ETHISPHERE
‘GOOD. SMART. BUSINESS. PROFIT:
Fujitsu
UK & Ireland
Leadership
Workshop
28-29 November 20
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Workshop Agenda & Materials
28 November Morning
9:00 - 9:25 Welcome
9:25 - 9:50 Setting the stage for understanding ethical CUItULE........eesssseccsssecsseeecsnseessseeesseceseeessneesneeee 2
9:50 - 10:30 Key learnings from FSL culture researchn.......ccssssssssssssecssessecesecssecnseessecsesaneesseesusesneesseessees 9
10:30 - 10:40 BREAK
10:40 - 11:20 Project Holly overview and debrief
11:20 - 12:15 Stakeholder impacts mindset.
12:15 - 1:00 LUNCH
28 November Afternoon
1:00 - 2:00 Project Holly Case Study Lo. ceessessssssssssnsssssesssssnecsnsesusssnecsnecssecsnecssseasecnessneeeneeaneennees handout
2:00 - 2:10 BREAK
2:10 - 3:00 Project Holly Case Study 2.......sessssssssssssssseecsssescsnscecsnecesusccsssesesssecsnecessnsecssnecesueceaseeeseed handout
3:00 - 3:10 BREAK
3:10 - 4:00 Project Holly Case Study 3...0....cctecsssssesssssssessssssessssssuesssssneessssessssssesssssseesessnee Andou
4:00 - 4:10 Day one recap and preview of day two
29 November Morning
9:00 - 9:20 Welcome and day one reflection
9:20 - 9:50 Walking the Fujitsu Way........cssssssscssssessesssseessesssseesssssssessssssseecsssssueessssuneessssssueesesssnueeessssseeee 26
9:50- 10:50 Fujitsu Training and Communications Plan......sssscssssessseecssseeessesecsnecesueeeseessaeeessneeesneeees 31
10:50 - 11:00 BREAK
11:00 - 11:30 Post-workshop actions........sssccsssesssescsseessseecsnsesssnsecsusessnueecsusessnueessnsessaneeesuessnneessnsessnnses 32
11:30 - 11:50 Workshop wrap-up
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Setting the Stage for Understanding Culture
NOTES:
Power of informal systems on behaviour.
INFORMAL SYSTEMS are stronger influencers
than FORMAL SYSTEMS when it comes to
encouraging conduct and developing culture. ?
‘Tone from the Top.
Decision derailers such as PRESSURE, FEAR, scbee
ASPIRATION, o perceived FAIRNESS can
lead a person to choose an action that is
misaligned with their espoused belief in
doing the right thing. Many ethics and
compliance programmes do not include
measures to combat these decision
derailers.
Ethical Propensities - The Human Factor
. -20% of ouale have ney
«10% tae s tal ener ore
20x ave ein ener” wood Ohl "cthatoe ah
Mannie et tance!
o20
ie) (UP
“The majority of people (around 70%) ar influenced by environment, norms, emotions, and other
lite cecumstances
Reality of Speaking Up
9 feel
Employees often fe
‘ in the
willing to report their hand, but in
5 Q O ‘moment fail to do so
%
actually report
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Impressions Govern Actions, Especially Around Retaliation Fears
Is the non-retaliation —_I reported the misconduct
policy enforced? I observed
Yes 73%
No 34%
How People Report - They Choose People. Are Yours Ready?
Hotline A
we £2 2
ver QRALLL
erSPHERE
Creating Psychological Safety
A psychologically safe environment is conducive to taking interpersonal risks or
engaging in acts of vulnerability
9
%, Giving and receiving feeioa
R, Giving and receiving feedback
Bo,
a king for ete
Adritting when a mistake war made
Questioning assumptions
NOTES:
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NOTES:
4 Stages of
Psychological Safety
( . a
cnvsenene
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Introduction to Psychological Safety
What is psychological safety?
In a culture built on psychological safety,
there is a shared belief that the environment
is conducive to taking interpersonal risks or
engaging in acts of vulnerability such as:
{e) 2 Giving and receiving feedback
iam)
Admitting when a mistake was made
Questioning assumptions
Asking for help
/ ‘
aM 2
(2) Asking a question
A healthy culture, a psychologically safe culture,
exists where these actions of everyday
interpersonal vulnerability are rewarded as
opposed to punished. It is a culture that has a
learning mindset and embodies the reality that
things will go wrong but we will catch them and
learn from them.
The costs are real when employees hold back
their full participation. Psychologically safe
environments illicit a performance response and
encourage people to take action. Unsafe
environments that place a focus on assigning
blame, excluding those who raise concerns, and
encourage concealing failures, provoke a fear
response, creating distraction and diminishing
performance.
An environment where it is safe to speak up can
drive innovation in addition to alerting an
organisation about problems or concerns. People
who may have solutions to problems, have ideas
for product improvements, have closest contact
with clients or are otherwise in a position to
offer insights or spot hazards, may choose to
remain quiet in environments in which speaking
up is a risky or dangerous activity, or in
environments where being silent is rewarded.
Every employee, but most importantly the direct manager, has an influence on an organisation's culture.
Culture can be created by design or by default. One way that managers can transform culture, is to model
and reward acts of vulnerability, which creates an environment where people feel comfortable speaking
up.
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4 Stages of Psychological Safety*
Challenging Ability to offer opposing perspectives
without retaliation or jeopardising
standing
Opportunity to make a meaningful
contribution; an appropriate balance of
autonomy and support e @
Learning Engage in learning without fear of
embarrassment or ridicule; freedom to
make mistakes and experiment
Inclusion
Feeling included and accepted and having’
a sense of connection and belonging
“Based on the work of Dr. Timothy Clark, Founder of LeaderFactor
&6
You can either lead the way or get in the way.
Dr. Timothy Clark
CEO and Founder of LeaderFactor 69
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NOTES:
Managers Matter
I Trustis Local: Meet Deskless Workers Where They Are
I Peart eos e987
PTHISPHERE
air
Opportunities to Reduce Risks and Forge Solutions
I 2024 to 2023:
Employees More Willing To Partner For Change, Rather Than Take it Public
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Gen Z More Willing to Go Public
1 in 2 Gen Z Willing to Go Public to Push for Change at Work
eae ee ee eon
Four Levers to Influence Culture
@ \ WHO YOU HIRE e ‘WHO YOU PRAISE
c
P\ + What des itlook ket hire to + D0 yourecosnize employees for
= 2 fitwith values? ashing questions?
+ How is hiring happening across Do you reward employees for
‘your organization? reaching goals without considering
how they reached them?
WHO YOU FIRE
eee
© Wat ave the consequences Np. WHO YOU PROMOTE
for misconduct? + Is this person a role mode!
CTHSPHERE
NOTES:
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FSL Culture Research Key Learnings
FSL Culture earch Key Learnings
ETHISPHERE
First, a Word on the Benchmark
re compared agair
dat 300 ethical cu
inclucles 165,646 respondents from 12 companies
of companies from
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Summary Favorability Scores
Thien AVAe an shoemt «Bnet
CTWSPHERE
70.9
Fujitsu
Overall Survey Score
86.4
Benchmark
‘Overall Survey Score
APHIC ANALYSIS
Are you a people leader? - Summary
Option Responses SES, Pillar. —Pillar2 Pilar 3a 4
PiarS Pilar Pilar 7a
ETWISPHERE
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Are Employees Reporting What They Observe?
anks ior Fu torr. Fujitsu 2023 Values and Ethics Research Bench
Se cea
ee
34 eat ry os SSRI = Bs
wae ~ aA
Sioiimecr ,, * ii» a
2s. te
~ aR
‘Forde Neural Untavocabie
ETWISPHERE = + Sa r nt Ye no a .
PILLAR 3: OBSERVINGAND REPORTINGM DUCT
People Are the Most Common Reporting Method
riicondstorunetin benaour? Please wot Ful 2023 Vales and Ethics
oi eee Responses 24 Total Respondents
My immediate manager 14 23.0%
Human Resources representative 1 18.0%
Other (please specify) 7 115%
‘My manager's manager 6 9.8%
Compliance representative 3 49%
Legal 1 16%
PTH SPHERE
NOTES:
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Perceptions of Non-Retaliation
Results for Ft sot Responses ‘Fit 2029.Vales and Ethics Research
210mg aera : EE =}
Eos: ah
1073
eines
Seo report emscandot or portiote lo
snivestntion ~ aa « B
3141- eevee Cama enforces its onc on
beanies
2 3: OBSERVING AND REPORTINGMISCO!
Benchmark
(Difference)
760 ais
+ LRN oes
oes :
s-etoey nin osh ae
oe
on-Fetaiation policy.
761
autora
ee
PUWSPHERE
PILLAR 5: ORGANIZATIONAL JUSTICE
Perceptions of Organisational Justice
Rests for Fults samen «Rem enicNa Rees Bessie
5.A- I eieve diiciptinary actions are
‘ken when individuals engage inI os
Unethical behaviour or misconduct at the
Company.
eo
ee
I
5.2- 1 believe the rules and associated
‘disciplinary actions for unethical
28 28 & 8
behaviour or misconduct are the same for 076 sg
sirens ASE o> th
5.9: iaheda conc sou wet es
Shovowcrmscona toctew'ne 1074 : :
—— ee
me Nd start
eTHISPHERE
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NOTES:
Perceptions of Managers as Ethical Leaders
Results tor Fujitsu of Response Fujitsu 2023 Values and Ethics Research Bench
timucsy nou cones = >
wencruanescontet stones 1 NO +
6.2 tam contort proce 9 oe SELENE =
Sorc, se
Seton o NRG}
63 Mineman crys coo EEAATAAAIRN o>
tose ty costco un ;
eens ie * LANA
oon
Se tn eee
erHiseMERE I =
PILLAR 6: GER PERCEPTIONS
Frequency of Communications Impacts Perception
Manager communication frequency correlates closely with favorable perceptions of across other areas.
of employees that know
‘% of employees that
% of employees that reported the unethical Henrie epson
" i . low where to find our beraviouror business =
‘My manager discusses ethics or Code of Conduct misconduct that they rks treaeeudon
compliance related issues/topics.” iar) served. (Pitiar 3) = rentenion
Frequently 19 %
Occasionally AZ% v
eTHISPHERE
50% 81%
41% 75%
38% 64%
27% 56%
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MANAGER PERCEPTIONS
Frequency of Communications Impacts Perception
Manager communication frequency correlates closely with favorable perceptions of across other areas.
Seo employees that Never Feel 5 of employees that believe
fresture to comgromine res that belewe Gee their senior UK
" . . Fujitsu's Code, poles aw, Gacginary acllons for and rela ieadersip
My manager discusses ethics or ‘rules or regulations in oder to ithicai bebaviowt oF feamacteethcatyat
compliance related issues/topics.” ieee paws ee ar miscndt ae the sam for
Frequenty 1 9% 66% 70%
Occasionally 43% ° 59% 65%
Rarely 25% > ~71% 41% 44%
Never 12% 65% 34% 30%
eTWISPHERE
In Your Own Words: Manager Consistency
eTHISPHERE
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NOTES:
In Your Own Words: More Transparency Is Desired
In Your Own Words: Details on Project Holly
ETMISPHERY
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GOOD. SMART. BUSINESS. PROFIT: Stakeholder Impact Map
_ Internal Stakeholders (IS) External Stakeholde:
Stakeholder Impact
Map and Matrix
Use the Stakeholder Impact Map and
Matrix to better understand the risks and
opportunities created by any project or
product across a range of stakeholders.
Es1
Is2 ES2
Complete the Stakeholder Impact Map by Activity
placing the project or activity at the centre
and then listing internal and external
stakeholders that will be impacted by or 1S3 eo ES3
have impacts on the project. Internal
stakeholders might include yourself/your
team, the broader company reputation, sales,
legal, customer service, finance, leadership,
or others. External stakeholders might 1s4
include the contractual customer, the end
user of a product, those that end users
interact with, or others.
/ Project
ES4
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ISPHERE
GOOD. SMART. BUSINESS. PROFIT.
Stakeholder Impact
Map and Matrix
Use the Stakeholder Impact Map and
Matrix to better understand the risk and
opportunities created by any project or
product across a range of stakeholders.
For each stakeholder on the impact map,
complete the Stakeholder Impact Matrix.
Think about the positive and negative
impacts of the product or project on each
stakeholder group and then identify actions
to take to amplify positive impacts and
mitigate negative impacts. Remember that
the greatest risk or opportunity may not be
with the stakeholder closest to the product
or project.
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Stakeholder Impact Matrix
Project Name:
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Example: Stakeholder Impact Map ETHISPHERE
Internal Stakeholders (IS) External Stakeholders (ES)
Hospital System
Myself/my team
Administration (buyer)
Sales / Marketing ®— Health providers / staff
(end users)
Tech for
Healthcare,
Customer Service Patients
Patient network (family, friends,
Legal / Company my
employers, etc.]
Reputation
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Stakeholder Impact Matrix
Project Name: Tech platform for healthcare / patient records system
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eTHISPHERE
i y on ; Deadlines push other projects Document new/improved Handoff pieces of non-priority
My self/my team New skills/tech, meet. goals behind I processes for re-use projects to second dev team
: : oo Failure to bring in marketing early I Focus on MMP; provide clear. I Add Marketing Prod Lead to
Sales / Marketing ne Lo Lae allah will delay launch or compromise definitions/explanation on RACI diagram and invite to key
pped demai quality of sales tools features/benefits meetings -
Customer Service
Legal / Reputation
Hospital Admin (buyer)
Health providers (end users)
Patients
Patient network
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Breakout Exercise: Using the Stakeholder Map & Matrix
Select a project current underway or recently completed. As a group, complete the stakeholder
map and matrix for that project.
Project Name:_.
Project Description:
Identify Stakeholders
Internal Stakeholders (1S)
1S4
IS2
IS3
IS4
ISS
External Stakeholders (ES)
ES‘
ES2
ES3
ES 4
ESS.
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Identify Impacts, Amplifiers, & Mitigators
IS4
+ Impacts Amplifiers for +
- Impacts Mitigators for -
IS2
+ Impacts Amplifiers for +
- Impacts Mitigators for -
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Identify Impacts, Amplifiers, & Mitigators
IS3
+ Impacts Amplifiers for +
- Impacts Mitigators for -
IS4
+ Impacts Amplifiers for +
- Impacts Mitigators for -
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Identify Impacts, Amplifiers, & Mitigators
IS5
+ Impacts Amplifiers for +
- Impacts Mitigators for -
ES1
+ Impacts Amplifiers for +
~ Impacts Mitigators for -
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Identify Impacts, Amplifiers, & Mitigators
ES2
+ Impacts Amplifiers for +
- Impacts Mitigators for -
ES3
+ Impacts Amplifiers for +
~ Impacts Mitigators for -
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Identify Impacts, Amplifiers, & Mitigators
ES 4
+ Impacts Amplifiers for +
- Impacts Mitigators for -
ES
+ Impacts Amplifiers for +
~ Impacts Mitigators for -
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Walking the Fujitsu Way
From the ¢
In Your O
iwn Words: Leveraging the Fujitsu Way
ETHISPHERE
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FUJITSU
Walking the Fujitsu Way
Commitment Statement Exercise
Our Purpose
The purpose statement is a brief narrative that sets out our purpose and its background context, as well
as what value we create for customers and society, how we change and how we grow to achieve it.
Our purpose is to make the world more sustainable by building trust in society through
innovation.
Our purpose represents why all Fujitsu people in the world work together every day and drives every
action of every person at Fujitsu. This is the core of the Fujitsu Way.
Aspiration
Innovation
Valve to
society
Value tc
Our Purpose society.
Making the Buldng trust
werdiore nsosety
Setinable
Our Values
Code of Conduct
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Walking the Fujitsu Way
Our Values
In order to realise the purpose, “Our Values” indicate a critical cycle consisting of ‘Aspiration’, ‘Trust’, and
‘Empathy’.
Aspiration
v Set ambitious targets and act with agility.
v Embrace diversity and create original ideas.
v Stay curious and learn from failures and experiences.
SS.
i] v Deliver positive impact through human centric innovation.
Trust
v Honor promises and exceed expectations.
v Act with ethics, transparency and integrity.
v Work autonomously and unite for common goals.
>
v Contribute to a trusted society using technology.
Empathy
v Strive for customers’ success and their sustainable growth.
yy, v Listen to all people and act for the needs of our planet.
eH v Work together to solve global challenges.
v Generate shared value for our people, customers, partners, community and shareholders.
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Walking the Fujitsu Way
Our Code of Conduct
We will abide by our Code of Conduct. As a member of society, we must comply with the "Code
of Conduct".
@ @ @
We respect human We comply with all We act with fairness
rights. laws and regulations. in our business
dealings.
We protect and We maintain We do not use our
respect intellectual confidentiality. position in our
property. organization for
personal gain.
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Walking the Fujitsu Way
How I Walk the Fujitsu Way
Aspiration
Trust
Empathy
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Training and Communications Plan - Additional Research Results
NOTES:
PILLAR 1: AWARE 4€
Awareness of Standards and Values
_ ” agaist Pe
= aT
Ss i
=~ + ORRIN
SARE lk
so simatic uy
inion es
1: am aa we ar + TART a
sinew
“ a
ee
va
Foeele Nesta sUntwentie
erASPHERE
Ethics & Compliance Training Efficacy
. oe sre
iD mrmomcnce I, TE = Be
Fai eny lseren
a
22 canoes ing ng +: SE
ZINGER
Sra toc ~ [RE ANANSI +
Ppt ering = HSER Be
Comoe tps effectively expan ion *
—
Company’ business. om SUERTE
sFoveble “Neel sUetaale
CTHISPHERE:
ren
In Your Own Words: Awareness & Training
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Post-Workshop Actions
(—) Complete the Leadership Approachability Self-Assessment by end of January
2024.
Work with your Ethics and Values Action Group to support each other to take
L_J- responsibility for embedding learnings into local business plans and providing
feedback on actions taken to UKLT.
(—) Consider how you might use the Stakeholder Impact Map and Matrix or the
How I Walk the Fujitsu Way commitment statement workshop with your
teams.
—— Set your commitment statement and actions for you and your teams to take
after this workshop.
-—,_ Inline with the overall communications plan (shared via a link), meet with your
teams to discuss the agreed key messages, details of upcoming training and
learnings.
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Leadership Approachability Self-Assessment
How approachable are you and how do you model rewarded vulnerability? Assessing your approachability as a people
manager is an important step in improving your leadership skills. Take a few moments to reflect on the following:
How often do you talk about ethics and compliance related topics with your team?
Never I Once a year Ct] Once a quarter CI Once a month
How often do you hear phrases like, “I don’t know” or see people raising questions in meetings, communications, or
other interactions with your teams or colleagues?
C] Never I Rarely i Sometimes C] Often
Reflecting on a time when you witnessed the behaviour described in the prior question, what was your initial reaction?
Did you notice the reaction of others and if so, what did you see or hear?
How often have you shared stories with your team from your own experiences about making a mistake, being faced with
an ethical dilemma, or raising questions?
Never I Rarely {I Sometimes CI Often
Thinking about your team meetings, are there people who never contribute to the conversation? Are there others who
dominate the conversation? Why do you think that is?
How often do your employees or your colleagues come to you for your opinions, perspectives, and thoughts?
Never C] Rarely C] Sometimes Cl Often
How often do your employees come to you directly with concerns as opposed to you learning about concerns second-
hand? _
Never I Rarely {I Sometimes I Often
Imagine an employee comes to you with a concern. What is your initial reaction and response?
If an employee comes to you directly with a concern, do you feel empowered and supported to do something? Do you
know what to do with that information?
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Strategies for Improving Your Approachability
Being an approachable manager is crucial for creating a positive work environment where employees feel comfortable
coming to you with concerns. Remember that building trust and becoming more approachable takes time and
consistency. It may not come naturally, but it is a skill that can be practised and improved. Here are some strategies to
help you become more approachable:
Active Listening:
When an employee approaches you with a concern, give
them your full attention. Show that you are listening by
maintaining eye contact, nodding, and refraining from
interrupting. Ask clarifying questions to ensure you
understand their perspective.
Open Door Policy:
Communicate that your door is always open for
employees to come and talk. Make it clear that you are
accessible and willing to listen.
Be Empathetic:
Empathy is a crucial trait for approachable managers. Try
to understand and appreciate the emotions and feelings
behind the concerns your employees bring to you. Show
that you genuinely care about their well-being.
Body Language:
Pay attention to your body language. Maintain an open
posture, and use friendly facial expressions. Avoid
appearing rushed or preoccupied when talking to
employees.
Avoid Judgement:
Create a safe space for employees to express
themselves without fear of judgement. Avoid making
hasty judgements or criticisms when they bring up
concerns.
Timely Response: Address concerns in a timely manner.
Even if you cannot provide an immediate solution,
acknowledge their concern and let them know when you
will follow up with more information, next steps, or a
resolution.
Regular Discussions: Schedule regular one-on-one
meetings with your team members to discuss their
concerns, goals, and feedback.
Transparency:
Be honest and transparent in your communications. If
you cannot share certain information due to
confidentiality, explain why you can't and reassure them
that you'll share what you can.
Encourage Feedback:
Actively seek feedback from your employees on your
own performance as a manager. This shows that you
value their opinions and are open to improvement.
Provide Resources:
Offer resources and support to help employees address
their concerns. This could involve connecting them with
the right team members or providing access to training
or tools that may help.
Conflict Resolution Skills:
Develop strong conflict resolution skills. When conflicts
arise, mediate them fairly and impartially, ensuring that
both sides feel heard and understood.
Lead by Example:
Demonstrate the behaviour you expect from your team.
If you want them to communicate openly and
professionally, model these behaviours in your
interactions with them. Ask questions. Be able to say “I
don’t know”.
Recognise and Appreciate:
Acknowledge and appreciate employees when they do
bring concerns to your attention. This positive
reinforcement can encourage more open communication
in the future.
Training and Development:
Invest in your own leadership development, including
courses or workshops on communication and
interpersonal skills.
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Confidential and Legally Privileged
NOTES
FUJITSU-CONFIDENTIAL. © Fujitsu 2023
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Confidential and Legally Privileged
NOTES
FUJITSU-CONFIDENTIAL. © Fujitsu 2023
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Confidential and Legally Privileged
NOTES
FUJITSU-CONFIDENTIAL. © Fujitsu 2023
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Confidential and Legally Privileged
NOTES
FUJITSU-CONFIDENTIAL. © Fujitsu 2023