Do you have a suggestion for keeping the wrong behaviors out, without keeping the wrong people out? (In general I agree with ‘give people feedback’, but ‘deception’ is one of the specific cases where I’m much less optimistic about that. They were willing to deceive in the first place, how do you trust that they didn’t just get better at deceiving rather than reform?)
I reject essentialism and I’m very aware of attribution bias, both of which make it hard for me to accept that in most cases the wrong people are to blame, rather than bad culture and bad interactions (which you are part of, if you’re there).
Roughly to the same extent that you have power to keep people out, you can ALSO influence behaviors of people you let in. Show them the better way. Share your soul in the game. Validate their soul in the game. Keep the conversations about impact and good (positive-sum aspects of the organization) rather than about relative position and authority (zero-sum).
Of course, some people start out closer than others to your preferred behaviors, and you really should _also_ keep the most-distant-from-desired out. I don’t actually mean to say that everyone is fungible or equally valued to your purposes.
Do you have a suggestion for keeping the wrong behaviors out, without keeping the wrong people out? (In general I agree with ‘give people feedback’, but ‘deception’ is one of the specific cases where I’m much less optimistic about that. They were willing to deceive in the first place, how do you trust that they didn’t just get better at deceiving rather than reform?)
I reject essentialism and I’m very aware of attribution bias, both of which make it hard for me to accept that in most cases the wrong people are to blame, rather than bad culture and bad interactions (which you are part of, if you’re there).
Roughly to the same extent that you have power to keep people out, you can ALSO influence behaviors of people you let in. Show them the better way. Share your soul in the game. Validate their soul in the game. Keep the conversations about impact and good (positive-sum aspects of the organization) rather than about relative position and authority (zero-sum).
Of course, some people start out closer than others to your preferred behaviors, and you really should _also_ keep the most-distant-from-desired out. I don’t actually mean to say that everyone is fungible or equally valued to your purposes.