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You need to create psychological safety in the culture in order for people to feel safe to raise concerns and, sometimes, even just basic input.
That’s been my experience as well—enthusiasm and expectation are high, but patience can be low. I try to coach through storytelling: sharing a time when I tried to push for change, what worked, what didn’t, and what I’d do differently. It gives the conversation more depth and keeps them engaged.
Yeah, I’ve noticed that too, newer employees aren’t afraid to call things out, which is great, but sometimes they don’t see the bigger picture yet. I’ve found that framing feedback as “how can we improve this together?” instead of just pointing out issues helps. How have you been handling it?
Some things are more realistic than others. I would say that a lot of times the people that do speak up are tired of getting the runaround, and never actually seeing changes happen. I can understand wanting the immediate reaction, but the truth is that some things really do just take time.
Don’t invite juniors to the big-kid table.