Stephen H Baum Leadership

We coaches often see avoidable dysfunction in the workplace: miscommunication, unclear expectations, initiative seen as renegade and so on.

Each boss and subordinate have a specific level of trust and respect. It is shaped by personality, initial presumptions, first impressions and history together. Prior history may play a strong, but hidden role.

How, then, to make the best of a supervisory relationship in the workplace?

I have found “Comfort Zones” a useful tool. I hope you do too. Of course, you must apply it in a way that fits the culture of your organization: conversationally or in a more structured way, informally or formally, indirectly or directly. Open communication is the best. One hopes that your colleagues will respect an attempt to improve communications and clarify expectations.

Click on the “comfort zones” form. Complete it with your perceptions and make the areas that go in each section as specific as you can. When you have applied it, tell me your story.

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