, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning oDue to the power differential between leaders and their team members, leaders must learn not only how to tolerate criticism, but also to restrict their criticism of others. When we are criticized, we feel like our bodies are under attack. This fear or panic causes our prehistoric, reptilian brain to flood with blood. Rational thought is restricted, and, instead, we concentrate on our bodily impulses: fight or flight. A “flooded” person (whether it is the leader or a team member) is of little use when there is a problem to be solved.

Debra, a COO of a very large food manufacturer in the Southwest, grew tired of notifying department heads about problems she found, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning of

ers. When we are criticized, we feel like our bodies are under attack. This fear or panic causes our prehistoric, reptilian brain to flood with blood. Rational thought is restricted, and, instead, we concentrate on our bodily impulses: fight or flight. A “flooded” person (whether it is the leader or a team member) is of little use when there is a problem to be solved.

Debra, a COO of a very large food manufacturer in the Southwest, grew tired of notifying department heads about problems she found, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning o

s restricted, and, instead, we concentrate on our bodily impulses: fight or flight. A “flooded” person (whether it is the leader or a team member) is of little use when there is a problem to be solved.

Debra, a COO of a very large food manufacturer in the Southwest, grew tired of notifying department heads about problems she found, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning o

there is a problem to be solved.

Debra, a COO of a very large food manufacturer in the Southwest, grew tired of notifying department heads about problems she found, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning o

, like the shortened shelf life of a potato that was roasted in a new oil. “I want to know what we are doing to solve this problem!” she would demand at the beginning of a meeting. “And why didn’t anyone bring this problem to my attention?” She ranted and railed because she wanted her team to detect and solve these problems in the future. Unfortunately, all they heard was “She is out to find someone to blame!” Their brains subsequently flooded and they shifted into defense mode.

I invited Debra to consider a question-based approach to generate behavioral change. Rather than calling out individuals in a public setting (which creates more tension and, therefore, quicker flooding), here is what I suggested she do:

1. Speak with individual department heads when you detect a problem in their specific areas.