The Meeting After the Meeting

It’s often unspoken. What team members really want most is to end the meeting and get back to their real work. So what do they do? They nod their heads in agreement so that the conversation can just move on and the meeting ends. It’s a symptom of a team that doesn’t have clarity of purpose and isn’t focused on the right topics.

 

Unfortunately, what comes next is the dreaded meeting after the meeting.

 

A Culture of Nice Doesn’t Work

A culture of nice doesn’t work. It’s fraught with conflict avoidance and artificial harmony.

Organizations that foster a culture of nice lose what they need most. They lose the direct, honest and respectful conversations that have consequential impact. People lack clarity of expectations and strategic direction. Teams drown in swirl and take longer to make decisions as people nod in agreement during meetings, conduct the dreaded meeting-after-the-meeting, and revisit decisions over and over again.

Productive Conflict Workshop: Beyond a Culture of Nice

DiSC Productive Conflict WorkshopImagine what becomes possible with colleagues who are able to interact without fear of repercussion and who give each other the benefit of the doubt. They don’t get bogged down in drama, over analysis and political turf wars. Instead, they make decisions more quickly and pivot when needed.

Productive Conflict Masterclass

We’ve had a great response to our Productive Conflict Series so far. Thank you!

It’s all part of our OnPurpose Leadership™ philosophy where people, teams and leaders engage more productively to create healthier workplaces.

Know Your Conflict Style

Productive ConflictThe business landscape is changing. And the way we engage in conflict must also change.

 

Competitors are emerging from the most unexpected sources and moving faster than ever. Who would have known that Amazon would compete in the food industry or has the potential to disrupt the transportation industry?

 

If individuals, teams and organizations aren’t able to make decisions quickly and move forward creatively, they will be left behind. At the core of great decision making and innovative thinking is productive conflict.

How to Engage in Productive Conflict

How teams handle conflict can predict their productivity and outcomes. That’s why we are excited to introduce our new four-part series on Productive Conflict. Join us over the next several weeks to learn how your people, teams and organization can turn conflict from a destructive experience into productive outcomes. It's all part of our OnPurpose Leadership™ philosophy. 

New Book By Marshall Goldsmith and Sal Silvester

Stakeholder Centered CoachingStakeholder Centered Coaching: Maximizing Your Impact as a Coach lays out the framework to help you generate better results from your coaching practice using the Stakeholder Centered Coaching® approach, a proven coaching methodology and philosophy created by Marshall Goldsmith that demonstrates ROI and dramatically increases the likelihood of a successful coaching engagement. The best part about Stakeholder Centered Coaching is that it’s a process you can use both personally and professionally for creating any kind of transformational change.

How to Change the Perceptions Others Have of You

There’s always a lag between when a leader makes a behavioral change and when others perceive the change. Maybe you’ve experienced this in your personal life when you had a conflict with a friend or spouse and he brought up something that happened in the distant past, even though you’ve worked hard to change. Or perhaps in the workplace, you were hired into a specific role and have been promoted, but others still see you in the previous role.

You Think Changing Behavior is Hard? Try Changing Perceptions

In our executive coaching programs, the leaders we coach face two challenges. One is to make behavioral changes. However, the second, and bigger, challenge leaders face is changing the perceptions that others have of them. After all, there’s history, first impressions, baggage, and previous experiences that get in the way. In addition, there’s always a lag between when a leader makes a change and when others notice that change or even believe it to be real and lasting.

 

 

Before and After the Leadership Transformation

Our programs produce millions of dollars of return on investment (ROI) for our clients. But it’s the emotional and personal transformation that people talk about with their team and family members afterward.

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