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Engaging Leader™

189: Dos and Don’ts of Emotional Transparency | with Jonathan Raymond

A couple days ago, the CEO of a small business complained to me that one of his managers has been displaying some of the classic signs of a lack of accountability — brushing off the severity of a mistake, letting tensions build with his own direct reports instead of asking for advice on how to handle it, and reverse-delegating or “throwing turds” for his boss to clean up.

“Does it seem like he doesn’t own the situation … like he doesn’t care as much as you do?” I asked.

“Yes, that’s exactly what it feels like!” he replied. “How can I get him to change?”

If you can relate to that CEO’s frustration, then you’ll benefit from this conversation with Jonathan Raymond. This is part 2 of a four-part series of interviews with Jonathan Raymond about how to practice emotional transparency to cultivate accountability within your team. This time, we discuss the dos and don’ts of emotional transparency within the context of the workplace.

Emotional transparency is the ability to get beneath the surface of conversations to what’s really going on for people. It’s the thing you’re thinking but don’t say. It has the power to transform relationships, organizations, families, and potentially our world.  It’s a generous form of communication: It’s how you make it easy for others to engage in self-reflection, not self-protection. It’s the fastest way to influence positive change.

Jonathan Raymond is the author of the book Good Authority: How to Become the Leader Your Team Is Waiting For. He is the CEO at Refound, a leadership training company that teaches people how to have human conversations at work. Previously, Jonathan was the CEO of EMyth (the company behind the famous book), where he led the transformation of a global coaching brand.

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