Openly Addressing Issues and Challenges

​Whenever two or more people meet in an office, conference room, or workspace, issues may arise. After all, differing opinions are a side effect of being human.
 
To prevent something small from shifting into a serious problem, we’ve learned at Reach Partners that open discussion can benefit the productivity of our team. Addressing small and large matters early on can lead to a healthier organizational culture.
 
As much as we like each other, Anita and I acknowledge and accept we’ll have challenges working together. To address these, we keep “issues” as a weekly agenda item at our staff meetings. By giving ourselves a consistent time and place for the conversation, we can prepare for dialogue instead of argument. This allows us to focus our work time on client projects instead of stewing over issues. It is one way we value each other, deflate disagreements, and take action to move forward.

We anticipate that work is messy, so we respectfully listen and help each other move through challenges. We embrace and praise the vulnerability of openness when done in the spirit of solution-seeking. This is how we build and maintain trust.
 
Openly embracing challenges may not be familiar to everyone. In fact, in some environments, issues raised would be seen as incompetency, disloyalty, or simply rude.
 
When introducing this approach, it is important to:
 

• Set shared understanding. Clarity is key so that team members don’t make incorrect assumptions. Be clear on what is meant by “issues.” Who is invited to bring them forward? How should concerns or issues be raised? Is anything off limits to the group?
  
  
• Give special time and attention to the new staff. Coach them about team culture and explain why you value addressing issues early on. Use this practice to build trust within the team.
  
  
• Communicate regularly about the values you share/desire to share as a team. For Reach Partners, that includes empathy. We believe it’s an honor to shoulder the perspectives of others, so we first listen and accept, then act.
  
  
• Lead by example. Reinforce expectations by showing how to bring up an issue or challenge. Explicitly tell team members that you are modeling this practice.
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• Foster and nurture trust. None of the above works without shared trust.

 
If you don’t manage your team’s agenda, you will still deal with inevitable issues and challenges. Find a strengths partner who is familiar with your role and your approach. This person may be someone who complements you well. For example, maybe they are a detailed doer and you are a workplace wooer.  In the spirit of good partnership, proactively ask them how they are doing. In other words, seek out their issues, too.
 
If you’re a formal leader, consider working with a career coach or mentor. This person can guide you by offering an outsider’s perspective. For example, Reach Partners fulfills this role by serving as a partner who brings fresh eyes and approaches to challenges. Leaders can then use that perspective to extend their reach.
 
If you’re a team member, schedule solution sessions with your manager. Grow a personal practice of checking in with your manager on ways you are solving challenges and addressing issues.
 
Live this approach within your personal life, too. I’ll be honest, I find it to be difficult (it’s an issue!), yet practice makes perfect and authenticity matters. I’m working to develop a personal habit of seeking resolutions to issues.
 
In short, don’t let problems fester, no matter the size; speak early to avoid tensions bottling up and boiling over. And while you may not have agendas to leverage in your personal life, consider finding sacred spaces for solutions, such as coffee conversations or drive time. It’s worth it.
 
– Rachel