1) The leader’s conversation should not center on their frustrations. There are no perfect workplace environments. Leaders in their esteemed positions do find cold frustration as partners or co-travelers in the workplace. Frustration may set in during adversity, product failures, accidents or when the anticipated revenue is not just rolling in. In the moment of conversation, the leader must inspire team members and continuously focus on rejuvenating the spirit of determination to succeed rather than focusing on all the wrong indices facing the firm.


2) The leader’s conversation should not center on exposition of weaknesses of team members. There is no use exposing the weakness of team members particularly in enlarged forum when things go wrong. Part of the price of leadership is for the leader to take team blames in good faith in the open and quietly put controls in place in order to check reoccurrence.

3) The leader’s conversation should not center on top management rift or disagreements. It is not unusual for the top management team to be divided along partisan/interest lines but the leader must stay away from controversial circumstances. In conversation with team members, the leader should endeavor to remain non-aligned, non-partisan but must remain professional in the discharge of their duties. When called upon to advise or suggest a course of action, the recommendation must be made on a sound professional principle and not because they want to validate the position of any of the group members.



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