Storm to Soul in a Teacup – A Café De Soul fable

It was a rainy Tuesday afternoon at Café de Soul, the kind of place that always smelled faintly of old books and cinnamon. In the far corner, near the rain-blurred window, sat a man in his late forties, jaw clenched, eyes burning with unspent rage.

He stirred his coffee furiously, even though it had gone cold. His name was Aryan Mehta, a senior director at a major firm, known more for his stormy presence than for his leadership charm. His team had just walked out of another meeting in silence, leaving behind the echo of his sharp words and another round of accusations about their so-called incompetence.

His world was heavy, full of deadlines unmet, people who “didn’t care,” and a constant sense that only he carried the weight properly. He believed that if he didn’t push hard, everything would fall apart. He felt alone. But not lonely; not yet.

Across the room sat the old lady, silver-haired in her late seventies, wrapped in a shawl the color of burnt sienna, sipping her tea slowly. She’d watched the man from afar over the past few weeks – always tense, always alone, always simmering.

Today, something nudged her. Perhaps it was the way he clenched his fists. Or the way the café’s peace seemed to recoil around his presence. She stood up, walked over with her cup in hand, and without asking, gently slid into the seat opposite him.

“You know,” she began, her voice smooth like warm honey, “you stir that coffee as if it insulted your entire bloodline.”

Aryan blinked, startled. “Excuse me?”

“I’m Lila,” she said, ignoring his defensiveness. “And you, sir, look like you’ve been trying to fight the whole world using only your bare nerves.”

He stared at her, somewhere between irritation and disbelief. But there was something about her presence – calm, grounded – that made him pause.

“Let me guess,” she continued, “You care deeply about your work. You hold high standards. You work harder than everyone else. And no one else seems to get it. They disappoint you. You carry the burden because you think no one else will.”

He was stunned. How did she know?

“Yes,” he said gruffly, “Because it’s true. I’m surrounded by people who don’t take ownership. I speak plainly, and they act like I’ve whipped them. I don’t have time to coddle egos.”

Lila sipped her tea, eyes kind but piercing.

“My late husband was just like you. Brilliant. Passionate. Fiercely responsible. But he burned through teams like dry leaves in fire. He couldn’t understand why people feared him, why they stopped bringing problems to him; why no one celebrated with him when things went right.”

“He was respected,” she paused, “but he was alone.”

Aryan looked down. Something in his chest tightened.

“Let me ask you, Aryan,” she said gently, “Do you want to be right, or do you want to be effective?”

He didn’t answer.

“You think your anger shows that you care. But it hides it. People only see the storm, not the heart behind it. You think being direct is a strength. But true strength is when your words open others up, not shut them down. Leadership isn’t about carrying everything – it’s about making it safe for others to step up beside you.”

The café had grown quiet. Even the rain outside seemed to listen.

“You believe they’re not taking responsibility. But maybe they’re just scared of how you’ll react. Your truth-telling might feel like truth-throwing. And people flinch. Or worse, freeze.”

Aryan’s eyes misted, but he didn’t cry. He couldn’t.

“You want them to own their part?” she leaned in. “Show them you can listen without blaming. Show them that feedback isn’t a weapon, it’s a gift. Build a space where they don’t fear you – but trust you. That’s when the real work begins.”

He whispered, “But what if they still don’t care?”

Lila smiled. “Then you’ll know you tried with dignity. But until then, you haven’t really led them; just commanded them.”

The words landed like a stone in a deep well.

After a long pause, Aryan finally spoke. “I don’t want to be feared. I’m just… tired of being the one who has to hold everything together.”

Lila reached over and touched his hand lightly. “Then stop holding people so tightly. Hold space for them instead. Let them breathe. You’ll be surprised what rises in trust that fear never brings out.”

They sat quietly for a while.

As Aryan stood to leave, something in his posture had shifted. His shoulders, always rigid, now sat a little lower. His steps, a little slower. He turned to her and said,

“Thank you. You just gave me the kind of feedback I never knew I needed – without raising your voice once.”

She chuckled. “And you listened without defending yourself. That’s where change begins.”

As he walked out into the rain, he felt something he hadn’t had in years – lightness. The battle wasn’t with his team. It was with how he chose to relate to them. And from that day on, he would begin again – not with dominance, but with empathy, presence, and purpose.

Because sometimes, all it takes is the old lady at a café to remind a grown man that the power to connect is greater than the need to control.

Disclaimer:The stories, characters, and examples presented in this content are purely fictional and intended solely for illustrative and explanatory purposes. Any resemblance to actual persons, living or deceased, or to real-life events, organizations, or situations is entirely coincidental. The content is not meant to reflect or depict any specific individual, company, or real-world scenario.

Before the Project Ends – Leadership Fable

The break room in Rajiv’s office wasn’t just a space to grab coffee or escape meetings—it was a place where moments lingered, secrets were exchanged, and, as some whispered, the past could be revisited.

Rajiv, now a senior leader, had always prided himself on his ability to push his team to deliver results. But as the years passed, something shifted. His once tight-knit group had grown distant. Meetings felt transactional, creativity had dried up, and his team no longer laughed or shared openly like they used to.

The most painful moment had been during the farewell for Prakash, his most senior team member and someone Rajiv had mentored for years. Prakash, the glue that held the team together, had abruptly announced his decision to leave the company.

“I’ve outgrown this place,” Prakash had said with a tight smile during the farewell party. It stung, but Rajiv knew there was more to it than that. Prakash had voiced concerns over the past year—about feeling micromanaged, undervalued, and overburdened—but Rajiv had brushed those conversations aside, thinking they were temporary grievances.

It wasn’t until weeks after Prakash left that Rajiv noticed the ripple effects on the team. His departure had left a void, and the team seemed demotivated, less collaborative, and on edge. Rajiv couldn’t help but think he had missed something vital—an opportunity to make things right before it was too late.

That’s when he remembered the chair in the break room.

“Go back?” he muttered, holding a cup of coffee in his hands. He didn’t fully believe in the stories, but desperation had a way of opening doors to the impossible. If there was a chance to revisit a critical moment, he would take it.

Rajiv sat in the chair, closed his eyes, and thought of the last project meeting where the whole team, including Prakash, had gathered. It had been a pivotal moment—a heated discussion about resource allocation that had spiraled into frustration and disengagement.

When Rajiv opened his eyes, he was back in the past. The familiar hum of the office filled the air, and he could hear the faint sound of his team’s laughter as they gathered in the break room for a quick chat before the meeting. He hadn’t joined them that day. He had walked past, lost in his thoughts about deadlines and deliverables.

This time, he stopped.

“Hey, everyone,” Rajiv said, stepping into the room. His team turned to him, surprised. Prakash was there, leaning casually against the counter.

“Rajiv, you’re joining us?” Prakash asked, raising an eyebrow.

Rajiv smiled, trying to hide the nervousness in his voice. “Yeah, thought I’d take a minute to catch up.”

He grabbed a cup of coffee and turned to face the group. “Before we head into the meeting, I just want to say something. I know things have been intense lately, and I haven’t been the best at checking in with all of you. But I want to make sure you know how much I value what each of you brings to the table. This team is what makes everything we do possible.”

The room grew quiet.

Prakash was the first to speak. “Rajiv, it’s good to hear that. Honestly, we’ve been feeling the pressure, and I think some of us—myself included—have felt like we’re just cogs in the machine lately.”

Rajiv nodded. “I’ve realized that I’ve been so focused on the ‘what’ that I’ve forgotten the ‘who.’ I don’t want this to just be about deadlines or deliverables. I want us to be a team in the real sense.”

He looked directly at Prakash. “And I know I’ve been hard on you, especially. I’ve leaned on you more than I should have, and I haven’t taken the time to ask how you’re really doing. I’m sorry for that.”

Prakash stared at him, his expression softening. “Thanks, Rajiv. That means a lot. I’ve been frustrated, but I think… maybe I didn’t communicate it in the best way either.”

The coffee in Rajiv’s hand grew cooler. He glanced at the mug and realized his time was almost up.

“I know this conversation doesn’t solve everything,” he said, standing. “But I hope it’s a start.”

The room blurred, and the hum of the office faded.

When Rajiv opened his eyes, he was back in the present. The team wasn’t in the break room anymore, and the chair felt cold beneath him.

Prakash was still gone, and the past remained unchanged. But something was different. Rajiv stood, grabbed his phone, and sent a message to his team:

“Let’s set up a lunch this Friday—no agenda, just us catching up. I want to hear how everyone’s doing.”

He couldn’t bring Prakash back, but he could take what he’d learned and rebuild the trust and connection with his team—before the next opportunity slipped away.

Cultural Coloniality of Organizations – Leadership Dilemma

Does Cultural Coloniality Happen in Organizations?

In an increasingly globalized and interconnected world, organizations are crossing borders, merging diverse cultures, and attempting to harmonize operations across continents. Yet, alongside this integration comes an often-overlooked phenomenon: cultural coloniality. This subtle form of dominance occurs when the culture of a parent organization supersedes or even erases the cultural nuances of its subsidiaries in different parts of the world.

What is Cultural Coloniality in Organizations?

Cultural coloniality refers to the imposition or prioritization of one culture over another, often under the guise of “standardization” or “best practices.” This typically manifests in multinational corporations as the parent company exerts disproportionate influence on its overseas units. Policies, practices, and workplace norms often align with the dominant culture of the parent organization, leaving little room for the cultural context of the subsidiary.

For example, an American parent company may promote individualism and assertive communication styles, which could clash with the collectivist and indirect communication preferences of its Asian subsidiaries. These subtle pressures can lead to employee disengagement, loss of local identity, and even organizational inefficiencies.

How Does Cultural Coloniality Affect Organizations?

Cultural coloniality can have a profound impact on organizations, particularly in the following areas:

  1. Employee Engagement and Retention
    Employees in local units may feel undervalued or alienated when their cultural practices and values are sidelined. This can lead to lower engagement, reduced loyalty, and higher attrition rates.
  2. Innovation and Creativity
    A monolithic approach to organizational culture can stifle creativity. Diverse teams thrive when they can draw from their unique cultural perspectives, but this potential is lost when one culture dominates.
  3. Operational Inefficiencies
    Misalignment between the cultural practices imposed by the parent company and the local context can lead to miscommunication, inefficiencies, and reduced productivity.
  4. Brand Reputation
    Cultural insensitivity can damage an organization’s reputation, both internally and externally. In an age of social media and instant communication, these missteps can quickly become public and harm the company’s global standing.

Should Organizations Steer Clear of Cultural Coloniality?

Absolutely. Respecting local culture and context is not just an ethical imperative but also a strategic one. When organizations genuinely embrace cultural diversity, they pave the way for multiple benefits:

  1. Stronger Local Connections
    Respecting local culture fosters trust and goodwill, strengthening relationships with employees, customers, and local stakeholders.
  2. Enhanced Innovation
    By allowing diverse cultural perspectives to coexist, organizations can unlock creative solutions and ideas that resonate globally.
  3. Improved Employee Satisfaction
    Employees feel valued and respected when their cultural identities are acknowledged, leading to higher morale and productivity.
  4. Long-Term Sustainability
    Organizations that prioritize cultural inclusion are better positioned to adapt to changing global landscapes and build resilient, sustainable operations.

A Path Forward: Balancing Global and Local Cultures

To avoid the pitfalls of cultural coloniality, organizations must adopt a glocal mindset—balancing global consistency with local sensitivity. Here are a few strategies:

  1. Conduct Cultural Audits
    Regularly assess how organizational policies and practices align with local cultural norms and adapt as necessary.
  2. Empower Local Leadership
    Give local leaders the autonomy to shape practices that resonate with their teams while aligning with broader organizational goals.
  3. Foster Cross-Cultural Dialogue
    Encourage open communication between parent and subsidiary units to ensure mutual understanding and respect.
  4. Invest in Cultural Training
    Equip leaders and employees with the tools to navigate cultural diversity effectively, minimizing biases and misunderstandings.

Conclusion

Cultural coloniality does happen in organizations, but it doesn’t have to. By consciously moving away from dominance and embracing cultural inclusivity, organizations can thrive in the global marketplace. Respecting local cultures isn’t just about doing the right thing—it’s a smart, strategic choice that benefits everyone involved.

In a world that values diversity and inclusion more than ever, the question isn’t whether organizations should avoid cultural coloniality—it’s how quickly they can.

Tactical Empathy in Negotiations or Difficult Conversations

Tactical empathy in negotiations or during difficult conversations is the skill of actively understanding and acknowledging the emotions, perspectives, and motivations of others to build trust and influence outcomes.

A mid-sized IT company with multiple departments, including Development, Marketing, and Sales. The teams are working on launching a new product, but competition for credit and lack of trust have created silos. Meetings frequently devolve into arguments about priorities and timelines.

During a project update meeting, tensions boil over. Marketing accuses Development of being unresponsive to market demands, while Development retorts that Marketing keeps changing specifications without notice. Sales chimes in, blaming both for delays that are hurting client trust. Voices are raised, and the meeting is at a stalemate. Sounds familiar?

The project manager, Priya, has been observing the conflict for weeks and decides it’s time to intervene using tactical empathy. Instead of forcing a solution or reprimanding the team, she approaches the situation differently.

Active Listening: Priya calmly addresses the room, saying, “I can see how passionate everyone is about making this product a success. Let’s take a moment to hear each perspective fully. Development, let’s start with you.”As the Development lead speaks, Priya mirrors their concerns:

“It sounds like you’re frustrated because frequent changes make it hard to stick to deadlines. Is that right?”The Development lead nods, visibly relieved to be understood.

Acknowledging Emotions: She turns to Marketing:

“You seem concerned that the product isn’t aligning with market trends. That must feel like a lot of pressure when you’re advocating for customer needs. Am I getting this right?”Marketing softens, appreciating the validation.

Uncovering Hidden Needs: Priya then addresses Sales:

“It sounds like client feedback is falling through the cracks, and you’re worried about the impact on relationships. Is there more to that?”Sales explains how they’re often left out of critical decisions, creating a deeper conversation about alignment.

Reframing the Situation: After everyone feels heard, Priya summarizes:

“What I’m hearing is that all of us want the same thing: a successful product that meets client needs and is delivered on time. The challenge seems to be how we work together to achieve that.”The room, now calmer, agrees.

Outcome

With emotions acknowledged, Priya facilitates a productive discussion. The team collaboratively decides on clearer communication protocols, including a shared project tracker and bi-weekly check-ins to manage specification changes.

Over the next month, silos begin to dissolve. Marketing seeks input from Development earlier, Sales feels more included, and Development gets consistent requirements. The product launches on time, and the team feels a renewed sense of collaboration.

Using Tactical Empathy in Negotiations or Difficult Conversations

Tactical empathy is the skill of actively understanding and acknowledging the emotions, perspectives, and motivations of others to build trust and influence outcomes. Popularized by former FBI negotiator Chris Voss in his book Never Split the Difference, tactical empathy involves truly listening to the other party, identifying their underlying needs or concerns, and validating their feelings without necessarily agreeing with them. It’s a tool for navigating difficult conversations, de-escalating conflict, and finding common ground.

In negotiations or high-stakes discussions, tactical empathy helps by:

  1. Defusing tensions: Acknowledging emotions can calm the other party and lower their defenses.
  2. Building rapport: Showing understanding fosters connection and trust.
  3. Shifting perspectives: When someone feels heard, they may become more open to hearing your viewpoint.
  4. Unlocking solutions: Empathy can uncover hidden motivations or barriers to agreement.

Key Takeaways

Empathy doesn’t mean agreement: Priya didn’t take sides; she simply acknowledged each team’s emotions and concerns.

Validation builds bridges: Recognizing feelings creates space for collaboration.

Empathy leads to solutions: Once tensions eased, the team could focus on solving the real issues.

Tactical empathy isn’t just about resolving conflict—it’s about transforming relationships and creating a culture where differences drive innovation instead of division.

    Cost of Inaction – Leadership Role

    Leaders play a pivotal role in transforming an organization’s culture from one of excessive deliberation to decisive action. By setting the tone at the top, they can break the cycle of meetings that focus on what is already known and shift the organizational mindset toward implementation. The following insights outline how leaders can mitigate the costs of not knowing and not doing. 👇🏽

    Leadership role in bridging knowing and doing gap

    1. Setting a Clear Vision and Priorities

    A well-defined vision ensures that teams know what is important, reducing the tendency to endlessly analyze or revisit irrelevant details.

    • What Leaders Should Do:
      • Articulate Clear Goals: Translate the organizational vision into actionable objectives, ensuring everyone understands the desired outcomes.
      • Focus on Priorities: Help teams distinguish between “must-know” and “nice-to-know” information to avoid unnecessary research or meetings.
      • Define Success Metrics: Set tangible, measurable results for decision-making and execution to keep the organization aligned.

    2. Cultivating a Bias Toward Action

    Leaders must instill a culture where action is valued over perfection, reducing the fear of failure that often paralyzes teams.

    • What Leaders Should Do:
      • Emphasize Execution: Communicate that taking calculated risks and making timely decisions are more critical than exhaustive deliberation.
      • Create Safe-to-Fail Environments: Normalize failure as part of the learning process, encouraging teams to act quickly and iterate rather than wait for absolute certainty.
      • Model Decisiveness: Demonstrate how to balance thoughtful consideration with timely action by making and standing by their decisions.

    3. Empowering Teams with Knowledge and Authority

    Empowered teams are less likely to waste time in rediscovering knowledge or seeking approvals and more likely to focus on execution.

    • What Leaders Should Do:
      • Decentralize Decision-Making: Delegate authority to those closest to the action, enabling quicker responses without unnecessary escalations.
      • Invest in Knowledge Management Tools: Equip teams with the technology and processes to access the right information easily, reducing redundant efforts.
      • Encourage Ownership: Make individuals and teams accountable for both decisions and their implementation. Ownership drives action.

    4. Streamlining Meetings and Decision-Making Processes

    Many meetings are unproductive because they lack focus or actionable outcomes. Leaders can redefine how meetings are conducted to bridge the gap between knowing and doing.

    • What Leaders Should Do:
      • Redesign Meeting Structures: Clearly define the purpose of every meeting—whether it’s for sharing information, making decisions, or assigning tasks—and ensure it concludes with actionable steps.
      • Limit Over-Analysis: Institute time-boxing for discussions to prevent endless debates over minor details.
      • Demand Actionable Outcomes: End every meeting with clear next steps, responsible parties, and timelines to ensure momentum is maintained.

    5. Driving a Culture of Continuous Feedback and Improvement

    Leaders must foster an environment where actions are evaluated and adjusted in real-time to reduce the fear of making mistakes and increase agility.

    • What Leaders Should Do:
      • Encourage Rapid Iteration: Promote the mindset of “Do, Reflect, Adjust” by encouraging teams to take action, learn from outcomes, and make improvements quickly.
      • Institute Feedback Loops: Regularly review the impact of decisions and actions to build a habit of accountability and learning.
      • Reward Implementation: Recognize and reward employees who take initiative and translate plans into results, reinforcing the value of execution.

    6. Leading by Example

    Leadership behavior sets the standard for the rest of the organization. Leaders must embody the values of decisiveness, action, and agility.

    • What Leaders Should Do:
      • Be Visible in Action: Participate actively in projects, demonstrating the importance of follow-through.
      • Balance Knowledge with Action: Show discernment in knowing when enough information has been gathered to make a decision and take the first step.
      • Admit Mistakes and Learn Publicly: Acknowledge and learn from missteps to show that action, even if imperfect, is more productive than inaction.

    Leadership as a Catalyst for Action

    Leaders hold the key to bridging the gap between knowing and doing. By setting clear priorities, fostering a bias toward action, empowering teams, and streamlining processes, they can transform the organizational culture into one that values execution as much as information gathering.

    Leadership isn’t just about ensuring the organization knows what it needs to—it’s about guiding it to act on that knowledge decisively and effectively. In doing so, leaders not only mitigate the costs of inaction but also position the organization as a proactive, agile entity capable of thriving in an ever-changing world.

    The Cost of Inaction: Why Organizations Must Move Forward

    In many organizations, meetings often become exercises in redundancy. Leaders and teams spend hours dissecting data, revisiting past discussions, and debating over known facts, only to walk away with little clarity on what actually needs to be done. The outcome? A vicious cycle where knowledge becomes a substitute for action, and organizations remain stagnant in a world that demands agility.

    This phenomenon isn’t just frustrating—it’s costly. The misplaced emphasis on knowing rather than doing drains resources, energy, and morale, leaving organizations vulnerable to external threats and internal inefficiencies. To fully grasp the impact of this imbalance, let’s break it down into two critical dimensions: the cost of not knowing and the cost of not doing.

    When organizations lack critical knowledge, decision-making is impaired, leading to missed opportunities and strategic missteps. While this can be damaging, it is often easier to recognize and address than the cost of inaction.

    • Missed Opportunities: Without understanding market trends, customer needs, or internal capabilities, organizations fail to seize new growth avenues. For example, Blockbuster famously ignored emerging trends in digital streaming, leaving the field wide open for Netflix.
    • Inefficiency: Time is wasted trying to gather basic data that should already be accessible. Teams are stuck solving problems that could have been anticipated if the right knowledge was shared.
    • Duplication of Effort: Lack of communication between departments results in teams working in silos, often recreating the same analyses or solutions.
    • Increased spending on consultants to “discover” insights that are already within the organization.
    • Loss of employee trust as they feel their time is wasted in meetings that deliver no actionable value.
    • A growing gap between competitors who are quicker to gather and use knowledge effectively.

    If the cost of not knowing is inefficiency, the cost of not doing is irrelevance. Organizations may have all the necessary knowledge but fail to act due to fear, inertia, or endless deliberations.

    • Strategic Paralysis: Over-analysis and lack of decisiveness delay critical actions. In fast-moving industries, this can lead to obsolescence.
    • Wasted Resources: Gathering and analyzing data is expensive. If no actionable outcomes emerge, these resources are squandered.
    • Demotivated Workforce: Employees lose faith in leadership when they see knowledge hoarded but not utilized. This fosters a culture of disengagement and cynicism.
    • Missed timelines for product launches or market entries, which can cost millions in lost revenue.
    • Competitors seizing the advantage, rendering your knowledge obsolete before it’s ever implemented.
    • Reputational damage, as customers and stakeholders perceive the organization as slow-moving or out of touch.

    Organizations must learn to distinguish between knowledge for decision-making and actionable outcomes. The ultimate goal should be to minimize the time spent on gathering and discussing information and maximize the effort put into executing plans.

    Strategies to Reduce the Gap:

    1. Set Clear Objectives for Meetings:
      • Define whether the purpose of the meeting is to gather information, make a decision, or assign tasks. This clarity reduces unnecessary deliberations.
    2. Foster a Bias Toward Action:
      • Encourage teams to prioritize execution over perfection. It’s better to act on 80% certainty than to wait indefinitely for 100%.
    3. Empower Decision-Making:
      • Decentralize authority, allowing managers to act swiftly within defined boundaries rather than waiting for endless approvals.
    4. Invest in Knowledge Management Systems:
      • Centralize data repositories to reduce the effort spent in rediscovering information. Encourage cross-departmental sharing to avoid silos.
    5. Adopt a “Do, Reflect, Adjust” Mindset:
      • Focus on iterative actions. Small, consistent improvements are more impactful than prolonged inaction.

    The balance between knowing and doing is delicate but essential. Organizations that spend their energy perpetually rediscovering knowledge may survive, but those that focus on execution will thrive. Leaders must recognize that the true cost of inaction often outweighs the risk of moving forward without perfect information.

    In a world where speed and adaptability are key, the greatest risk isn’t not knowing enough—it’s knowing too much and doing too little. It’s time for organizations to shift from merely cataloging their knowledge to putting it into meaningful action. Only then can they unlock their full potential and maintain their relevance in an ever-changing landscape.

    The Leadership Legacy: A.R.E. You There?

    Leadership isn’t just about strategy and decision-making; it’s about being present for your team. The qualities of being Accessible, Responsive, and Engaged (A.R.E.) are foundational to leadership effectiveness. These three pillars are essential for building trust, fostering collaboration, and driving a culture of high performance. But what happens when leaders fail to embody A.R.E.? The consequences can be damaging, eroding morale and undermining a team’s potential.

    In this blog, we’ll explore what it means to be accessible, responsive, and engaged, why these qualities matter, the negative impact of neglecting them, and actionable strategies for embodying A.R.E. leadership.

    The Essence of A.R.E. Leadership

    Accessible

    Accessibility is about being approachable and available to your team. It doesn’t mean having an open-door policy 24/7, but rather creating an environment where team members feel comfortable reaching out without fear of judgment or dismissal.

    Benefits of Being Accessible:

    • Encourages open communication and collaboration.
    • Helps leaders stay informed about team dynamics and challenges.
    • Builds trust and reduces power distance between leaders and team members.

    Responsive

    Responsiveness goes beyond reacting quickly. It’s about listening actively, addressing concerns meaningfully, and following up on commitments. A responsive leader prioritizes the needs of their team and ensures they feel heard and valued.

    Benefits of Being Responsive:

    • Enhances team confidence and motivation.
    • Prevents small issues from escalating into bigger problems.
    • Demonstrates respect and attentiveness.

    Engaged

    Engagement means being present and actively involved in the team’s work. Engaged leaders understand the day-to-day realities their teams face, offer guidance, and celebrate successes alongside their team members.

    Benefits of Being Engaged:

    • Fosters stronger relationships and a sense of belonging.
    • Increases leader credibility and relatability.
    • Encourages a shared sense of purpose and alignment.

    The Negative Impact of Not Being There

    When leaders fail to be accessible, responsive, or engaged, the ripple effects can be profound:

    1. Erosion of Trust:
      A leader who is consistently unavailable or dismissive creates an environment of mistrust. Team members may hesitate to share concerns, leading to unresolved issues.
    2. Low Morale and Engagement:
      Employees who feel ignored or undervalued are less likely to be motivated, resulting in disengagement and reduced productivity.
    3. Increased Turnover:
      When leaders fail to connect with their teams, employees may look elsewhere for supportive and engaging leadership.
    4. Poor Decision-Making:
      Leaders disconnected from their teams often miss critical insights, leading to decisions that don’t align with on-the-ground realities.
    5. Toxic Work Culture:
      A lack of responsiveness and engagement can breed resentment, silos, and a lack of collaboration within teams.

    How A.R.E. Leaders Make a Difference

    Leaders who embody accessibility, responsiveness, and engagement create environments where people thrive. They’re not just supervisors; they’re mentors, allies, and enablers. Their presence fosters a culture of psychological safety, innovation, and high performance.

    Here are some examples of the difference A.R.E. leaders make:

    • Enhanced Collaboration: Teams are more likely to share ideas and take risks when they know their leader is approachable and supportive.
    • Higher Retention Rates: Employees are loyal to leaders who invest time and energy in their growth.
    • Stronger Results: Engaged leaders inspire their teams to exceed expectations by setting the example and actively participating in their success.

    Practical Strategies to Embody A.R.E. Leadership

    1. Schedule Regular Check-Ins

    Create structured opportunities to connect with your team, whether through one-on-one meetings, team huddles, or informal chats. Regular interactions signal accessibility and show your team that their input matters.

    2. Be Present in the Moment

    In an era of constant distractions, being fully present is a superpower. When meeting with a team member, give them your undivided attention. Put your phone away, close unnecessary tabs, and focus on listening.

    3. Establish Clear Communication Channels

    Ensure your team knows how and when to reach you. Whether it’s email, instant messaging, or office hours, make it clear that their concerns won’t fall on deaf ears.

    4. Act on Feedback

    Being responsive doesn’t just mean listening; it means acting. Follow through on commitments and keep your team updated on progress related to their concerns or suggestions.

    5. Participate in Team Activities

    Engagement is about rolling up your sleeves and working alongside your team. Join brainstorming sessions, attend team-building events, and celebrate milestones together.

    6. Cultivate Emotional Intelligence

    Empathy and self-awareness are key to connecting with your team. Understand their needs, recognize their emotions, and adapt your approach to create meaningful interactions.

    7. Recognize and Reward Efforts

    Acknowledging hard work and celebrating successes is a simple but effective way to stay engaged. It shows your team that you’re paying attention and that their efforts matter.

    8. Learn and Adapt

    A.R.E. leadership isn’t static; it evolves with your team’s needs. Regularly seek feedback on how you can improve and adjust your approach accordingly.

    A.R.E. You There?

    Leadership is not about being perfect; it’s about being present. Accessible, responsive, and engaged leaders leave lasting impressions on their teams, fostering trust, collaboration, and resilience. By prioritizing these qualities, you not only enhance your effectiveness as a leader but also elevate your team’s performance and satisfaction.

    The question to ask yourself is simple: A.R.E. you there for your team?

    Leadership is a journey, and the path to being accessible, responsive, and engaged requires intentional effort. The rewards, however, are well worth it—for you, your team, and the organization as a whole.

    Dealing with Non-Responsive Colleagues

    Strategies for Effective Communication

    In professional settings, one common yet often frustrating challenge is dealing with people who do not respond to emails or messages. Whether it’s colleagues, managers, or clients, the lack of response can lead to confusion, frustration, and inefficiency.

    Let us explore why individuals might fail to respond, whether it’s due to personal traits, psychological factors, or organizational culture, and what strategies can we adopt to handle non-responsive behavior constructively.

    Reasons Why People Might Not Respond to Messages in Organizations

    1. Overwhelm and Workload
      Many people, especially in organizations, are often overwhelmed with tasks and responsibilities. When priorities clash or schedules are tight, responding to every email or message becomes difficult. Sometimes, non-response may be an indication of time constraints rather than intentional neglect.
    2. Prioritization of Tasks
      For some, responding to emails or messages is not a high priority. Individuals may triage their communication and focus on tasks they deem more immediate. If your message is perceived as low priority, it may fall by the wayside.
    3. Email and Message Fatigue
      Communication channels like email, chat, and social media have made work communication faster and more frequent, leading to potential “communication fatigue.” Some individuals might ignore messages as a coping mechanism to avoid feeling overwhelmed by constant notifications.
    4. Psychological and Personality Factors
      People’s natural tendencies—such as introversion, avoidant behaviors, or even social anxiety—can influence their communication style. Avoidance or procrastination can also be a reflection of underlying psychological struggles, such as a fear of conflict or perfectionism.
    5. Unclear or Ambiguous Communication
      In some cases, if messages are lengthy, vague, or do not clearly indicate the need for a response, recipients may not feel obligated to reply. A lack of directness or clarity in communication often leads to misunderstanding, causing the recipient to deprioritize the response.
    6. Power Dynamics and Hierarchical Culture
      In certain organizations, hierarchical structures can contribute to non-responsive behavior. For instance, higher-level executives might not respond as promptly, or at all, to messages from junior team members, viewing it as outside the scope of their direct priorities.
    7. Lack of Accountability and Communication Culture
      In organizations where accountability for communication is lacking, non-responsive behavior might go unchecked. This is often seen in workplaces with a culture where responses to emails or messages are viewed as optional, rather than a professional courtesy.

    Is Non-Responsiveness a Psychological Issue?

    While it might be easy to conclude that non-responsiveness is purely psychological, it is often a mix of organizational, situational, and personal factors. Here are some psychological reasons:

    • Avoidance Behavior: Some individuals avoid responding due to a fear of criticism, rejection, or conflict. This behavior is often linked to deeper patterns of anxiety or low self-esteem.
    • Perfectionism: People who struggle with perfectionism may hesitate to respond if they feel they do not have a “perfect” answer, preferring to delay rather than reply with something they perceive as inadequate.
    • Procrastination: Chronic procrastinators may delay responses as they habitually postpone even small tasks, creating a backlog of unaddressed communication.

    How to Handle Non-Responsive Behavior Constructively

    Managing non-responsive colleagues requires empathy, patience, and strategy. Here are some techniques that may encourage more consistent communication.

    1. Clarify and Simplify Your Message
      Make sure your message is clear, concise, and easy to respond to. A simple, direct question or a request with a specific deadline can make it easier for the recipient to understand the importance of their response.
    2. Follow Up Thoughtfully
      If you haven’t received a reply after a reasonable time, consider a polite follow-up. In a work context, waiting 48 hours for a response is usually reasonable before you send a gentle reminder. Avoid sounding accusatory; instead, reframe your message to emphasize the importance of their input.
    3. Leverage Multiple Communication Channels
      If emails go unanswered, try reaching out through other channels like a phone call, instant messaging, or in-person discussion if possible. Sometimes a quick chat is more efficient than an email chain and can serve as a friendly reminder.
    4. Set Clear Expectations
      Establishing expectations can help create accountability. If you’re in a leadership position, encourage a culture of prompt communication within your team by modeling timely responses and setting clear response standards.
    5. Use Tools for Accountability
      In professional settings, project management tools or shared workspaces can help track communication and follow-ups, adding an element of transparency and accountability. Tagging individuals or setting automated reminders can make it easier to keep messages on their radar.
    6. Consider the Timing of Your Message
      Timing can play a significant role in response rates. Try sending emails or messages during working hours when the recipient is more likely to see and act on them.
    7. Appeal to Shared Goals or Urgency
      Sometimes, emphasizing the shared goals or the potential impact of a delay on others can encourage a response. Phrasing messages to highlight the bigger picture or the urgency of a response may prompt people to take action.
    8. Seek Feedback on Your Communication
      If non-responsiveness is a recurring issue with multiple recipients, consider asking for feedback on your communication style. Constructive feedback can reveal if there are adjustments you could make to improve engagement.
    9. Accept and Adapt
      If you encounter consistent non-responsiveness from certain individuals, it may help to adjust your expectations or find alternative ways to get the information or actions you need. Recognizing that this may be beyond your control can reduce frustration and help you focus on what you can change.

    Non-responsiveness in organizational communication can at times overlap with passive-aggressive behavior, but it isn’t always rooted in passive aggression. Here’s a thought on when non-responsiveness may signal passive aggression versus when it might stem from other causes. 👇🏽

    When Non-Responsiveness Might Be Passive-Aggressive

    Passive aggression is an indirect expression of negative feelings, where someone avoids open communication or direct confrontation, often in ways that frustrate others. In an organizational context, non-responsiveness might indicate passive aggression if it’s motivated by:

    • Avoidance of Accountability: Someone may ignore messages to evade responsibility or to delay a task they don’t want to handle.
    • Withholding Cooperation: Non-responsiveness could serve as a subtle way to resist a task, project, or decision they disagree with, without overtly expressing their opposition.
    • Subtle Retaliation: If someone feels wronged, they might avoid replying as a form of indirect retaliation, hoping to create inconvenience or delay.

    In these cases, non-responsiveness becomes a way to exert control or express dissatisfaction without an explicit confrontation, which aligns with passive-aggressive behavior.

    When Non-Responsiveness Is Not Passive-Aggressive

    There are many other reasons for non-responsiveness that don’t involve passive aggression. For instance:

    • Overwhelm or Prioritization: Many people have genuine difficulty managing their workload, which can lead to missed emails or delayed replies.
    • Procrastination: This might reflect personal habits or time-management issues rather than an intent to frustrate others.
    • Personality or Communication Style: Introverts, for example, may have a tendency to delay responses as they process information or prefer fewer interactions.
    • Organizational Culture: In certain environments, lack of responsiveness may be more of a cultural norm or an accepted behavior than an intentional slight.

    Recognizing the Difference

    To differentiate between passive-aggressive non-responsiveness and other causes, it’s important to observe patterns:

    • Is it recurring with specific individuals or situations? If non-responsiveness happens repeatedly in certain contexts or only with specific requests, it may hint at passive aggression.
    • Is there an avoidance of particular types of requests? Passive aggression may involve selectively ignoring messages that relate to responsibilities the individual would rather avoid.
    • Is there a reluctance to engage, even after reminders? If reminders are consistently ignored without explanation, it might indicate an intentional lack of cooperation.

    How to Respond to Possible Passive-Aggressive Non-Responsiveness

    If you suspect passive aggression is at play:

    1. Address the Behavior Calmly: Try to have a direct conversation, stating that you’ve noticed delays in responses and asking if there’s a reason behind it.
    2. Provide Clarity and Expectations: Sometimes, establishing clear expectations and deadlines can reduce non-responsiveness if it stems from passive resistance or confusion.
    3. Document Communication: Keeping a record of emails and follow-ups can be useful, especially if the issue escalates to management or HR for support.
    4. Avoid Personalizing: Understand that passive-aggressive behavior often reflects internal frustrations or issues unrelated to you, so maintaining professionalism is essential.

    Reflection

    Non-responsiveness can sometimes signal passive aggression, but it’s often the result of other factors like workload, stress, or organizational norms. By observing patterns, communicating openly, and remaining professional, you can address the behavior effectively, whether it’s passive-aggressive or not.

    Questions for readers

    Have you been at the receiving end of non-responsiveness? How did it impact you?

    How would you deal with it?

    “Dry Begging” in the Workplace

    How It Impacts Organizations, Teams, and Employees, and What Leaders Can Do to Address It?

    Dry begging, also known as indirect solicitation, occurs when individuals hint at their needs or desires without openly asking for help or resources. Instead of making a direct request, they make statements designed to evoke sympathy or prompt assistance. In a workplace setting, this behavior can emerge subtly—employees may talk about workload challenges, hint at financial pressures, or describe job dissatisfaction without actually requesting specific support. While dry begging may seem harmless, it can significantly affect organizational dynamics, team morale, and individual well-being.

    How Dry Begging Impacts Organizations, Teams, and Employees

    1. Erodes Trust and Transparency
      Dry begging creates an environment where communication is indirect and ambiguous, making it harder for managers and colleagues to understand the needs of others. Over time, this lack of clarity can erode trust, as colleagues might feel manipulated or burdened by unspoken expectations. This behavior may also lead to suspicion and resentment, particularly if employees feel they are being asked to meet implied needs rather than clearly stated ones.
    2. Impacts Productivity and Focus
      When employees express their needs indirectly, team members and managers might feel obligated to decipher what is actually being requested, which can create inefficiency. This emotional labor detracts from a team’s focus on strategic objectives, reducing productivity and introducing unnecessary distractions into workflows. Managers, in particular, may struggle to address the core issues behind the hints, leading to prolonged inefficiencies and dissatisfaction.
    3. Creates Emotional Strain
      Dry begging can also lead to burnout and emotional strain, both for those who engage in it and for those on the receiving end. For the individuals who dry beg, the lack of open dialogue can lead to a sense of frustration, as they feel their needs are not being acknowledged. For their peers and supervisors, constantly interpreting indirect communication can lead to compassion fatigue, especially if the implied requests come across as manipulative or inconsistent with team goals.
    4. Hampers Team Cohesion and Collaboration
      This indirect approach to communication undermines team cohesion, as it prevents honest, collaborative problem-solving. When employees are unable to openly discuss their needs, they miss the opportunity to find solutions that may benefit everyone. Teams work best when there is a high level of trust and transparency, allowing individuals to collaborate effectively, support each other directly, and adapt to changing circumstances.

    Signs That Employees Have Gotten into the Habit of Dry Begging

    Identifying dry begging can be challenging, as the behavior is often subtle and masked within everyday workplace interactions. Leaders and managers can look for the following signs:

    1. Frequent Complaints with Ambiguous Solutions
      Employees who frequently make statements like “I’m just so overwhelmed” or “I haven’t had a break in ages” without specifying what they need or how they would like to improve their situation may be engaging in dry begging. These complaints are often left open-ended, with an expectation that others will interpret and act on them.
    2. Hinting at Financial or Personal Struggles
      If an employee consistently alludes to personal or financial struggles in conversations with colleagues or supervisors—mentioning high expenses, discussing financial worries, or alluding to personal sacrifices without directly requesting support—it may indicate a habit of dry begging.
    3. Unwillingness to Make Direct Requests
      Some employees may drop hints or share information about their difficulties without formally asking for help. For example, they might say, “If only I had a better workspace,” or “It’d be nice if someone could help with this,” instead of clearly asking for the resources or assistance they need.
    4. Defensiveness When Needs Are Not Met
      Employees who rely on dry begging may become defensive or resentful if their indirect requests are not fulfilled. This can lead to comments such as, “I guess no one cares about how overwhelmed I am,” or “It would have been nice to get a bit of help.”
    5. Patterns of Low Engagement or Withdrawal
      If employees feel they’re not being acknowledged or supported (even if they haven’t directly asked), they may start to disengage from their work. This could manifest as decreased participation in meetings, reluctance to contribute ideas, or a general sense of withdrawal from team interactions.

    How Leaders Can Help Employees Overcome Dry Begging

    A key role of leadership is fostering an environment where open, honest, and direct communication is encouraged. Leaders can take the following steps to create a culture that reduces dry begging and promotes transparency:

    1. Encourage Open Dialogue
      Leaders should actively encourage employees to express their needs directly by creating a psychologically safe space where people feel comfortable speaking up. Regularly reinforce that it’s acceptable to ask for help, share concerns, and express needs without fear of judgment or repercussion.
    2. Model Direct Communication
      Leaders themselves should model transparent, direct communication. If leaders openly and respectfully communicate their own needs and concerns, employees will be more likely to follow suit. By demonstrating honesty and vulnerability, leaders set a standard that encourages employees to address issues head-on.
    3. Provide Clear Channels for Requests
      Implement formal mechanisms for employees to communicate their needs, such as regular one-on-one meetings, feedback sessions, and suggestion boxes. These channels allow employees to voice their needs and receive constructive responses, fostering a structured approach to address concerns.
    4. Train Teams on Effective Communication Skills
      Communication workshops can help employees develop skills in assertiveness and directness, reducing their reliance on indirect methods. Equip teams with tools to express their needs effectively, whether through written communication, direct requests, or structured conversations.
    5. Be Proactive in Asking Questions
      Managers can take the initiative to ask employees specific questions that encourage clarity, such as “What kind of support do you need to feel more balanced in your role?” or “Is there anything specific we can do to address these challenges?” This can prompt employees to shift from hinting at their needs to openly articulating them.
    6. Offer Empathy Without Enabling Indirect Communication
      When employees engage in dry begging, show empathy but gently guide them toward more direct communication. Acknowledge their concerns by saying, “I understand that you’re feeling overwhelmed,” and then encourage them to be specific: “Can you tell me what would help you manage your workload better?”
    7. Recognize and Reward Direct Communication
      Create a culture where direct communication is valued and rewarded. Recognize employees who demonstrate transparency in their communication style, and reinforce that being direct with needs and requests contributes positively to team culture and organizational health.

    Building a Culture of Open and Honest Communication

    Leaders play a crucial role in cultivating a workplace culture that values directness and honesty. By addressing dry begging constructively, leaders help employees feel comfortable asking for what they need and foster an environment where communication is clear, trust is high, and teams can work more efficiently and harmoniously. This transformation takes time and requires consistent reinforcement, but the result is a more resilient and productive workplace, where employees feel supported and empowered to share openly.

    Addressing dry begging is about building better connections and strengthening trust across the organization. A culture that champions open dialogue benefits everyone, from individual employees to entire teams and, ultimately, the organization as a whole.

    Have you experienced dry begging at work? What steps do you think leaders can take to mitigate the challenges?

    The Power of Stories: How They Create Large-Scale Human Networks and Empower Organizational Leaders

    The Power of Stories – In today’s hyperconnected world, stories are no longer just tools for entertainment or cultural preservation. They have become vital instruments in shaping human networks, influencing behaviors, and driving change. Leaders who understand the power of storytelling can build expansive human networks, foster collaboration, and inspire action on a large scale. This blog explores how stories function as the glue that binds people together, how they provide leaders with a unique edge and offers practical pointers for leaders to leverage storytelling effectively within their organizations.

    How Stories Create Large-Scale Human Networks

    1. Shared Narratives Unite People Across Boundaries Stories provide common ground, creating shared experiences and emotions that transcend individual differences like age, culture, or profession. Whether it’s a corporate vision statement, a compelling anecdote, or a story of organizational triumph, narratives foster connection. People are naturally drawn to stories that resonate with their beliefs, values, or aspirations. In organizations, these shared stories weave employees together into a cohesive network, fostering alignment with corporate goals and creating a sense of belonging.
    2. Stories Build Trust and Rapport Trust is the foundation of any strong human network, and stories are one of the most effective ways to build trust. When leaders share their personal stories—of success, failure, vulnerability, or resilience—they invite authenticity into the conversation. This openness humanizes them, fostering trust and rapport among team members, colleagues, and stakeholders. As trust grows, so does the strength of the network, allowing for more effective collaboration and open communication across the organization.
    3. Stories Simplify Complex Information The modern workplace is filled with complex information and abstract ideas that can overwhelm even the most seasoned professionals. Stories have a way of distilling complex data into something relatable and memorable. In doing so, they help leaders bridge gaps in understanding and engage a broader audience. When used effectively, storytelling can enhance knowledge sharing within an organization, creating networks of information that spread ideas and innovations more effectively.
    4. Stories Drive Emotional Engagement Human networks aren’t formed solely through logical arguments or data-driven presentations; emotions play a crucial role. Stories connect emotionally with people, evoking empathy, joy, excitement, or even fear. This emotional engagement activates the parts of the brain responsible for memory and decision-making. When leaders use stories to connect on an emotional level, they create lasting bonds within their networks, strengthening loyalty and motivation.
    5. Stories as Carriers of Culture and Values Organizational culture is often transmitted through stories—whether formal or informal. These stories can range from legendary tales about how the company was founded to the daily anecdotes shared at the water cooler. Stories pass down values, behavioral norms, and cultural expectations across generations of employees. Leaders who tell these stories consistently reinforce the organizational culture, creating a network of people who are aligned with the company’s core values and vision.

    The Leader’s Edge: Leveraging Storytelling to Build Networks

    Leadership story telling

    Storytelling offers leaders a unique edge in navigating complex organizations and the globalized workforce. Here’s how:

    1. Influencing and Persuading Stakeholders Leaders who master the art of storytelling can influence decisions at all levels of the organization. Whether pitching a new strategy to the board or encouraging employees to embrace change, stories help leaders communicate ideas in a way that resonates deeply. A well-told story allows leaders to persuade others without overwhelming them with facts and figures. This ability to shape perspectives and drive consensus gives leaders a distinct advantage when building coalitions and networks.
    2. Inspiring Action and Commitment Inspiration is key to mobilizing large groups of people. Leaders who inspire action do so not by commands, but by telling stories that tap into people’s intrinsic motivations and desires. A compelling story about overcoming adversity, or achieving the seemingly impossible, can galvanize employees to commit to organizational goals. When individuals within a network feel personally inspired by a story, they become active contributors to the collective mission, creating a ripple effect that strengthens the network.
    3. Leading Through Uncertainty and Change Organizations today face constant uncertainty and disruption, making effective leadership more challenging than ever. Stories help people make sense of ambiguity, offering meaning and direction when facts alone cannot. Leaders who share stories of adaptability, innovation, and resilience help their teams navigate change with a sense of purpose and clarity. These stories act as roadmaps, guiding teams through difficult transitions and reinforcing the strength of their shared network.
    4. Building a Shared Vision for the Future A powerful vision for the future is often the product of great storytelling. Leaders who can articulate a compelling future narrative can align their teams behind a common goal. These stories give employees a reason to care about where the organization is headed, fostering a sense of shared destiny and collective ambition. As the story of the future unfolds, individuals within the network see themselves as active participants in the narrative, creating a deep sense of engagement and commitment.

    Practical Tips for Leaders: Leveraging the Power of Storytelling

    To effectively build and leverage human networks through storytelling, leaders can adopt the following practices:

    1. Be Authentic and Relatable People respond to authenticity. Share your personal stories—failures, challenges, and growth moments—so your team can see you as a real person, not just a title. Authentic stories help you build trust, which is the bedrock of any human network.
    2. Tailor Your Story to Your Audience The most effective stories are those that are tailored to the specific needs and interests of the audience. Whether you are addressing your executive team, frontline workers, or external stakeholders, adapt your story to resonate with their experiences and concerns.
    3. Use Stories to Clarify Your Message Complex strategies, big decisions, or new policies can be difficult to communicate. Use stories to make these concepts more accessible and easier to understand. Storytelling can distill complexity into a narrative that everyone in the network can grasp.
    4. Connect Stories to Organizational Values Whenever possible, link your stories to the core values and mission of the organization. This reinforces the culture and creates an emotional connection to the broader organizational vision, helping to align individuals within the network.
    5. Encourage Storytelling at All Levels Stories shouldn’t just come from the top. Encourage storytelling throughout the organization. Peer-to-peer storytelling fosters a network of collaboration and shared experiences, strengthening the human connections that drive organizational success.
    6. Make Your Vision a Story Leaders must often sell a vision of the future. Frame that vision as a story with challenges, protagonists, and triumphs to inspire action. People are more likely to engage with and contribute to a vision that feels like a collective narrative.
    7. Repeat and Reinforce Key Stories Repetition is a powerful tool in storytelling. Repeat key stories and messages to reinforce their meaning and keep them alive within the organizational network. Stories that are shared consistently become part of the collective consciousness, influencing decisions and behaviors across the network.

    In conclusion

    Storytelling is one of the most potent tools in a leader’s toolkit. It can build expansive human networks and inspire organizational change. By crafting authentic, relatable narratives, leaders can foster trust, simplify complex ideas, and align people around a shared vision. Weaving stories that resonate with employees and stakeholders gives leaders a powerful edge, allowing them to mobilize their teams, influence decisions, and create lasting impact within the organization.

    When used effectively, storytelling is not just a communication skill; it becomes the lifeblood of the organizational network, empowering leaders to connect with people on a deeper level and drive long-term success.

    My question for leaders

    How have you used storytelling to influence your team or organization, and what impact did it have on building stronger connections and driving results? Please share your experiences and insights in the comment below…