{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"The Leader Factor","title":"Challenger Safety in Practice","html":"","width":"100%","height":180,"duration":2880,"description":"Today's episode is the final part of our four-part series on the change management principle, behave until you believe. This is our final episode in the series, and it's on challenger safety in practice. Tim and Junior will discuss why innovation requires deviation, why an environment of high challenger safety is not the default, and they'll give you practical behaviors for you to put challenger safety into practice. If you like this episode, go ahead and listen to the rest of the series. As always, this episode's show notes can be found at leaderfactor.com/podcast.(04:51) Creating a more innovative culture doesn't come from pushing behavior through compliance. Punishment-based accountability does not seem to get the job done over the long haul. There's a cost to compliance if it's punishment-based. The accountability mechanism is important because it depends on what else you want. If you just want pure compliance, great, press people into compliance, that's fine, but what are you losing? You're losing innovation.(09:44) What's at stake when you challenge the status quo, what do people worry about? They worry about social status, political status, their career advancement and their upward mobility. You're risking your job. You might be risking your career in some cases. It may be that you do something that could be seen as this black mark that follows you around forever. These categories of personal risk illustrate the nature of vulnerability associated with stage four challenger safety. If you're asking people to challenge the status quo, you have to keep these risks in mind.(20:23) Less than 10% of teams have challenger safety. To achieve and maintain stage four challenger safety is the supreme test of a leader. To create an atmosphere where people feel free and able to challenge the status quo without fear of retaliation or repercussions.(25:50) Weigh in last. If you have an authority position in a room and you weigh in first on whatever the issue is, you...","thumbnail_url":"https://img.transistorcdn.com/RvnCp6V6GbNuVjII23b5XKp_tYYA7aYybjPVII3kcbg/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9kOWRl/MjgxYWIwZTk2NDAy/MDk0NGZiM2RkMjE4/MTEwOS5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}