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A pattern that we often see with our client organizations is where those more proximate to institutional power seem to “personalize” feedback from those less proximate to power. This is a form of defensiveness where feedback from staff, usually given in good faith and not meant as an attack, although often not with frustration, pain and anger, is experienced by leadership as a personal attack.
Read MoreI'll admit that, up until recently, I had thought more of lip service as saying something when you don't actually mean it.
What we're seeing is a kind of lip service where the organization or person may actually genuinely mean what they say, or think that they do, but when it comes to taking action, especially actions that come with some sort of cost, they balk.
It's the gap between intention and action that we have long seen, recognized, identified, and named, but only recently have I started to connect that to lip service.
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