The Ed Eppley Experience
The Ed Eppley Experience

Episode · 2 months ago

ENTERING THE DANGER ZONE

ABOUT THIS EPISODE

Great leaders have courage along with the ability to act despite fear. In this minilog, I explain why managers may find it hard to act when there is danger present, and dive into the consequences that come from not acting. You are sure to like the model I offer that can let you "enter the danger" with greater confidence. 

Welcome to the Ed Epley Experience minilog let professional management expert Ed Epley inspire you to take action onbuilding a more sustainable, smart and healthy business. Hey everyone, it's atEppley back for another mini log and today's topic for this many log isentering the danger zone. You know, part of our job as managers and leadersof others is to be willing and able to be courageous. Now the ability to becourageous or to demonstrate courage is the ability to act despite fear. And sowhen you think about what might we fear that we should be addressing in ourorganizations. Oftentimes it's difficult conversations with peoplebeside us or even above us in the organization. One of the questions Ilike to ask, the people with whom I...

...work is with, whom have you had aconversation that was scary. That was difficult. That required some courage.Who is somebody that you should have that conversation within theorganization? That's your peer or your superior. You know, if we don't havethese conversations, if we don't enter the danger to have that conversationwith that individual, then there is this issue that continues to festerbetween me and that other person or within the organization. It's probablycreating an artificial ceiling on the amount of results that we can produce,either in our area or for the entire company because we're not addressingthis tough. And you could even say undiscussed double topic with the otherpeople, the right people. So part of our responsibility. That is to thinkabout, you know, who should I have this conversation with? But then if you go astep further, if if you do the analysis and you ask yourself well, why am I nothaving the conversation? I think it...

...falls into one of three categories.Number one, there's a fear of damaging a relationship. If I have this toughconversation, it could harm the friendship that I think I have and wantto have with this other person. I think an extension of that is sometimes wefeel like it's not our job to do it, that we would be overstepping ourboundaries, you know, that we would be going outside the scope of what ourresponsibility would be. I think with superiors, I think there's always thefear of career limiting consequence. You know, if if I if I go here with myboss or my boss's boss, that I'm really going to put myself in harm's way andthat's not, you know, insignificant. So we've got to think about that. And thenI think a third reason why we don't do these conversations. These difficult,dangerous conversations is perhaps we've tried and either gotten punishedor gotten nowhere from doing it. We're tired. I literally had thisconversation with an executive from a company with whom I've done businessover this past weekend. It's one of the...

...reasons I thought about it for a minilog was because this particular gentleman as part of an organizationthat structurally is put themselves in a position where they're not going toever be a great team because the way they're being rewarded, compensatedreally is a function of what is in their own best interest. And until thatchanges, I don't know that they're ever going to be a great team. But thegentleman I was talking to today has basically given up the will to continuehaving that conversation. He's just exhausted from trying to do it. I'm notsure I blame him, but I can tell you the organization is never going to getbetter until that's addressed. So when we think about them trying to becourageous, if we think about a conversation we need to have, if wethink about going into this danger zone with another individual, probably wouldhelp to have a model in mind. And I think the first step it really comesfrom the managerial moment of truth, and it's getting people to agree on thereality of the circumstance we find ourselves in. So what's the what's thereality of our situation? What's the...

...truth about our situation before weeven try to fix it or change it? We need to agree that reality is probablynot what we want. Another way to think about this is we need to hold up themirror so others can see what is happening. And then I think thefundamental question would be at that point is deal like what you see here.Do you really want us to keep going down this path if we extend this outfar enough? Are you really going to be comfortable where this is taking us? Isthat what you want? Because I don't think it is. If you can get them toagree with you that the reality that they see isn't one that they want.Perhaps that allows then some conversations about what could be donedifferent, but until you and they agree that reality isn't what they want,progress will be very, very difficult. That's it for today's mini log.Hopefully you will be willing to wait into some danger that you otherwisewouldn't let me know if I can help talk to your suit. Thanks for listening tothe Ed Epley Mini log visit w w w the...

Epley Group dot com For resources tips,adds latest blogs and a free assessment on where to improve your professionalmanagement skills.

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