Ever struggle between what’s best for your client, and what’s best for the culture of your organization? Both are critical to your long-term success, so let’s talk about how to navigate those decisions. Why is that important for...
Ever struggle between what’s best for your client, and what’s best for the culture of your organization? Both are critical to your long-term success, so let’s talk about how to navigate those decisions.
Why is that important for business?
In your business, you have to take the long view. Culture works on trust, and if you allow bad behaviour among your team, you can be indicating that clients are more important than culture.
As a leader, this is the balance you have to navigate. You are balancing a three-legged stool - competency of service, fiscal responsibility, and culture – and all are equally important. You can’t short-change any of the legs or the stool won’t stand up for long.
Part of this is controlling emotional responses. If you want to be a leader, you have to learn to manage your emotional reactions to other people.
And, at the same time, you can’t exist in a pressure cooker without a release valve. You need to be able to communicate, either directly or to a third-party, about inevitable conflict.
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