“It was only a joke.” “It was meant as a compliment.” “You’re being too sensitive.” None of these make it OK to comment on a colleague’s appearance. And if someone tells you that your comments have made them uncomfortable, the appropriate response isn’t to explain why they shouldn’t be offended. It’s to listen, take responsibility and stop doing it. Leaders also have a responsibility when they see or hear this sort of behaviour. Brushing it off as banter sends a pretty clear message about what y
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“It was only a joke.” “It was meant as a compliment.” “You’re being too sensitive.” None of these make it OK to comment on a colleague’s appearance. And if someone tells you that your comments have made them uncomfortable, the appropriate response isn’t to explain why they shouldn’t be offended. It’s to listen, take responsibility and stop doing it. Leaders also have a responsibility when they see or hear this sort of behaviour. Brushing it off as banter sends a pretty clear message about what y
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Two mindset gaps can weaken a manager’s impact. The first: focusing only on outcomes, targets, money, suppliers, cash flow, and reports—while overlooking the people and systems that create those results. The second: becoming a middleman who simply passes senior management’s pressure to the team without adding context, challenging weak decisions, removing obstacles, or improving the plan. A strong manager does more than deliver numbers. They translate strategy, protect the team, improve execution
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How to address someone who keeps testing how far they can push you like a leader, not a manager 🚨Order your 52 Say THIS, Not THAT Cards w Box. Pre-order now available for the physical box (Digital version included instantly). Order today and start shifting your language from manager to leader! 👉 Grab my popular Complete Leader Package (the Complete Leader System) with my 52 Leadership Skills Program, 200 leadership questions to spark meaningful dialogue, 52 Say THIS-Not THIS Cards, 52 Activit
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