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I'm glad you brought up Nemawashi. The most abundant of species of meeting on my calendar is the one-on-one for exactly this reason. As a leader in an organization entering an explosive growth phase, I have to move a lot of other people's cheese. By the time I get into a team meeting, there is usually little contention or dissent associated with a change because I've discussed the change with everyone in the meeting one on one, addressed their concerns, and incorporated their feedback into the course ahead. This works and it drives team engagement.

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Also, +1 on bringing up the impact that open plan offices have on neurodivergent team members.

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