Dr. Richard Winters

Let's break it down into the two different situations. One is, and this is the most common thing that's going on, is that we have this just a really prickly decision that we need to make as a group. That can be, how are we going to allot resources? How are we going to change our schedule? How are we going to meet customer demands?

Let's break it down into the two different situations. One is, and this is the most common thing that's going on, is that we have this just a really prickly decision that we need to make as a group. That can be, how are we going to allot resources? How are we going to change our schedule? How are we going to meet customer demands?

During those situations, we have a bit of time to figure out what basically the room thinks. And so we have a little bit of time to kind of get the perspectives of everyone and to understand what's going on from the colleagues on the right and the colleagues on the left and to understand what's going on from people outside the room.

During those situations, we have a bit of time to figure out what basically the room thinks. And so we have a little bit of time to kind of get the perspectives of everyone and to understand what's going on from the colleagues on the right and the colleagues on the left and to understand what's going on from people outside the room.

During those situations, we have a bit of time to figure out what basically the room thinks. And so we have a little bit of time to kind of get the perspectives of everyone and to understand what's going on from the colleagues on the right and the colleagues on the left and to understand what's going on from people outside the room.

And then getting all that information to gather this sort of shared perspective, this shared sense of reality of what's going on. Within that sense of reality, there are fears and worries. There's a lot of disagreements. But those are really authentically ways that we're looking at the situation.

And then getting all that information to gather this sort of shared perspective, this shared sense of reality of what's going on. Within that sense of reality, there are fears and worries. There's a lot of disagreements. But those are really authentically ways that we're looking at the situation.

And then getting all that information to gather this sort of shared perspective, this shared sense of reality of what's going on. Within that sense of reality, there are fears and worries. There's a lot of disagreements. But those are really authentically ways that we're looking at the situation.

And so first doing that and then going from there to choose the options and then the way forward that we're going to choose to proceed. What tends to happen for leaders in situations like that is we have a meeting and someone says something and maybe another person says something with a lot of kind of force.

And so first doing that and then going from there to choose the options and then the way forward that we're going to choose to proceed. What tends to happen for leaders in situations like that is we have a meeting and someone says something and maybe another person says something with a lot of kind of force.

And so first doing that and then going from there to choose the options and then the way forward that we're going to choose to proceed. What tends to happen for leaders in situations like that is we have a meeting and someone says something and maybe another person says something with a lot of kind of force.

A decision is made and then we move forward and then people feel just like, what was I doing there? They didn't hear me. I think we're going in the wrong direction. And so what's going on? I think that's a very common thing that we all experience.

A decision is made and then we move forward and then people feel just like, what was I doing there? They didn't hear me. I think we're going in the wrong direction. And so what's going on? I think that's a very common thing that we all experience.

A decision is made and then we move forward and then people feel just like, what was I doing there? They didn't hear me. I think we're going in the wrong direction. And so what's going on? I think that's a very common thing that we all experience.

Yeah, it's interesting. So as an executive coach, so I coach leaders in our organization, outside our organization, those bullies, those people who stand up are oftentimes individuals that I'm coaching. And what they're wanting to do is, geez, I wish I could just, I wish I was not speaking up all the time.

Yeah, it's interesting. So as an executive coach, so I coach leaders in our organization, outside our organization, those bullies, those people who stand up are oftentimes individuals that I'm coaching. And what they're wanting to do is, geez, I wish I could just, I wish I was not speaking up all the time.

Yeah, it's interesting. So as an executive coach, so I coach leaders in our organization, outside our organization, those bullies, those people who stand up are oftentimes individuals that I'm coaching. And what they're wanting to do is, geez, I wish I could just, I wish I was not speaking up all the time.

I can hear myself and I wish I could quiet down, but I have a sense that I need to speak my mind to make things go because that's what a leader does. And so we go through the coaching process of how to like, okay, so what would it be like if you spoke less? What would it be like if you allowed others to say things? On the other hand, there's individuals that I coach who are quiet during meetings.

I can hear myself and I wish I could quiet down, but I have a sense that I need to speak my mind to make things go because that's what a leader does. And so we go through the coaching process of how to like, okay, so what would it be like if you spoke less? What would it be like if you allowed others to say things? On the other hand, there's individuals that I coach who are quiet during meetings.

I can hear myself and I wish I could quiet down, but I have a sense that I need to speak my mind to make things go because that's what a leader does. And so we go through the coaching process of how to like, okay, so what would it be like if you spoke less? What would it be like if you allowed others to say things? On the other hand, there's individuals that I coach who are quiet during meetings.