CHAPTER 27
How to Raise Sensitive Issues with Your Remote Team
by Joseph Grenny
Hassan jammed a pencil eraser into his palm over and over in frustration.
He was 80 minutes into a virtual meeting with counterparts from five other countries. A financial downturn had cut their revenue outlook dramatically. Those on the call had been tasked with taking 15% out of their cost structure, to help the company survive the impending revenue famine. On last month’s videoconference, all six of them had committed to terminating consulting contracts as one immediate measure. But a few days later Hassan learned that his Indonesian colleague, who was in the virtual meeting, had violated the commitment by extending a three-year engagement on a pet project. Hassan ...
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