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Not to decide is to decide

Not to decide is to decide

Decades of research tells us that about half of organisational decisions fail to achieve their goals. They either unravel after a meeting has ended or have unintended consequences. Many meetings don’t end in decisions being made. As we all know, waiting to see what happens is often not an effective way to make a decision. Not to decide is to decide.

Slay the silence
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Slay the silence

The news that King Charles has cancer has prompted messages of support from across the world. Rishi Sunak announced it has been ‘caught early’, and both Joe Biden and Donald Trump sent their best. Northern Ireland’s First Minister Michelle O’Neill and Deputy First Minister Emma Little-Pengelly expressed their good wishes as they start to work…

Stop the sabotage

Stop the sabotage

Management culture often makes a mess of meetings. Group think means conviviality trumps people telling the truth. Managers are disconnected from the people they serve and make decisions in a vacuum. When mistakes are made, the ‘blame game’ starts rather than managers seeking to learn from what has gone wrong. These dynamics have all played…

Being in the room together
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Being in the room together

“In true dialogue, both sides are willing to change“ Reinhard Stelter Our inability to talk with one another is at the root of all conflict. Whether it’s a war between nations, a fight between departments or a stand-off between CEOs, the common factor is an unwillingness to meet the ‘other’ and to be changed by…

Disagreeing agreeably
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Disagreeing agreeably

“Between what is said and not meant, and what is meant and not said, most of love is lost.” Gibran, K. (1923) The Prophet It hardly needs to be said that the world needs better dialogue right now. Without good dialogue, love is lost between partners, teams, organisations and nations. With fruitful dialogue, collaboration replaces ruthless competition or entrenched conflict….

Lead change through dialogue (Part 2)
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Lead change through dialogue (Part 2)

Open communication is motivating for groups who need to innovate. To stimulate this, leaders in these disruptive times need a communication competence that fosters dialogue. As I said in my previous post: Leading change through dialogue is challenging, but not nearly as hard as trying to promote change without this. There are many obstacles to…

Lead change through dialogue (Part 1)
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Lead change through dialogue (Part 1)

Leading change through dialogue is challenging but not as hard as trying to lead change without dialogue. To innovate during these fractured times, leaders must engage hearts not just minds, walk their talk, turn activists into allies, and have a bold vision without being domineering. With this approach, transformational change becomes possible. Authentic dialogue among…

How to move from monologue to dialogue
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How to move from monologue to dialogue

Dysfunctional team dynamics are particularly problematic in today’s highly interconnected world. The problems facing leaders are too complex for any one person to solve. Challenges such as developing a purpose-driven, sustainable business strategy, cleaning up a supply chain and recruiting the best talent in a global marketplace are not limited to the borders of a…

How to define and refine your purpose
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How to define and refine your purpose

Purpose powers individuals, teams and organisations. People go the extra mile, feel proud about their contribution and want to give their best. In a climate of ‘conscious quitting’, making work have a positive impact retains talent. Recent research has shown that even in these challenging economic times, around half of employees would consider resigning if…

Why we need to talk         (and how we can)
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Why we need to talk (and how we can)

Having been a consultant psychologist for nearly 20 years, I observe many leaders and managers facing communication challenges. Here are some of the comments I’ve heard from clients over the years: “We can talk but we can’t dialogue” “We tend to talk about each other rather than to each other” “All we do is talk!”…

Could a conversation actually make matters worse?
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Could a conversation actually make matters worse?

Avoiding or botching difficult conversations bites into a business. One client I worked with came up with three types of meeting where good conversation wasn’t happening. All of these dysfunctional meetings cost a business as problems fester, decisions unravel and mistakes are made. Can you relate to any of the following? Are there other unproductive…

What anchors you in these stormy times?
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What anchors you in these stormy times?

For me, it’s having three things in place. A meaningful challenge to meet. A sense of community. An energising conversation that gets me thinking. More on this below. Here in the northern hemisphere, as autumn arrives, it’s a good time to reflect. What strengthens your leadership? What nourishes your wellbeing? How can you sustain your…

Bridgework Insights: Access the latest articles
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Bridgework Insights: Access the latest articles

Articles about purpose, teamwork, and authentic dialogue from Sarah Rozenthuler and Bridgework Consulting. 20 Apr 2021: Got the Covid Blues? How to energise your people to do great work Over a year into the global pandemic, many of us feel the weariness of multiple lockdowns. Being cooped up at home and at arm’s length from…

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