Leaders use check-ins deliberately to further a group’s development and, ultimately, to enable it to perform at the highest level.
“Experienced facilitators have long understood the power and importance of check-ins. Today there is a growing appreciation and increasing evidence for why this straightforward practice improves group performance.”
Check-ins are a simple, deceptively powerful approach that encourages each person in a meeting to speak and be heard by their peers. Leaders use check-ins deliberately to further a group’s development and ultimately, to enable it to perform at the highest level.
by Mary Shafer In this final installment of our Best of BANR to date series, we revisit Kerra L. Bolton’s piece on the Enterprise facet of societal need in Detroit. Originally published in October, 2018, Kerra’s post, Can Better Workplaces Make Detroit a Better City?, was part of a larger series based on her personal […]
What if your workplace sparked, instead of stunted, creativity? What if you worked at an organization that intentionally developed leaders who structure collaboration, conversations, and connections to nurture creative solutions?
For the first time in our thirty-year history, we were headed toward layoffs. We held a meeting with several hundred staff to discuss the state of the organization and our plans to right the ship.
When in doubt about whether to share what’s on your mind or engage a tough situation, it’s usually best to lean towards taking the risk. The core concepts, principles, creative strategies, and toxic behavior profiles covered on this blog are here to help you do that.
All workplace conflict is potentially fruitful. However, there are two broad categories of conflict that happen within teams that must be understood in order to provide effective leadership: creative conflict and toxic conflict. Both types are similar on the surface. But each requires a very different response and skill set from leaders.
A deliberately developmental organizational culture persistently pushes team members to the edges of their current competencies. By definition, that is not a place where most people feel comfortable. Fear, insecurity, and conflict live in that place. It’s a reach into the unknown. How do you get your team to go there? The first step is to convince them that no one will be asked to journey alone. You’ll go together.
Ben and Jerry’s Ice Cream, the world’s fourth largest producer, pioneered “caring capitalism,” an inspiration for B corps, the global movement that encourages “business as a force for good.”