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Create a culture where difficult conversations aren't so hard
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I worked as a consultant for many years before becoming the CEO of Red Hat. One of the most surprising aspects of that work was that people would open up to me, an outsider, about all the elephants in the room—but they were too polite or embarrassed to call out the obvious issues or blame their peers inside their own organizations. My fellow consultants and I would sometimes joke that just about every individual inside a company could immediately tell you what was going wrong and what needed fixing. But whenever everybody convened for a meeting to point out those very issues, you wouldn’t hear a peep about anything that could be perceived as negative. To our amazement, they were more open to hearing feedback from us, the outsiders, than from their own colleagues.
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