What Signals Are You Sending?

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Culture doesn’t come from a slide deck

Your organization doesn’t learn culture from a slide deck. It learns it by watching what the leadership team actually does: how you disagree, how you decide, and whether your actions match your words.

The culture of the senior team is the culture of the organization, whether it intends to be or not.

When a leadership team debates openly and decides with clarity, that behavior tends to show up in the teams below. When a leadership team is siloed, territorial, or conflict-avoidant, those patterns replicate too — often without anyone consciously choosing to model them.

The behaviors of a senior team travel downward fast.

Three things that are watched closely

How you handle disagreement. When two senior leaders have a conflict, does it get worked out directly? Or does it go underground and show up as friction between their teams? People learn what to do with conflict by watching what the people above them do with it.

Whether decisions stick. When directions get quietly reversed or different parts of the organization operate as if different decisions were made, people lose confidence that anyone is actually steering.

How you talk about each other. The way leaders refer to their peers — in meetings, in passing, in how they explain decisions — sets the tone for how the whole organization talks about itself. Respect at the senior level is contagious. So is the opposite.

The question worth sitting with

If your team were to describe the leadership team’s dynamics to a new hire, what would they say? Not the official answer. The real one.

That description is your culture. And it starts at the top.

What’s one behavior you’ve seen ripple from a leadership team through an entire organization? Reply and let me know.   E.Onderick-Harvey@NextBridgeConsulting.com

Build a Higher-Performing Senior Leadership Team

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Because Connection Fuels Growth and Drives Results

For CEOs, a high-performance leadership team isn’t just about competencies; it’s about building connection, driving executive performance, and fostering team growth. The senior leadership team sets the culture, the pace, and the strategy for the organization, so it’s critical that they function as a cohesive, aligned unit. Here’s how CEOs can shape a leadership team that performs at its best, fosters growth, and is deeply connected to each other and the organization.

  1. Define Roles That Align with Strategic Goals and Team Growth

    High-performance leadership teams are composed of individuals who not only understand their own roles but also how those roles connect to the organization’s larger strategy and to each other. A CEO must design roles that drive strategy forward while also allowing each leader to build upon their strengths and contribute uniquely to the team’s overall mission. This role clarity paves the way for both individual and team growth.

    • CEO Takeaway: Define each leader’s role in relation to the company’s long-term goals, but also focus on how each role can support and challenge peers on the team. This fosters an environment where growth is collective, and every leader feels valued for their contribution to both strategy and culture.

  1. Build a Culture of Connection and Accountability

    Connection and accountability go hand in hand for senior leadership teams. Leaders who feel connected to each other are more likely to hold themselves and one another accountable to high standards. CEOs can encourage this by prioritizing both formal and informal opportunities for connection—creating a culture where accountability isn’t just about hitting metrics but also about delivering on commitments to each other and to the organization.

    • CEO Takeaway: Facilitate regular executive team check-ins that go beyond business updates to discuss shared goals, challenges, and successes. Consider off-site retreats or virtual “connection” sessions that build rapport. Connection fuels a culture of accountability where every leader is dedicated to the team’s performance as much as their own.

  1. Emphasize Transparent Communication and Executive Performance Feedback

    Transparent communication isn’t just a leadership skill; it’s a pathway to better executive performance. When leaders communicate openly about both wins and challenges, it creates an environment where feedback is constructive, continuous, and centered on growth. CEOs should model transparency by sharing their own challenges and performance goals, encouraging the same openness among their team.

    • CEO Takeaway: Establish a feedback loop within the executive team where performance is regularly discussed and celebrated, and areas for improvement are addressed directly. Encourage leaders to seek feedback from each other and to view these conversations as essential for both personal and team growth.

The Bottom Line: Creating a high-performance senior leadership team requires intentional design. By clarifying roles, fostering connection and accountability, and promoting transparent communication, CEOs can build a team that is not only aligned in strategy but deeply committed to one another’s success and growth. This team dynamic doesn’t just improve performance; it creates a leadership culture that radiates throughout the organization.

The Importance of Transparency in Leadership Communication

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Because Secrets Create Silos, and Silos Kill Trust

In the age of information overload, being a secretive leader isn’t just outdated—it’s dangerous. People can smell a lack of transparency from a mile away, and nothing kills trust faster. If you want your leaders to be truly effective, transparency isn’t optional; it’s fundamental. Gone are the days when leaders could get away with cryptic decisions and behind-the-scenes power moves. Now, transparency is the cornerstone of trust, engagement, and high performance. Here are three guidelines to better transparency:

Transparency Builds Trust (And Trust Builds Everything Else)

Here’s the thing: employees don’t follow leaders they don’t trust.They may comply and conform but they do not engage and give their best effort.  And trust doesn’t happen in a vacuum—it’s built through consistent, transparent communication. Whether it’s sharing tough decisions, explaining the “why” behind strategy shifts, or openly discussing challenges, leaders need to be clear and direct. The more transparent leaders are, the more people will trust their decisions, even when they’re tough ones.

Common Non-Transparent Approach: Leaders avoid discussing upcoming changes in staffing until the last minute.

Transparent Version: Leaders openly share that staffing adjustments are being considered early on, even if the specifics aren’t yet decided, explaining the business needs driving the discussions.

Common Non-Transparent Approach: Leaders only communicate results after the fact, without any prior insight into key decisions.

Transparent Version: Leaders communicate about the decision-making process while it’s happening, seeking input from their teams and giving updates as decisions evolve.

No, You Don’t Have to Share Everything

But let’s be real: transparency doesn’t mean you have to turn every meeting into a tell-all. It’s about sharing the right information at the right time. Focus on being clear about decision-making processes, goals, and expectations.  How was the decision made?  Who was involved?  What are we achieving by making this decision?  How does it meet a need?  Why now? If your team understands the rationale behind what’s happening, they’re more likely to support it—even if they don’t agree with every detail.

Common Non-Transparent Approach: Leaders withhold financial performance details from their teams until quarterly results are released, leaving them in the dark about how they’re doing.

Transparent Version: Leaders share monthly performance updates, even if the numbers aren’t perfect, explaining how the team’s efforts are impacting results and what adjustments are being made.

Common Non-Transparent Approach: Leaders delegate tasks without explaining the purpose or reasoning behind them, leaving employees feeling like they’re working in the dark.

Transparent Version: Leaders take time to explain the “why” behind each task or project, helping employees understand how their work ties into broader goals and why it matters.

Transparency is a Two-Way Street

Transparency also means being open to feedback. Leaders need to know what is working and not. Feedback helps them improve their own and their group’s performance. Encourage your leaders to create a culture where employees feel comfortable raising concerns and asking questions. The more open the lines of communication, the better your organization will be at navigating change and staying aligned. Opening the door to feedback often starts with being vulnerable and sharing that something has not gone well. A client of mine recently had to make some difficult decisions for the organization. They seemed to come out of left field and transparency was difficult.  Employee engagement plummeted after this event.  At a company-wide meeting a couple months later, the CEO was very transparent about the impact of the event on employee engagement and asked for feedback on how to help move the organization forward. Afterwards, the feedback started and he listened, beginning the process of improving engagement.

Common Non-Transparent Approach: Leaders shut down feedback by responding defensively or dismissively when employees raise concerns.

Transparent Version: Leaders actively encourage feedback, even if it’s critical, and take the time to listen carefully before responding with thoughtful action or further clarification.

Common Non-Transparent Approach: Leaders hide behind email or formal memos, avoiding direct communication with teams, especially during difficult times.

Transparent Version: Leaders prioritize face-to-face (or virtual face-to-face) communication, especially during challenging situations, offering clarity and being available for open discussion.

Transparency isn’t about oversharing—it’s about building trust by sharing the right information at the right time and being open to dialogue. Leaders who communicate transparently create stronger teams, higher engagement, and more trust throughout the organization. And in today’s world, that’s not just an option—it’s essential.

5 Leadership Conversations That Drive Organizational Growth

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If We’re Not Talking About These, What Are We Even Doing?

We all know that leadership isn’t about showing up, issuing a few directives, and hoping for the best. Real leadership? It’s a conversation—one that never ends, especially if you’re serious about growth. But not just any chat will do. We’re talking about powerful, sometimes uncomfortable conversations that push your team and your organization forward. Are you ready for them?

Conversation #1: “Here’s What’s Not Working—Let’s Fix It”
Too many leaders dance around the obvious issues. Growth doesn’t happen when everyone’s patting each other on the back. It happens when you call out what’s broken and actively work to fix it. Whether it’s processes, attitudes, or outdated systems, this conversation might sting a little, but trust us, it’s worth the pain.

Conversation #2: “What’s Our Next Big Move?”
Sitting still isn’t an option. Great leaders are always planning the next step—even if the last one hasn’t finished landing yet. Don’t be afraid to challenge your team with big, bold questions. “What’s next?” keeps everyone sharp and keeps your business ahead of the curve. Plus, it’s more exciting than “Let’s just stay the course,” right?

Conversation #3: “How Can I Help You Grow?”
Shocking news: leadership is about your team, not just you. If you’re not regularly asking how you can support your people in their personal and professional growth, you’re missing the mark. No one wants to feel stagnant, and when your team members grow, so does the organization. Simple math.

Conversation #4: “Let’s Talk About Failure”
Guess what? Everyone’s going to fail at some point. Pretending it won’t happen isn’t leadership—it’s delusion. Real leaders talk about failure before it happens, so when it does, it’s a learning moment, not a catastrophe. This conversation builds resilience, encourages risk-taking, and prevents your team from fearing every mistake.

Conversation #5: “Are We Still Aligned?”
Organizations are like marriages—they need constant check-ins. If your leadership team isn’t aligned on the vision, strategy, and values, you’re going to hit some serious turbulence. Make this conversation a regular part of your leadership cadence to ensure everyone’s on the same page, rowing in the same direction, and ready to adapt as needed.

 

Leadership is a dialogue, not a monologue. If you’re not having these conversations, it’s time to get talking. Your organization’s growth depends on it—and frankly, so does your own development as a leader.

 

The Case for NOT Being So Busy

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Some people are busy but not productive.  That’s because they’re not the same thing. For that matter, the most productive among us are not always the most effective, which is a higher level of performance than productivity. Here’s the case for not being so busy.

The most recent Harvard Business Review magazine’s cover story is The Busyness Trap.  It warns us to not conflate activity with achievement. Almost simultaneously, Sunday’s Boston Globe featured an article about how family life slowed down during the pandemic – and how many parents hope to maintain that slower pace.  Lately, we’re seeing two ends of the spectrum; one is that feeling that we’re supposed to be busy, all the time, and the other that says, slow down.

I was very lucky early in my career to work at a small firm where our president focused on the results we achieved. He was part of a movement at Ford Motor Company in the 1970’s to share profits based on outcomes. He was very clear that our performance was viewed on the impact we made for our clients, not on working the most hours. After that, I went to a global firm that was all about how many hours you worked. So, you saw a lot of busyness that may or may not have been tied to an outcome that benefitted the client or the person working the long hours. As a matter-of-fact, clients were often suspicious about why we stayed around long after they left for the day. I knew the reasons for this philosophy – increase billable hours and/or impress your boss – but, right or wrong, it seemed ridiculous to me because of my previous experience.

Are you or your team getting caught in the busyness trap?  Are you focusing out activities? Or, are you more focused on outcomes? Obviously, there is frequently a connection between the two. You need a certain level of activity to achieve outcome. But there often isn’t a one-to-one relationship.

Why busyness can be counter-productive.

Busyness has become a badge of honor, a status symbol. Our worth seems to be defined by how busy we are. The problem is that, in today’s complex, rapidly changing world, we really won’t create the innovative breakthroughs by always being so busy that we’re at risk of burnout. Instead of doing a good or okay job on a whole lot of things, it’s usually more effective for the organization if you do fewer things exceptionally well. We need time to think, experiment, and reflect. When I am working with leaders to build resilience, I’ll ask them to be silent for 30 seconds to check in on how they are feeling. Too often they tell me they couldn’t shut off their to do list or the many things ahead of them. My question is then, what if you took one or two things off that list, how would it make you feel? Would you be able to be more productive, efficient, and effective at the other things you’re doing?

The person with the longest list doesn’t win.  Let’s let go of being so in love with busy. Start by setting aside a few minutes each day to slow down – to think, to connect, to invent, or just be quiet and rejuvenate. You’ll be amazed at what a few minutes of unbusy can do.

Does Your Business Discourage Dissent?

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Diversity of experience and ideas, like other types of diversity, are critical to the success of your business. Even with a deep connection to your mission and strong leadership, an insular approach to strategy and decision-making can leave you vulnerable. It can hinder your ability to see early warning signals in the market or changes in customer profiles, and it becomes too easy to believe that past success will almost guarantee future success.
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In her recently published article from Harvard Business Review, Edith Onderick-Harvey provides some practical insights into how to ensure your organization stays resilient. The article was written for the family business audience, but the challenges and solutions are applicable to virtually all organizations.
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By Edith Onderick-Harvey

Who’s Going Back to the Office? Who *Should* Be Going Back?

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It’s usually not a simple choice – for companies or for individuals. Companies are making very different decisions. If you’re unsure who should go back to the office, how many days per week, and to do what type of work… here’s a bit of help.

Companies are making very different decisions.

Many people are thinking about being back in the office and what post-pandemic work life looks like. They’re asking questions like “why do I need to be in the office? When do I need to be back in the office? Why aren’t we all back in the office?”

The answers seem as varied as the people asking them. We are hearing weekly what different companies are doing, and the decisions are far from consistent.

  • The largest 4-day work week pilot to date is underway in the UK. For six months, 3,300 people, in 70 companies, across a wide variety of industries are testing the feasibility of a 4-day work week. During the program, workers receive 100% of their pay for working only 80% of their usual week, in exchange for promising to maintain 100% of their productivity. Joe O’Connor, CEO of 4 Day Week Global says “More and more companies are recognizing that the new frontier for competition is quality of life, and that reduced-hour, productivity-focused working is the vehicle to give them that competitive edge,”
  • Elon Musk made news because of a leaked internal memo to Tesla workersin which he says “Anyone who wishes to do remote work must be in the office for a minimum (and I mean *minimum*) of 40 hours per week or depart Tesla… not a remote branch office unrelated to the job duties.’ His reasoning seems to be that by not being in the office at least 40-hours per week, you are “phoning it in.”
  • Akamai went in the opposite direction. Full disclosure – I’ve had the privilege of working with them several times. They announced that as of May 2022, 95% of their nearly 10,000 employees around the world have complete flexibility to decide whether they work at home, in the office, or both. In making this decision, they analyzed all roles in the company against the same criteria, regardless of location, and determined 95% could be done with complete flexibility. Flexibility has been part of their culture for years but never to this extent. The analysis bolstered their belief that employees should decide what is best for them.
So, who’s doing what?  A Robin survey of more than 10,000 offices globally found that:
  • Nearly 20 percent of American office workers are back one day a week
  • About 10 percent are back two days a week
  • Just five percent are back three days a week
  • Even fewer are back four or five days a week
  • More than 50 percent do not use the office consistently every week.

The idea of everyone needing to be in the office or at the same site goes back to the industrial and pre-digital work environment. Materials were most efficiently used in a single location. Communication happened face-to-face or by phone. In my early consulting career, I worked for a firm where a large percentage of the consultants coded all day – onsite, in person. The technology was different then so there really wasn’t another option. However, these people spent 90% of their time in their cubes, working individually. With today’s digital environments, you could easily see that being in-person would probably be of little impact on their work.

Recent research finds that working collaboratively face-to-face (F2F) has an impact on creativity. A study of nearly 1,500 engineers in five different countries were randomly paired to create product ideas F2F or via video call. The study showed video conferencing had a negative impact on idea generation but did not make a difference in the ability to critically evaluate creative ideas. Since creativity begins with new or adaptive ideas, face-to-face could be critical to your innovation and problem-solving strategies.

What’s the right model for how we work? Different companies will have different needs, jobs will have different needs, people will have different needs. And, that’s a new way of thinking.  Many roles are much more nuanced than the coder example I shared above, so the choice is not that simple. It will take months, probably years before we understand the benefits and drawbacks of any model. At the end of the day, the answer will probably be, it depends.

“It depends” is not a great response for people seeking answers.  So, here’s a little help figuring things out. If you and your team are still deciding how to manage the Great Transition, you may want to start with looking at the nature of the work. Even if your organization is committed to a consistent hybrid model (i.e., everyone in the office 2 days per week), it may help you determine how to use those in-office days vs remote days.

You can start with a simple 2×3 matrix that allows you to map tasks to three task categories – creative, analytical, or transactional/process — and the degree of interactivity associated with the task – is it primarily individual or collaborative, and the amount of your time you spend on each task.

For example, if I am analyzing the data in a spreadsheet, it is primarily an individual task. If I am one of several people brainstorming a new solution, working collaboratively on this analysis will generate better results. Analyzing different solutions may work as well remotely as FTF depending on the nature of what’s being analyzed.  Also, creative and analytical processes can be co-dependent and concurrent, so working collaboratively, FTF on this analysis might generate better results. Think of this as a continuum between Creative and Transactional.

Here’s an example, below:

We’re working with leaders, teams and organizations right now helping them be successful in the new world of work through customizable programs and consulting engagements.  How can we help you?

Why Going Back to The Office Might Not Be Such a Bad Idea After All

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Let’s face it – the world of work is unlikely to ever be the same again. Most companies that have been remote over the last two years are unlikely to ever require 100% office attendance of all their employees. And that’s a good thing.

No two employees are exactly alike.  They have differing capabilities for working productively at home, and different work-life balance needs. Companies are recognizing that one size doesn’t fit all. The best companies will find ways to accommodate the best talent. And every company will make decisions about how flexible they want to be. Likewise, every person will make decisions about which organization is the best fit for them.

Even with this increased flexibility, there are benefits to going into the office … at least a couple of days per week:

  • Your career – good companies will work to create a culture where your work location doesn’t dictate opportunities. All other things being equal, there will still be an unspoken bias that favors those who come to the workplace more often than their peers. For most executives and managers, this won’t be consciously planned. It’s just human nature.  People give opportunity to those they trust the most. And trust is built through relationships. Relationships that include face-to-face time are typically built more quickly and deeply. Grabbing lunch, a chance meeting walking down the hall, or popping into their office for a quick chat. That VP who just hired you? You’re sitting in her office and notice that picture off to the side with her golfing friends and begin a discussion about your favorite courses in the area. Those are meaningful ways that people develop closer personal ties. And they happen more effortlessly and more deeply face-to-face.
  • Your sanity – some people don’t miss going to work one bit. Maybe it’s the commute. Or you’re a complete introvert and don’t need or want social connection as much as the next guy. It could be you’ve just gotten used to the convenience of crawling out of bed, pouring yourself a cup of coffee, and firing up the laptop. Most people, however, need social interaction to maintain their mental health. Covid has been difficult for all of us for numerous reasons and social isolation is a big part of it. Even if you have a bunch of friends that you’ve been able to stay close to for the last two years, being at work provides a greater variety and number of interactions – both of which are healthier for most people. And sometimes we just need to get away from our home because there are distractions that we need a break from. For some people, there are times when “quiet time” to reflect and get things done is more doable at the office than at home.
  • Your options– being at work at least part-time opens up options that aren’t as easily available if you work from home full-time. Here is a partial list of things that are often done more easily, effectively, or enjoyably from the office:
      • Collaborating on the fly
      • Improving your health as you get up and move around. (It takes many more steps to go grab a coffee or lunch at the office than going to your kitchen.)
      • Work / life balance: the kind where work ends when you walk out the door, not when you finally eat dinner or go to bed
      • Networking before, during or after work
      • Developing a new set of daytime acquaintances that aren’t tied to family and “weekend friends,” which promotes mental health
      • Shopping for the perfect gift at that cool store around the corner
      • Celebrating team and individual successes, holidays and birthdays, and important milestones like promotions and retirements

There is no question that returning to work will also be difficult for many people, and that’s to be expected. It was a big change when you abruptly started staying home and it will be a big change if and when you go back to the office, even if only for a day or two per week. There are steps you can take to help yourself prepare and adjust once you’re back. And make no mistake, your attitude toward going back will impact how hard it is for you to return.

No one is better at gauging how to best meet your personal and professional needs than you are. And that’s why taking a second look at what you’ve gained… and lost… over the last two Covid years might lead you to a more nuanced view of the benefits of going back to the office at least part time. Even if it’s not your choice, appreciating the silver lining is good for your mental health and probably your career.

Has Your Team’s Leadership Been Tested in 2021?

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The Hard Truth: It’s Not Going to Get Easier.   Here Are the Trends and What You Can Do…

Adapting to rapidly changing market, technology and client-demand trends will consume organizations in 2022.  Which means that the risk of change burnout for employees and leaders alike is soaring.  Leaders at all levels will need to improve their change leadership capability quickly and continually.

Consider the following trends:

  • Hybrid work models are here to stay and will continue to evolve. 63% of high-growth companies already have enabled hybrid work models.  While 69% of negative or no-growth companies are focused on complete on-site or all-remote models.  McKinsey
  • Hybrid models will fail for 30% of businesses on their first try.  Why?  According to Forrester, shifting to a permanent hybrid model won’t be easy.  There are significant, competing demands between face-to-face and remote work along a myriad of dimensions: including roles, processes, and promotion opportunities.
  • The “great attrition” will continue.  64% of workers said they are at least somewhat likely to leave their job in the next 3-6 months, according to PwC.

What talent development strategies are most organizations focused on?

  • Skill building is the number one action taken by businesses to close pandemic-era skill gaps – for 69% of businesses.  That’s 13 points higher than redeploying, 17 points higher than hiring and 33 points higher than contracting.  McKinsey.
  • Social, emotional, and advanced cognitive skills are the most focused-on development targets.  What’s #1? Leadership and managing others.  McKinsey.
  • Top two priorities for 2022 according to 550 HR Leaders surveyed by Gartner?  #1 is Building critical skills and #2 is organizational design / change management.
  • Start with strategy.  How will your organization respond to both the business and talent changes coming your way? Link team objectives and people development to your strategy. Be sure to set expectations that priorities will shift over the course of 2022.
  • Increase engagement.  Seems like you’ve heard this before? It gets more important in 2022. To ensure your hybrid model works, make sure you have a thorough DEI plan.  Get a balance of both office and remote voices when you consider policy, plans, and assignments. Align your reward and recognition strategy with your DEI objectives.
  • Don’t fall behind. This is not the year to be playing catch up.  Your 2022 organizational strategy and planning must account for the massive market and talent changes taking place. Uncover what’s worked over the last 18 months, what hasn’t worked, and build some projections about how things will be different in 2022. And that includes assessing the leadership skills necessary to implement and continually adapt your hybrid model.

To continue to be successful, organizations will need to do some or all of the following:

  • restructure jobs
  • figure out how to organize work processes differently
  • rethink how your teams need to work together
  • build trust and rapport with your employees
  • work hard to maintain or recreate a better business culture
  • address the change burnout problem we’re all facing
  • develop new leadership mindsets and skills

Could You Use a Partner to Help Boost Your Team’s Leadership Capability and Business Culture? 

We’ve been working with our clients for over 20 years to help solve these kinds of challenges. As your leadership team develops your 2022 plans, we’re here to partner with you.

In recent months we’ve seen an uptick in inquiries into how we can help leaders and their organizations work, lead, and organize differently. Our clients have been benefitting from our newest suite of programs and consulting services, Solving the Hybrid Puzzle.

Or contact us for more information. 978-475-8424 info@nextbridgeconsulting.com

 

When Your Team Needs to Redefine Itself

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Most organizations are either operating in a permanent hybrid model or they’re planning to go there early in 2022. That means redefining who you are as an organization and as a team. How will you do that successfully?

Lots of Questions

How’s your team adjusting to hybrid work or planning for a hybrid future? This next-new-normal way of working will be most successful if you start the transition by deeply reflecting on who you are now and, often, redefining who you will be 

 –as an individual and a team. What goals are a priority? How will you prepare for the inevitable shift in priorities? How will people really work together? How will you navigate and build our relationships? Even in ‘normal’ years, these questions take center stage during the business planning cycles many of you are immersed in right now.

Recently, I had the pleasure of working with two executive teams. Their businesses are very different. One is over 20 years old with almost 4000 employees. The second is a start-up driving towards commercializing its first product. While different, both of them were exploring a common question…

Who are we today and who do we want to be?

In both cases we started with who the team wanted to be so we could frame that sometimes more difficult conversation – who are we now?

Answering this question requires that these executives become aware of and more comfortable with the answers to several other, deeper questions about themselves and the team:

  • Do we fully understand who each of us is?  Do we understand how each of us filters information, makes decisions, and communicates?
  • Are we aligned around a common vision of where this company or department is going? And how are we, as a team, are leading it? This may seem obvious, but misalignment amongst leadership is a common cause of organizational dysfunction and average performance.
  • Are we role-modelling the characteristics we want this organization to exhibit?
  • How are we pushing each other to step out of our comfort zones in a productive and effective way? Innovation doesn’t happen when everyone is comfortable.
  • How do we provide impactful feedback to each other so that we increase the team’s effectiveness rather than diminishing it?
  • What about when the inevitable happens – when we’re sometimes annoying each other? Are we avoiding certain people? Aggressively confronting them? How well is it working? Is there a another option that gets better results.
Why so many questions? Because good answers require good questions… and these are all stones that need to be turned over.  In today’s environment, personal and organizational curiosity is a prerequisite for leadership and business growth. And if you’re not digging deeply enough, you’re limiting the depth and speed of your growth.
Want some guidance on asking the right questions and ensuring you get meaningful answers? We’ve been helping individual leaders, teams and organizations do just that for over 20 years.  Let’s talk.  978-475-8424 or e.onderick-harvey@NextBridgeConsulting.com