Leaders: Learn to be direct in addressing your teams.

Every team gets stuck, but with the right support, they don't have to stay there.

Your role as a leader is to learn these preferences and model the best approach based on the context.

This leader will have to harness both the courage and the humility to try something new at a regular team forum.

If debrief conversations have not been a standard part of how you've run your team, it can be awkward to get started.

Instead of just "winging it" as you lead your team through its next project or change process, consider leading more deliberately.

You can’t prevent the changes, but you can give the team the foundational cohesion to process and integrate the changes.

Team issues can feel like wrestling a big hairy monster with a blindfold on. It can feel emotionally messy, tactically murky, and multi-faceted beyond that. There can be a lot of noise.

Righting this ship, to mix metaphors, will take time.

Leaders, if you want to encourage your team to develop in a certain way, gain a certain skill, or create some other change, you can't just talk about it once.

By prioritizing one-on-one meetings, you’re not just managing, you’re leading.