In the not too distant past the idea of employees and management existing in an environment of open communication would have been unthinkable. But times have thankfully changed and today more and more businesses are open to and actively moving forward with creating an atmosphere where open conversations can take place without fear of job loss or banishment.
Business leaders more and more recognize that a culture of trust and intimacy has the potential to constantly re-energize their core, and keep them nimble, creative and innovative much like if they were a start-up company.
Of course I’m not talking about opening the floor to any and all subjects where a conversation meanders with no direction or intent. Creating Positive Space needs to be centered around where the company is and what the possibilities are in the future. A culture of trust and intimacy can generate untold rewards the express themselves in boundless creativity and innovation.
The how you go about opening the doors to this fresh approach is where the Dialogue Process comes into play. Embracing an atmosphere of open give and take that the Dialogue Process encourages will go a long way toward invigorating and revitalizing your company.
The list below is a series of articles and tips about how creating and open culture within your business can benefit all your stakeholders.[listly id=”Ztg” layout=”full” show_header=”true” show_author=”true” show_sharing=”false” show_tools=”false” per_page=”25″]
Making your firm more trustworthy
The lessons to be learned here, if you want to make your firm more trustworthy, are simple:
- People should not be criticized for identifying problems and weaknesses with existing processes. They should be listened to and rewarded.
- People should not be criticized for having outlandish ideas. Rather, those ideas should be evaluated as they may have tremendous innovation potential. If the ideas are not viable, explain why and complement the person or team who has proposed them. Never criticize the people for being creative, even if their ideas do not work.
- Managers who champion radical ideas and take on risky projects should be recognized as your top people and critical to your innovation process. They should never be reprimanded for failed projects without good reason (such as fraud, making the same mistake over and over again, committing a crime and similar actions which are morally, ethically or legally unacceptable).
How about your firm? How trustworthy is it?
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