've talked about being part of the
inner circle and being on the outside looking in. This
month we discuss what happens when someone in the inner
circle fails in a big way.
forward this newsletter to your colleagues and friends
who are interested in organizational and leadership
issues. Your feedback is always welcome at email@example.com
-Rob and Anne-
You're the Outsider
Grudge from the Past
month's serving of Dim Sum: Dealing with a Bigmouth
LEADERSHIP DIM SUM, PART VIII: WHEN
SOMEONE IN THE INNER CIRCLE FAILS
of the members of your inner circle fails in a big way. For
example, the reorganization they pushed so aggressively has
resulted in a significant loss of business, and there is now
an urgent need for a post-reorganization reorganization.
to think about: How should you handle the situation? How should
your approach change if the failure is episodic, rather than
a one-time event? How do you deal with the other team members’
reactions and actions, whatever they may be?
have to be open; in such a small group of people, you really
have no other choice. You can’t sweep failure at the
top under the rug. Everyone will know anyway.
if ever there was a place for a “teaching moment”
this is it. This is what Franklin Jonath, a prominent Boston-based
psychologist, refers to as an opportunity for “visible
visible coaching? A delicate and critical balance
between providing support and showing some pretty tough love.
You want everyone to see your response, so that they’ll
follow suit and understand your message (which is really directed
at them as well). You want everyone in the group to understand
that it is OK to take risks and make mistakes. You don’t
want to take away that freedom and that confidence. At the
same time, you want people to understand that taking risks
is not without risk.
important to gauge just how heavy a hand one should use. If
the failure was truly a “one-off” then it really
is a true teaching moment. If, however, it was either episodic
or part of a pattern, it may be time to exercise some greater
oversight over this person’s decision-making until your
confidence is restored.
about you? Has a member of your inner circle failed in a big
way? What happened? Let
WITH THE AUTHORS OF THE TRUSTED LEADER
contact us at firstname.lastname@example.org
for information about having us work directly with you and
© 2003 Robert Galford and Anne Seibold
Drapeau All Rights Reserved Privacy
by Constant Contact