What do you do when a colleague’s spoken commitments and unspoken commitments seem to conflict?
I read a piece this week in preparation for a workshop that really rang true. It’s about high performers who seem to have persistent blind spots, or isolated areas of chronic footdragging. It suggested that a common cause is an unspoken commitment that the spoken commitment seems to violate. The challenge for the manager is to get that unspoken commitment to the surface.
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