So, I worry about repeating myself in these notes. I constantly read and listen to discover a new angle or idea. My worrying stopped this week. Leadership consultant Suzy Welch says communicating a corporate culture takes repetition. Lots of it. “A leader communicates the culture repeatedly,” she said. “Almost until you gag on it.” She gives several reasons. You give a single message to a group of five people, it is likely that they hear

This happens too often. A group of us will be gathered around talking about something that went wrong. Someone says…. “I knew that would….” “I thought that might….” “I was scared that….” “I didn’t think it was right when…” You get my point here. So many times, the bad thing that happened could have been predicted. But, for whatever reason, the concern isn’t surfaced. It doesn’t get considered. It doesn’t get addressed. We fix it

Two times recently I got a call where a conflict was laid before me. Typically, when conflicts are presented to me, they come with a request to help resolve them. In neither case did this happen this time. In both cases, the report was about how the problem was resolved. They used methods that we discuss in HQ Notes all the time. Here are the high points:  The issue was pointed out by someone closest

“No matter how thin you slice it, there are always two sides.”   I get to mediate conflicts. One of the jobs of the CEO is to sort out disputes which occur between plants or people. Often, the dispute occurs because of miscommunication.   Someone says something that is misinterpreted. The misinterpretation cuts off communication and problem solving. The problem is left to fester and to pollute. It isn’t good.   Several things I’ve learned: