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Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

123 Stories
238 Hacks
22 Barriers

Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

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A supervisor in a central dispatch center is a different kind of first line management.I was given the Dispatch Supervisor job when our control center opened for our division.
Story by Jim McGriff, Jr. on March 13, 2017
The Vice President of the division told me a decision was made that I was not going any higher in the management of our company.
Story by Jim McGriff, Jr. on December 14, 2016
Once upon a time there was a successful leader. He had an important role in the management of a huge fair.
Story by Bernhard Sterchi on November 1, 2016
A harmonious workplace is critical in today’s work place .A First Line Manager must be a keen observer of behavior in their department.
Story by Jim McGriff, Jr. on October 22, 2016
This hack was written as one of the requirements to obtain the Innovation Mentor Certification at CIMp.
Story by Dennis Agnew on September 19, 2016
Knowing where to start, what model to use, metrics, governance, development, external resources, etc, etc, etc. can be overwhelming for an organization that wants to thrive in an idea economy.
Story by Garrick Ducat on June 13, 2016
Inspired by what Carsten Schloter told me once. Later I found out it quite matches Christopher Avery's responsibility process Once upon a time there was a dwarf.
Story by Bernhard Sterchi on May 1, 2016
As a front line supervisor, I have reconciled myself to this greatest of issues with employees; you are not treating me/us fairly. The company is not treating me/us fairly.
Story by Jim McGriff, Jr. on March 14, 2016
How do you make a big company’s culture more innovative and entrepreneurial? Start with a corridor and work your way out.
Story by Christos Tsolkas on February 11, 2016
Over-thinking is what I have done as a first line manager for my career. My main concerns were for our customer care, employee understanding, and department effectiveness.
Story by Jim McGriff, Jr. on January 23, 2016

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