Stephanie D. McKenzie

Why would they feel that their autonomy is at risk? To me, this sounds like an issue that is nestled within the cultural dynamics of the organization. When team members begin to fear that they are losing their autonomy, there are greater situations and dynamics at play. Before fixing the narrative, we must consider the environment. We may also need to consider the actions and energy of the leaders that we have put into place. Leaders who are positioned based on seniority versus merit are often the problem when teams develop a dysfunctional or stagnate outlook on their workplace. And this may be the place where changes are needed.

Stop giving feedback. Start developing a pattern of self-reflection and correction. It is not uncommon for those who identify with being high achieving or codependent or that have people pleasing behavioral tendencies to be triggered or activated by the act of correction or feedback. In fact they could be highly sensitive to anything that looks like rejection. As such as the case, it might be more fruitful to create a space where they are required to reflect and to correct themselves. In flipping this dynamic, you now provide reinforcement for the act of correction being positive and not a negative assessment of their sense of self or sense of self-worth.

When choosing resources to support your desire to learn, make sure that these are resources that you enjoy. If you are motivated by gamification or incentives, choose a method that offers those. Realize that the resources available to you include everything from online learning, to in person trainings to a class at your local community college. Being mindful of what you need in a learning experience will ensure that you make better choices and create a plan that you can stick with.

I think in the assessment of your own skills, it's very helpful to talk to others. If there is a leader that you have a particular affinity for in your organization, have a conversation with them to determine what skills they are using on a consistent basis to see if these are skills that you actually have. Often times when we assess ourselves, we may either be too harsh or not honest enough. Having the insight of others, can help us see ourselves more clearly and more realistically. This way, we are able to set goals and develop a learning plan that is keenly aligned with what we need.

I don't think the question is how will you regain trust. The question is why don't they take your feedback into consideration. Is it a question of delivery? Comprehension? Or some other dynamic? I've seen a lot of leaders who want their instructions to be followed blindly. Some of them even view efforts to get clarity on the feedback shared as dissension or disrespect when neither is true. But I digress. Instead of looking to regain trust, perhaps it's time to prioritize communication. It would be amazing to see what a direct inquiry regarding why the feedback given has been ignored might produce.

There has to be a commitment to work-life balance above all. As such a the case, our reflections should access two things: 1. What the goal needs. 2. Our needs. Once we're clear on what the goal needs, we can then structure our process to ensure that our needs remain a priority. An advocate (and the creator) of Hustle Freedom, one thing that is key to maintaining balance is our approach to time and tasks. Managing time and prioritizing tasks support our ability to achieve balance. When we overperform or overdo for the sake of the task, we will always suffer. Management, advocacy, delegation and teamwork are the tools that make managing the brand's reputation as well as the brand manager work well and win.