I really enjoyed this framework! (Plus I always love when it’s easy to remember like “four P’s”) - what stuck out to me was that drip-drip effect of not saying something, builds into something bigger and more complex over time. I’m exec-turned-therapist who writes about using relational neuroscience to help prevent structural burnout in the workplace, and that is such a great example of how one innocuous leadership habit can have a snowball effect. We are always modeling for those around us!
Thanks for sharing this. There's someone I'm considering firing cause she has been extremely difficult to work with, always misses deadlines, is not detailed or attentive, and also disrespectful at one point. I have the go-ahead to fire her but for some reason I can't and I'm the one stalling. I've had this conversation about areas of improvement before now but still none. Sometimes she changes and acts better, other times she doesn't. Do I go ahead and fire her or do I employ this method to see if there will be a change in Q3?
Hey! I can't give you a clear answer here, only you will know the full situation with context etc. But this is genuinely so common.
The fact that we stall when we already have the go-ahead is a tell. We tend to hesitate when a part of us already knows the answer but we're just looking for permission to delay it.
Just be careful to recognise that "Sometimes better, sometimes not" isn't change it's just inconsistency. And inconsistency is exhausting to manage and even more exhausting for the rest of your team to watch.
Q3 as a runway will only make sense if something is actually different this time, i.e. a real conversation, clear written expectations, a real deadline for the deadline problem.
Like I said, I can't give you a definitive answer here! Only you can find that. But I hope that context helps somewhat.
I really enjoyed this framework! (Plus I always love when it’s easy to remember like “four P’s”) - what stuck out to me was that drip-drip effect of not saying something, builds into something bigger and more complex over time. I’m exec-turned-therapist who writes about using relational neuroscience to help prevent structural burnout in the workplace, and that is such a great example of how one innocuous leadership habit can have a snowball effect. We are always modeling for those around us!
Thank you so much Ashley, and I completely agree. That “drip-drip” effect is exactly it.
It’s rarely one big dramatic leadership mistake, it’s the tiny moments we avoid or let slide that quietly teach the team what the standard really is.
Love your point on modelling too, people are always watching what we tolerate.
Thanks for sharing this. There's someone I'm considering firing cause she has been extremely difficult to work with, always misses deadlines, is not detailed or attentive, and also disrespectful at one point. I have the go-ahead to fire her but for some reason I can't and I'm the one stalling. I've had this conversation about areas of improvement before now but still none. Sometimes she changes and acts better, other times she doesn't. Do I go ahead and fire her or do I employ this method to see if there will be a change in Q3?
Hey! I can't give you a clear answer here, only you will know the full situation with context etc. But this is genuinely so common.
The fact that we stall when we already have the go-ahead is a tell. We tend to hesitate when a part of us already knows the answer but we're just looking for permission to delay it.
Just be careful to recognise that "Sometimes better, sometimes not" isn't change it's just inconsistency. And inconsistency is exhausting to manage and even more exhausting for the rest of your team to watch.
Q3 as a runway will only make sense if something is actually different this time, i.e. a real conversation, clear written expectations, a real deadline for the deadline problem.
Like I said, I can't give you a definitive answer here! Only you can find that. But I hope that context helps somewhat.