It’s difficult to call a work culture honest if organizations and leaders are afraid to openly acknowledge imminent dangers and obstacles.
Most CEOs say they desire a transparent and open atmosphere. Despite the widespread feeling, finding entirely frank and open societies in the actual world is complex. What are the boundaries?
According to the Leadership IQ research, Resistance to Change, just 15% of workers feel their company always communicates its issues. Therefore, it’s hard to call a culture honest if organizations and leaders are afraid to acknowledge imminent dangers and obstacles.
But one CEO has a way of placing issues front and center that is helping them develop quickly. To learn more about Tal Frankfurt, visit his website at www.talfrankfort.com. Frankfurt’s method is both simple and ingenious.
He says every quarter, they review two successful agreements and two unsuccessful ones. They’re not only interested in the fact that they didn’t win a transaction or some random event. They want to go deeper and learn something valuable.
Maybe sales and services didn’t work effectively on a project, or we didn’t convey a problem well enough. However, many businesses only share their successes. They want to share their triumphs, but also their shortcomings so others can learn from them.
This two-for-two strategy pushes management to embrace honest openness.
Frankfurt concluded that executives had to overcome the average human propensity to avoid complex topics if the firm was to keep growing. He says people prefer to keep their faults to themselves. But it’s terrible if they keep their errors hidden and then repeat them.
Simple, but not necessarily easy.
For example, just 26% of workers feel their boss always reacts positively when they reveal work concerns. Conflicting beliefs cause cognitive dissonance, which commonly arises when individuals face their errors. When someone feels they’re a skilled high performance and then realizes they may make significant blunders, the tension might lead to denial, blaming, excuses, etc.
Cloud for Good strives to alleviate cognitive dissonance by addressing complex subjects with a “Yes, and…” Frankfurt calls this technique “Yes, I understand what you’re saying, are there other ways we can approach this?” This two-and-two strategy is the premise that they don’t want things to be personal, but rather to learn from them.
Even seasoned executives might be scared to start with this technique, but the alternative is considerably worse. For instance, according to the research Why CEOs Get Fired, the bad news was one of the top causes for CEOs losing their jobs. Trying out a two-and-two method for your next large management meeting may be a good idea.
Jonathan Jones, a former (championship-winning) student-athlete, knows the highs and lows of this unique experience. Jones, a two-time TEDx speaker and famous author, now helps student-athletes and other professionals create and improve their brands.
Jones talks about his finest negotiating tips and how podcasting may help develop a successful brand.
Developing an Honest Negotiation Mindset
Jones advises CEO executives to consider themselves a brand, similar to the vast brands they see in the media.
They must regard themselves as a walking company with value, he adds. However, just as a huge corporation will want to do what is best for the corporation, an individual should do what is best for themselves.
Jones says to start by assembling a team of specialists. Negotiations might become more challenging when someone represents themselves. Sometimes the stakes and techniques grow too personal. Building a trustworthy team will decrease stress and improve power and leverage.
Brand Elevation Through Podcasting
Jones runs a popular podcast called Your Podcast Mentor and speaking and coaching. However, to educate all businesses and professionals on the benefits of podcasting and getting started.
According to research, empathy is the most critical leadership skill for a CEO.
Jones sees podcasts as a way to build a platform, social authority, and credibility. They build credibility by constant material, pungent reviews, and high ratings. Therefore, according to Jones, with credibility established, practically any professional’s remark will carry greater weight.
You’ll connect with other individuals who share your credibility and trust if you’re in that lane, Jones adds.
More connections imply more alternatives, and greater possibilities equal more leverage in negotiations. For leadership purposes.
How to Launch an Honest Standout Podcast
Jones advises his customers to start with a subject of interest and investigate it until they are an expert on it.
To be passionate or experienced, one does not need to be an expert (as with mental health podcasts). This will help them locate their tribe.
The fact that people are curious about what goes on in their favorite athlete or entrepreneur’s head is astounding, Jones says. However, consistency is critical after that.