When employees address issues early on — and without hesitation — organizations change for the better.
My biggest worry revolves around leading cultural and behavioral change in societies that have typically been more hierarchical in nature. In many markets, success has always been driven by presenting one’s boss with an already-solved problem and not getting much input from others.
Today we ask our people to escalate issues early — often before they even know how serious they may be — and to engage others. Engaging others helps get to the right solution with the full franchise view and leverages best practices across the institution. We also ask our people that if they see something that might be awry, to say something — and to the right leaders without hesitation — which does not always fit the legacy processes of a hierarchal organization. In some countries, this can be seen as being disloyal to one’s boss.
In this instance, I find it is critical to spend a lot of time providing the context and reason why we need the change. People need to relate to it at a personal level, so I use a lot of examples of situations I have faced — some very personal to my family and not just to my professional context — to help drive home the point and to role model what I am asking of others.
By Jane Fraser, CEO of Citigroup Latin America.
Should you stay in your current role in hopes of a promotion or make a lateral, internal job change? That question will be familiar to many people who work at medium or large companies, where promotions aren’t always tied to internal role changes. To find out, use the P.R.O.M.O. method.
Most of us think we have to make a difficult, binary choice between being a good person or being a tough, effective leader. This is a false dichotomy. In truth, doing hard things is often the most human thing to do. There are two key ingredients — wisdom and compassion — and it takes learning and practice to lead with both, as well as some unlearning of conventional management habits.
A lack of transparency has been a workplace problem for years. Not only are workers happier in transparent workplaces, but they may also be more likely to stay in their jobs; research shows when communication is poor, many workers are more likely to consider leaving their positions.