Reflections on: When a team member speaks up - and it doesn't go well. - case study.

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This HBR/Harvard Business Review article brings a case study, ie an example of interpersonal communication in a business setting.

The leader in the mentioned example, Raya, “…doesn’t follow through with Elena, because she is busy and forgets the interaction…” - I comment that with this ‘negligence’ the leader/Raya sets ‘the standart’ for all that follows - and blaming (mirror) this (neglicence) onto ‘others’/Elena - this creates a vicious circle.

In the document enclosed I show how I mentor students in the Ashridge Masters in Executive Coaching during their 2+ years of study as well as through their accreditation to become a accredited Executive Coach. [ Please download to read on, 23 pages ]

This HBR/Harvard Business Review article brings a case study, ie an example of interpersonal communication in a business setting.

The leader in the mentioned example, Raya, “…doesn’t follow through with Elena, because she is busy and forgets the interaction…” - I comment that with this ‘negligence’ the leader/Raya sets ‘the standart’ for all that follows - and blaming (mirror) this (neglicence) onto ‘others’/Elena - this creates a vicious circle.

In the document enclosed I show how I mentor students in the Ashridge Masters in Executive Coaching during their 2+ years of study as well as through their accreditation to become a accredited Executive Coach. [ Please download to read on, 23 pages ]

[ please download to read on ]

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Please note that this ebook has been written by Manuela van der Glas and has not been generated by AI or other language programmes.