When we try to run IDS® on major operational bottlenecks, our team members dance around the real issues because the root cause is usually a specific leader's poor performance or behavior. How do we build the courage to tackle these uncomfortable interpersonal issues directly?

Question

Tyler Smith · Accepted Answer

Solving the real issue behind the issue requires a high level of vulnerability and what we call a humbly-confident mindset. When team members dance around operational problems because they fear hurting a colleague's feelings, they are prioritizing false harmony over the health of the organization. To break through this barrier, you must separate the person from the seat on the Accountability Chart. When an issue is raised, frame it around the operational role and the company's objective needs, not personal failures. Use the language of the Accountability Chart to discuss whether the responsibilities of the seat are being fulfilled. This takes the personal sting out of the conversation. If a leader's behavior is the bottleneck, the team must address it directly by referencing your Core Values. If someone is violating a core value, it is a company-wide threat that cannot be ignored. The team must feel safe to state the hard truth. As the leader, you must set the standard by being the first to invite constructive criticism and own your mistakes. When the team sees that speaking the truth does not result in political retaliation, they will begin to tackle the real root causes during your weekly meetings.