The Situation: We were talking with a supervisor about setting up regular one-on-ones with their employees. “I don’t really see the need,” they said. “We talk all the time.”

The Situation We were working with a leader who really cared about their team. He wanted people to feel supported. He tried to be thoughtful about how he gave feedback, and he didn't want anyone to feel embarrassed or pushed aside. But he was so focused on being the nice boss, he wasn't paying enough attention to how that was affecting the rest of the organization. While he was busy building “positive relationships” within his own team, other teams were feeling the impact. Th

The Situation We were working with a team whose mission was easy to believe in. They did important work in the community, people cared deeply about the people they served, and there was a real sense of pride in the work. On paper, the organization had a lot going for it. But when we started talking about what it was actually like to work there, a different picture emerged. People didn't always feel comfortable speaking up, communication was inconsistent, and some employees fe

The Situation: A supervisor told me she had an annual performance review coming up with an employee who had been underperforming. I asked what kind of feedback the employee had received leading up to the review. Silence. Then came a few comments Jamesa and I hear all the time when supervision has become informal or inconsistent. "Well, we talk all the time, so we don't really do formal, documented supervision." "I've tried to be encouraging. I didn't want to overwhelm them wh

The Situation A senior leader asked to meet because she was concerned about one of her teams."They're just not very professional," she said. I asked what had happened. There wasn't a major incident. No ethics violations. No complaints. No missed deadlines that explained the concern. Instead, what she was describing was a feeling, and it seemed to be that the team made her uncomfortable. The team was louder than others. Meetings felt less polished. Some people interrupted. Ot

The Situation During an all-staff meeting, a high-ranking physician told a story he clearly intended to be humorous. As it unfolded, it became apparent that the “humor” depended on harmful stereotypes affecting multiple identities represented in the room. And no one, not even the leadership present, said a word. Later that day, I met with leadership and learned what had happened. Even though they had not said anything, it was clear they recognized the harm. I asked the leader