Dialogue for Equity: Orienting to a Distant Star
We can build the skills to have the kinds of uncomfortable conversations that allow us to bring principles of equity and justice into practice. It is about being open to learning, and building the capacity and necessary container for honesty. We can stretch ourselves to beaAble to sit with discomfort, set boundaries, and hold each other accountable.
Leadership Behaviours For Regenerative Power
Power is not in and of itself a bad thing. However, in social change spheres we tend to notice how power causes harm and reinforces injustice and inequality.
Check out this framework for shifting leadership power away from the dominant ways that power shows up in the workplace, to a set of behaviours and mindsets that are more regenerative and restorative.
How I Discovered The Simplest Thing That Is Making A Big Difference
Orienting to joy and pleasure is a core part of the work to support change, work together better, and feel better while doing it. Not as an add-on or a distraction, but as an absolutely essential source of capacity and connection.
Psychological Safety, Two Ways
Psychological safety is very important but figuring out how to create it can feel like a big and confusing topic. This blog post offers an explanation and comparison of two frameworks for assessing and measuring psychological safety in the workplace to help you figure out the best approach for your context.
This is Your Brain on Work Relationships
People need a sense of belonging and purpose, and we thrive through connection and mutual trust, but our workplaces are not set up to encourage trust-based relationships. We can change those workplace structures and cultures by integrating greater practices of trust into our work.
High Conflict vs. Generative Conflict
Conflict does not have to be as bad as it often feels. Conflict is a source of energy for change, and it always has the potential to lead to new possibilities and deeper relationships. But for this to happen, we need to build the skills and determination to avoid the lure of high conflict whenever possible.
This is what is meant by the idea of generative conflict.
Why We Gossip About People at Work
Leaders often try to get people to stop gossiping without a deeper understanding of what is driving the behaviour. Is there conflict that needs to be addressed? Are there systemic issues that people are upset about? Getting people to stop the behaviour is very hard if we are not addressing the root cause.
Leading in High Pressure and in High Risk
Fear is a powerful emotion. It can change our judgement and decisions to be less aligned with our values and priorities. When leaders face pressure to make a decision, it’s important to find ways to get aligned with their purpose and the people they are responsible to.
Permission to Lose Your Way
The idea that people should be experts and should know how to fix things actually sets us up for more failure. There is no one right way to deal with complexity. And in fact, many of the best and most transformative ideas have come out of so-called mistakes, or “wrong turns” that brought us to beautiful clearings that we didn’t know existed.
There’s No Psychological Safety Without Equity
You can either have a “psychologically safe” team that feels safe enough for interpersonal risk taking because people more or less agree with each other and share very similar identities and experiences, or you can strive for an equitable psychological safety in which everyone generally feels safe enough, most of the time, to really express the ways they are different.