Releasing the Brakes

front brake

One challenge of working within a large organization is that there are lots of people with control of the brakes and few people protecting the champions who are trying to affect change. I realize there is a need for occasional braking, but too much pressure on the brakes could lead to a very slow moving organization and will eventually suffocate out the innovators.

How do you fix this? I think it is a trust issue. I think the book Five Dysfunctions of a Team agrees with this. Perhaps my next book should be The SPEED of Trust.

Right now, I’m applying principles of the Dysfunctions book to facilitate better trust between myself and colleagues, and between the members of my team. It forces me to be brutally honest about things, to speak up, and to allow myself to be vulnerable.

Does anyone have any experience in this arena?

Photo by gabork

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