『Season 5: Episode 139: The Human Side of Leadership™: What If You’re the Problem?』のカバーアート

Season 5: Episode 139: The Human Side of Leadership™: What If You’re the Problem?

Season 5: Episode 139: The Human Side of Leadership™: What If You’re the Problem?

無料で聴く

ポッドキャストの詳細を見る

【Amazonプライム会員限定】今ならプレミアムプランが4か月 月額99円。

10月19日まで。※適用条件あり
Send us Fan MailWhat if the recurring problem in your organization is not your employee, your culture, your process, or your systems?What if part of the problem is you?In Episode 139 of No Silver Spoons, Sarah Beth Herman continues The Human Side of Leadership™ Summer Series with one of the most uncomfortable leadership conversations of the season: self-awareness, blind spots, accountability, psychological safety, and the impact leaders have on the environments they create.This episode is not about blaming leaders for everything that goes wrong. It is about becoming secure enough to ask one question:“What part of this belongs to me?”Sarah explores why success and authority can actually make self-awareness harder, why employees may stop giving honest feedback even when a leader believes their “door is always open,” and what research tells us about the gap between how self-aware people think they are and how self-aware they actually are.She also discusses the surprising research behind high-performing healthcare teams that reported more errors, not necessarily because they made more mistakes, but because people felt safer talking about the mistakes that were already happening.The episode challenges leaders to examine patterns, not just people.If every employee becomes “too sensitive,” maybe the communication deserves another look.If nobody takes initiative, maybe the leader is unintentionally overriding every decision.If the same problem keeps returning with different people, maybe the system deserves investigation too.And because the leader is part of the system, sometimes that investigation has to include us.Episode 139 also sets up the final episode of Season 5 and The Human Side of Leadership™ Summer Series, followed by the Season 6 premiere in Episode 141.In This EpisodeSarah explores the gap between intention and impact, why authority changes the way people communicate with leaders, how silence can become learned behavior, and why leaders should never mistake a lack of disagreement for genuine alignment.She also looks at psychological safety, accountability, employee engagement, and why a leader’s title can create a power difference even when they see themselves as approachable.The episode closes with one practical challenge: choose one recurring problem in your organization and ask yourself what you may be doing, allowing, rewarding, avoiding, or failing to communicate that is helping it continue.Key TakeawaysSelf-awareness is more than understanding your intentions.Authority changes how people experience conversations with you.Silence does not always mean agreement.Good intentions do not erase poor impact.Psychological safety and accountability can coexist.Recurring problems are data.Leaders should examine systems, communication, and their own behavior before assuming the problem is always someone else.Feedback is information, not a verdict.Accountability that only travels downward is authority, not true accountability.Featured Quotes“Being a good person does not mean you can’t be the problem in the room.”“My title changes the room whether I want it to or not.”“Sometimes silence is learned behavior.”“Good intentions do not cancel out bad impact.”“Sometimes we create the behavior we later resent.”“Patterns are data.”“What part of this belongs to me?”“You know your intentions. Other people know your impact. A mature leader needs information from both.”“Accountability that only travels down an organization isn’t really accountability. It’s authority.”“Your title should never make you unreachable. Your success should never make you unteachable.”That’s Good MomentThink of one recurring problem in your organization.Pick one.Maybe it is turnover, poor communication, missed deadlines, weak initiative, ineffective meetings, burnout, or a team that constantly brings every decision back to you.Then ask:What am I doing, allowing, rewarding, avoiding, or failing to communicate that might be helping this continue?Sit with the question before answering it.Then, if you really want to test your self-awareness, ask someone you trust what they see.When they answer, do not immediately explain, correct, or defend your intentions.Listen first.You may discover the problem is not you.You may discover part of it is.Either answer gives you something useful.Research and Statistics MentionedResearch discussed in this episode includes findings from organizational psychologist Tasha Eurich suggesting that while roughly 95% of people believe they are self-aware, only about 10% to 15% may actually meet stronger criteria for self-awareness.The episode also discusses Amy Edmondson’s research on psychological safety in healthcare environments, including the counterintuitive finding that stronger-performing teams sometimes reported more errors because employees were more willing to discuss mistakes.Gallup research is also referenced regarding the influence managers...
adbl_web_anon_alc_button_suppression_t1
まだレビューはありません