Co-host (unnamed)

is about addressing issues that are unpopular and often avoided by upper level leadership due to the controversial and delicate nature of them. Upper level leadership avoids these issues, which leads to further morale and productivity gaps. What would be the best way to go about addressing this or handling this to get upper level leadership to address these things?

I've made repeated attempts to bring these issues to them, give them strategies to help mitigate and solve the problems, but each time it's met with more obstacles and avoidance. So outside of telling them to come listen to Real AF, what would you suggest I do? Does it say what the issues are? No.

I've made repeated attempts to bring these issues to them, give them strategies to help mitigate and solve the problems, but each time it's met with more obstacles and avoidance. So outside of telling them to come listen to Real AF, what would you suggest I do? Does it say what the issues are? No.

I've made repeated attempts to bring these issues to them, give them strategies to help mitigate and solve the problems, but each time it's met with more obstacles and avoidance. So outside of telling them to come listen to Real AF, what would you suggest I do? Does it say what the issues are? No.

You just have to fucking do it, dude. Let me, let me ask you this. Is there a way, I guess, like, let's say your upper level leadership, right? Like, is there, is there a way, I guess, to like train the people that, that you're leading on how to look at problems and how to, like, like, how do you do that? You know what I'm saying?

You just have to fucking do it, dude. Let me, let me ask you this. Is there a way, I guess, like, let's say your upper level leadership, right? Like, is there, is there a way, I guess, to like train the people that, that you're leading on how to look at problems and how to, like, like, how do you do that? You know what I'm saying?

You just have to fucking do it, dude. Let me, let me ask you this. Is there a way, I guess, like, let's say your upper level leadership, right? Like, is there, is there a way, I guess, to like train the people that, that you're leading on how to look at problems and how to, like, like, how do you do that? You know what I'm saying?

Yes.

Yes.

Yes.

Yeah. Yeah. You know what I mean? Yeah. I was about to say, I think it's a perspective thing too, because like, you know, like, Oh my God, I'm dealing with this, this massive problem. This is going to fucking ruin everything. Like it's the worst thing, but they don't even understand all the other stuff that your upper level leadership may have to be dealing with. You know what I'm saying?

Yeah. Yeah. You know what I mean? Yeah. I was about to say, I think it's a perspective thing too, because like, you know, like, Oh my God, I'm dealing with this, this massive problem. This is going to fucking ruin everything. Like it's the worst thing, but they don't even understand all the other stuff that your upper level leadership may have to be dealing with. You know what I'm saying?

Yeah. Yeah. You know what I mean? Yeah. I was about to say, I think it's a perspective thing too, because like, you know, like, Oh my God, I'm dealing with this, this massive problem. This is going to fucking ruin everything. Like it's the worst thing, but they don't even understand all the other stuff that your upper level leadership may have to be dealing with. You know what I'm saying?

That's a perspective thing. That problem,

That's a perspective thing. That problem,

That's a perspective thing. That problem,

Right, right.

Right, right.

Right, right.

Right.