High Standards as a Pathway to Justice, Part 2: What about the people who struggle with...people?
In this second and final part of the High Standards as a Pathway to Justice series, we’ll look at how to support folks who are “not people people” when an organization elevates the expected standards for interpersonal communication and repair when there is conflict.
High Standards as a Pathway to Justice, Part 1: What about the people who struggle to get on board?
Let’s talk about the folks who struggle when an organization throws its code of conduct in the trash and moves to create a culture of repair and justice instead of one based on surveillance and punishment. This comes down to two related questions: What about people who are not on board with communicating and interacting in a repair-oriented way? What about the people who have historically had a difficult time with nuanced human interactions that we expect not to fare well when repair-oriented interpersonal communications are an expectation within the team?
Throw Your Code of Conduct in the Trash
Have you looked at your organization's code of conduct lately? It's probably garbage. I’m not a lawyer, and this isn’t legal advice, but it is, quite likely, absolute trash. Let’s talk about why your code of conduct is trash and what to create instead to build stronger organizations where everyone can thrive.
How to tell someone they're doing a lousy job
The most supportive and psychologically safe culture won’t keep teammates from doing a lousy job and making a mess of things. Here's what to do about it.
Do you need to fire someone?
If you’re wondering if you need to fire someone, the answer is yes. You’ve probably already waited too long, and you’d be better off right now if they had been fired a while ago.
Beloved Leadership #7 - Prototype Early and Often
Practice #7, prototype early and often, feels like a specific method for deconsolidating rights to design (practice #1).
Beloved Leadership #6 - Trust there is Time
The classic adage to “go slow to go fast” means treating time like an abundant resource and not succumbing to the business-as-usual frantic pace and busy everything is urgent culture.
Beloved Leadership #5 - Source from Multiple Ways of Knowing
I know I’m not the only person delighted by articles with footnotes full of references and books with lengthy bibliographies. So much wisdom is missed and suppressed when we go all-in on praise of the written word and exclude other ways of knowing.
Beloved Leadership #4 - Seek Difference
“Seek difference” seems so eye-rollingly simple that I feel like Rimington and Cea are saying it elicits a sigh and commentary on the state of initiatives for expanding demographics within business-as-usual organizations. They clarify that instead, it is “a commitment to continually seek out relevant forms of diversity and create team cultures that effectively engage differences.”
Beloved Leadership #3 - Reckon with History
We often skip the opportunity to deeply process and learn from history. The past is either not worth our time and consideration or so venerated to be beyond reproach (which, for some unknown reason, means beyond examination).
Beloved Leadership #2 - Prioritizing Relationships
Prioritizing relationships does not mean doling out perks, bonuses, or hearty handshakes. It is an intentional move away from the transactional view of relationships that is part of business as usual - dropping the idea that who you know is the pathway to what you want.
Beloved Leadership #1 - Sharing Decision-Making Power
How we lead has a direct impact on what a team or organization can accomplish. I’ve seen far too many leaders un-thoughtfully recreate familiar processes that brought out the worst in their people, and their organizations failed to thrive. In this series of articles, I aim to identify leadership actions that will shift the quality of an organization’s output by evolving how the organization works in seven key ways. To create a beloved organization, you need beloved leadership. This series will dig into what that means in practice.
Leadership that Prevents Conflict
Thinking about managing conflict is draining, and managing conflicts is stressful. Leadership skills that prevent conflict are not a fantasy; you can do it.
Working with (not against) big personalities
Big personalities can be so much fun! Or they can be really tough to navigate. Here are two steps to make working together easier and more productive.
Making Tough Leadership Decisions
One reason hard decisions are hard is because they might negatively impact people around you. Tough decisions might actually hurt people, their feelings, their relationship with you, their life path - through no fault of their own. Avoiding hard decisions or passing the buck doesn’t actually help. (Nor does ramping up your energy to blame others, the circumstances, the state of the world, the fates, your teammates, the past...)
How Popular Leaders Actually Survive the Fury of Unpopular Decisions
Let’s suppose you’re you are (or want to be) both a popular leader and a good one. Being a good leader means sometimes your good decisions are unpopular. You knew it was inevitable, and now it’s happening - your teammates are not happy with your decision. And that’s ok because you are ready for this situation.