Have you ever considered the conversations going on in your workplace? What is said but overlooked? Who gets to talk to whom? What counts as a valuable conversation?

Brené Brown: “In this episode, I’m talking to Megan Reitz, a professor of leadership and dialogue, and John Higgins, a researcher and author, about an article they published in the MIT Sloan Management Review titled “Leading in an Age of Employee Activism.””

Reitz, M. and Higgins, J. (2019). Speak Up: Say what needs to be said and hear what needs to be heard. London: Financial Times Publishing

Reitz, M. and Chaskalson, M. (2020). Why Your Team Should Practice Collective Mindfulness. Harvard Business Review.

Reitz, M. and Chaskalson, M. (2018). Learning to AIM: Three building blocks of mindfulness Training Zone

Chaskalson, M. and Reitz, M. Mind Time: Ten Mindful Minutes To Enhance Your Work, Relationships, Health and Happiness. London: Harper Thorsons.

Reitz, M., Chaskalson, M. (2016). Mindfulness Works but only if you Work at it. Harvard Business Review.

Generative AI has the fastest take-up of any technology to date. Now, as AI applications are becoming immersed in workplace culture and power, we’re beginning to see how GenAI tools will impact our conversational habits, which direct what we say and who we hear.

Leaders often have an inflated idea of how easy it is for others to speak honestly to them. A two-year research study, including interviews with over 60 senior executives, workshops, and case studies, illuminates a glaring blind spot.

Staff at Boeing are still reluctant to speak up about safety problems, even after a door panel on one of its jets recently blew out mid-flight and hundreds of lives were lost in two earlier planes crashes, according to an experts’ report commissioned by the US Federal Aviation Administration.

In Certain Uncertainty, renowned management theorist Des Dearlove delivers an exciting and illuminating discussion of how to build resilience and agility into our lives and businesses.

In healthcare and elsewhere, the frequent response to actual and potential malpractice is to increase the intensity and volume of formal processes of inspection—alongside an emphasis on individual courage to speak up, responsibility and accountability.

The unique leadership challenges organizations face throughout the world call for a renewed focus on what constitutes "authentic, inclusive, servant, transformational, principled, values-based, and mindful" leadership.

Have you ever considered the conversations going on in your workplace? What is said but overlooked? Who gets to talk to whom? What counts as a valuable conversation?