A framework for what to do and what to avoid when discussing critical topics with your team
In recent years, we’ve witnessed the increasing polarisation of society, rising geopolitical tensions and mounting social upheaval. Business leaders and organisations can no longer avoid conversations about these topics. When faced with the diverse and sometimes opposing views of their teams, how can leaders effectively navigate these complex and sensitive discussions?
Let’s take the real-world example of a mid-sized pharmaceutical firm. It gathered 25 senior executives for a discussion on how to operationalise the organisation’s sustainability vision. The chief sustainability officer began by laying out the company’s commitment and strategic road map. After a few questions and comments, the chief sustainability officer left the room.
[This article is republished courtesy of INSEAD Knowledge, the portal to the latest business insights and views of The Business School of the World. Copyright INSEAD 2024]