Page 125 - Appreciative Leadership

98 Appreciative Leadership

groups and asking people to generate questions for her. When right
in the beginning she gave people an opportunity to share what mat-
tered to them, they felt both included and ready to listen to what she
had to say. Try using a conversational progression like the one we’ve
described the next time you hold a meeting or give a speech. Invite
others to talk before you speak, and see what happens.
Th e difference between a workplace where people feel safe to

speak up and one where people are afraid is palpable. When people
feel safe at work, they engage with each other in open conversations
and collaboration about work, they share accounts of their personal
lives with each other, and they spend time together, at work and in lei-
sure. In a workplace where people do not feel welcome or safe to share
their thoughts, opinions, or ideas, interactions are stiff and polite.

Mark might even say, oppressed:

He became president of the largest and most profi table division

of a multimillion-dollar consulting firm. With over 75 people
in 20 countries reporting to him, the new job was immediately
fun for him. Within a few weeks, however, he realized that not
many others were having fun at work. There were few conver-

sations about life outside of work, and fewer still about actual

client work. The organization was tense and guilt ridden.
People were coming to work late, walking into meetings that
were already in progress, and disrupting work with constant

apologies. There was no good time for collaboration.
Recognizing that he had inherited a less-than-positive
work environment, Mark got curious about what it would
take to change it. He gathered people to talk about what was
going on. He invited everyone, from the best performers to
the most troubled and troublesome professionals. Only aft er
he reassured them that they were not in trouble, and would
not be punished for being honest, did they began talking. As