Supply Chain Project Management Skills

Forecasting is hard. Finding analysts who do it well is even harder. Too often, I see forecasting either: 1. Overcomplicated: Applying complex ML models just to predict a moving average (?!), or 2. Oversimplified: Running regressions without understanding what the coefficients even mean. I personally use 4 forecasting methods to model a range of outcomes, from conservative to aggressive: 1. ARIMA - Smooths time series data, w/o seasonality adjustment. 2. SARIMAX -  Like ARIMA, but accounts for seasonality. Likely to be the safest and conservative forecast. 3. Prophet -  Captures non-linear trends and seasonality. Often the most accurate. My favorite model for growth forecasts. 4. Manual Projection – aka Olga's secret, overly complicated manual projection. I plot every available metric’s historical D/D, W/W, M/M, and Y/Y % change and analyze their: (a) correlations and relationships (b) seasonal thresholds. It takes ages to complete, but it delivers the most precise forecast. If done right. If I can account for everything the teams are doing. Which is rarely the case. 😬 When reporting, I typically present only Prophet alongside my Projection, keeping ARIMA and its variations for myself as checks. There are many time series models out there: MA, AR, ARMA, ARIMA, SARIMA, Exponential Smoothing, VAR, and more. Forecasts are fun.

Your team isn't lazy. They're confused. You need a culture of accountability that's automatic: When accountability breaks down, it's not because people don't care. It's because your system is upside down. Most leaders think accountability means "holding people responsible." Wrong. Real accountability? Creating conditions where people hold themselves responsible. Here's your playbook: 📌 Build the Base Start with a formal meeting to identify the real issues. Don't sugarcoat. Document everything. Set a clear date when things will change. 📌 Connect to Their Pain Help your team understand the cost of weak accountability: • Stalled career growth • Broken trust between teammates • Mediocre results that hurt everyone 📌 Clarify the Mission Create a mission statement so clear that everyone can recite it. If your team can't connect their role to it in one sentence, They can't make good decisions. 📌 Set Clear Rules Establish 3-5 non-negotiable behaviors. Examples:  • We deliver what we commit to  • We surface problems early  • We help teammates succeed 📌 Point to Exits Give underperformers a no-fault, 2-week exit window. This isn't cruelty. It's clarity. 📌 Guard the Entrance Build ownership expectations into every job description. Hire people who already act like owners. 📌 Make Accountability Visible Create expectations contracts for each role. Define what excellence looks like. Get signed commitments. 📌 Make It Public Use weekly scorecards with clear metric ownership. When everyone can see who owns what. Accountability becomes peer-driven. 📌 Design Intervention Create escalation triggers: Level 1: Self-correction Level 2: Peer feedback Level 3: Manager coaching Level 4: Formal improvement plan 📌 Reward the Right Behaviors Reward people who identify problems early. (not those who create heroic rescues) 📌 Establish Rituals Conduct regular reviews, retrospectives, and quarterly deep dives. 📌 Live It Yourself Share your commitments publicly. Acknowledge your mistakes quickly. Your team watches what you do, not what you say. Remember: The goal isn't to catch people failing. It's to create conditions where:  • Failure becomes obvious  • And improvement becomes inevitable. New managers struggle most with accountability:  • Some hide and let performance drop  • Some overcompensate and micromanage We can help you build the playbook for your team. Join our last MGMT Fundamentals program for 2025 next week. Enroll today: https://lnkd.in/ewTRApB5 In an hour a day over two weeks, you'll get:  • Skills to beat the 60% failure rate  • Systems to make management sustainable  • Live coaching from leaders with 30+ years experience If this playbook was helpful... Please ♻️ repost and follow 🔔 Dave Kline for more.

"We have budget for $199,000," the procurement manager spat at me. I had a $325,000 deal forecasted, and we had 7 days left to close it. That was June, 2020. End of quarter. Egg about to be smeared all over my face. I paced around my house while my family swam at the pool. Cursing under my breath. Back then, I knew every negotiation tactic in the book. But that was the problem: My negotiation "strategy" was actually what I now call "random acts of tactics." A question here. A label there. Throw in a 'give to get.' There was no system. No process. Just grasping. Since then, I now follow a step by step process for every negotiation. Here's the first 4: 1. Summarize and Pass the Torch. Key negotiation mistake. Letting your buyer negotiate with nothing but price on their mind. Instead: Start the negotiation with this: “As we get started, I thought I’d spend the first few minutes summarizing the key elements of our partnership so we’re all on the same page. Fair?” Then spend the next 3-4 min summarizing: - the customer's problem - your (unique) solution - the proposal That cements the business value. Reminds your counterpart what's at stake. They might not admit it: But it's now twice as hard for them to be price sensitive. After summarizing, pass the torch: "How do you think we land this plane from here?" Asking questions puts you in control. Now the onus is on them. But you know what they're going to say next. 2. Get ALL Their Asks On the Table Do this before RESPONDING to any "ask" individually. When you 'summarize and pass the torch,' usually they're going to make an ask. "Discount 20% more and we land this plane!" Some asks, you might want to agree to immediately. Don't. Get EVERY one of their asks on the table: You need to see the forest for the trees. “Let’s say we [found a way to resolve that]. In addition to that, what else is still standing in our way of moving forward?” Repeat until their answer is: "Nothing. We'd sign." Then confirm: “So if we found a way to [agree on X, Y, Z], there is nothing else stopping us from moving forward together?" 3. Stack Rank They probably just threw 3-4 asks at you. Now say: "How would you stack rank these from most important to least important?” Force them to prioritize. Now for the killer: 4. Uncover the Underlying Need(s) Ignore what they're asking for. Uncover WHY they're asking for it. If you don't, you can't NEGOTIATE. You can only BARTER. You might be able to address the UNDERLYING need in a different, better way than what they're asking for. After summarizing all of their 'requests,' say this: “What’s going on in your world that’s driving you to need that?” Do that for each one. Problem-solve from there. P.S. These 7 sales skills will help you add an extra $53K to your income in the next 6 months (or less) without working more hours, more stress, or outdated “high-pressure” tactics. Go here: https://lnkd.in/ggYuTdtf

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

When engaging with a vendor/product solution on project work, here are things I appreciate working in a high-demand, quick turn time area of a business: 1. Clear, timely, direct communication - whether it's a project plan, updates, collab materials, or coordination, emphasis on good communication is the key to the relationship. 2. Visibility and clear expectations around capacity and bandwidth - the intent is never to burnout our vendor partners, that's no good for anyone. On the client side, it's our responsibility to advocate for the business requirements and get the value we paid for out of the engagement. Sometimes, this means we may ask for a lot, and we don't have visibility to the capacity and bandwidth management of the resources doing the work. We do not manage the workload and resources for the vendor, we rely on them to take care of their people. If the ask exceeds capacity, please tell us. Please help us manage expectations and timelines on our side. You can tell me, "that's not possible," as long as you tell me why and when it will be. That gives us something to work with if reprioritization or securing more resources is necessary. 3. Accuracy and expertise - I assume that no one knows their area of expertise more than the vendor/solution. And I deeply appreciate when that level of knowledge is proactively brought to the table through the lens of our unique business application. 4. Accountability - when mistakes happen or things fall through the cracks, as they do, I will always ask for an after action review and hold partners accountable by requesting a plan for mitigation of future mistakes. Especially, because in my line of work, mistakes are often public and with a high level of business risk. Proactively providing this after action review is always a positive to building credibility and trust.

I've trained 600+ project managers over the last 3 years. From budding teams in start-ups to large-scale projects in multinational corporations. Hre are 9 challenges and recommendations frequently shared. 1) Scope Creep Management It's daunting when project deliverables keep changing. Without clear boundaries and pushback, projects will derail. Highly recommend reading "Scope and Requirements Management" and "Effective PM and BA Role Collaboration" to solidify your scope management strategies. 2) Time Management Effective PMs understand that every minute counts. Design an “Ideal Project Week” and schedule critical tasks. Risk assessment? Schedule it. Stakeholder meeting? Schedule it. Documentation review? Schedule it. 3) Stakeholder Engagement Project Managers need to skillfully manage stakeholder expectations. Instead of just updating on progress, send out agendas ahead of stakeholder meetings. Focus on critical discussion points, and be prepared to address the top concerns. 4) Resource Allocation It's tempting to bring in the best talents, but ensure they align with the project's current needs. Don’t bring in a high-level consultant when you need hands-on expertise on the ground. 5) Driving Team Accountability Inconsistent team updates and feedback loops can hurt a project's momentum. As the PM authority, establish regular checkpoints. Embrace the mantra: “Consistency is the heartbeat of projects.” 6) Clear Project Objectives If stakeholders or team members can't quickly summarize the project's goal and outcomes, there’s a clarity issue. Consider methodologies like SMART goals to crystallize your objectives. 7) Handling Conflicts Project disputes, if not addressed promptly, can escalate and impact delivery. Address conflicts head-on. Familiarize yourself with techniques from "Crucial Conversations" for effective resolution. 8) Budgeting Managing finances is critical. A well-told narrative about your project’s ROI and value proposition is invaluable. Understand your budget's narrative, including how resources are allocated, potential ROI, and long-term project benefits. This narrative informs future budgeting decisions. 9) Project Strategy Many project managers grapple with succinctly defining their approach. A clearly articulated strategy not only provides direction but aids in stakeholder buy-in. I highly recommend diving into the "Project Management Body of Knowledge (PMBOK)" to sharpen your strategic skills. How do you prioritize and balance stakeholder engagement with ensuring timely project delivery, especially when faced with conflicting interests?

𝗛𝗮𝗿𝘀𝗵 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: 𝗠𝗼𝘀𝘁 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗽𝘀 𝘀𝘂𝗰𝗸 𝗮𝗻𝗱 𝗮𝗿𝗲𝗻'𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗮𝗽𝘀 𝗮𝘁 𝗮𝗹𝗹. A lame hodgepodge of names, emails and vague notes that don't move the needle towards achieving your policy, reputation, and political goals. Here are some more powerful ways to organize so you can have greater impact and influence, which is the whole purpose right? ⬇ ⬇ 𝗕𝘆 𝗧𝘆𝗽𝗲 𝗼𝗳 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿: —This is the often the first way to organize “tabs” or define labeled categories but it shouldn't be the last. Some examples: media (print, broadcast, bloggers/influencers, podcasts) think tanks and universities, charitable partners, elected officials and senior staff, trade associations and coalitions, embassies, etc. 𝗕𝘆 𝗜𝘀𝘀𝘂𝗲𝘀: —Depends on your org., but say you’re a hospital company, these would probably include ones like Medicare/Medicaid, drug prices, workforce, DEI, price transparency, EMR/data security, antitrust, site neutrality, etc. 𝗕𝘆 𝗣𝗼𝘀𝘁𝘂𝗿𝗲/𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻: — Is the stakeholder currently an ally, neutral/persuadable, or a detractor? This will often depend on the issue. Obviously, consistent allies on all issues are rare (and super valuable if they’re influential, see below), but it’s crucial to know where you stand in real time. 𝗕𝘆 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲/𝗜𝗺𝗽𝗮𝗰𝘁/𝗜𝗻𝘁𝗲𝗿𝗲𝘀𝘁 𝗠𝗮𝘁𝗿𝗶𝘅: —Regularly sketch out a side map outlining how interested and impactful various stakeholders are on important issues. Think high interest/low influence, high interest / high influence (the best of its aligned to your strategies, a challenge if not), low interest, high influence, etc. Recco doing this for your top 3 main issues. 𝗕𝘆 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗜𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 𝗥𝗮𝗻𝗸: —Here, past performance is often (but not always) indicative of future results. Assign numbered 1-3 rankings to the most important stakeholders. Group 1 are the most engaged, group 3 the least engaged. **Do this for your allies, neutrals/persuadable and definitely for detractors.** 𝗕𝘆 𝗧𝗲𝗮𝗺 𝗠𝗲𝗺𝗯𝗲𝗿 (𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝘁𝘀/𝗳𝗶𝗿𝗺𝘀): —Whose been lead on “watering the plants” from particular groups? What is the nature of the relationship (e.g. former colleague, friend, acquaintance, donor/supporter), how far does it go back? Are there secondary connections within the org.? 𝗛𝗶𝗻𝘁 𝟭: This doesn’t need to be someone from Corporate Affairs, sometimes back channel relationships can do more than formal ones. 𝗛𝗶𝗻𝘁 𝟮:People come and go often. Develop and nurture secondary contacts wherever possible. However your org. manages the map, it needs to be a living, breathing asset. Feel free to add your ideas in comments and big thanks to my friends at Ortus Draws for the awesome infographic that brings it all home!

𝐈𝐭 𝐩𝐚𝐲𝐬 𝐭𝐨 𝐛𝐞 𝐚 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐨𝐟 𝐜𝐡𝐨𝐢𝐜𝐞! 𝑾𝒉𝒂𝒕 𝒕𝒉𝒆 𝒉𝒆𝒄𝒌 𝒊𝒔 𝒂 “𝒄𝒖𝒔𝒕𝒐𝒎𝒆𝒓 𝒐𝒇 𝒄𝒉𝒐𝒊𝒄𝒆”, 𝒂𝒏𝒚𝒘𝒂𝒚𝒔? 🔶 In my quest for info last week w/ my supplier peeps, I learned some have formal “customer of choice” programs, and some don’t.  🔶Anywho, being a “customer of choice” means you’ve got “elite” status with your supplier, which can come with benefits. Everyone likes benefits, right!? 𝐇𝐞𝐫𝐞’𝐬 𝐬𝐨𝐦𝐞 𝐜𝐨𝐦𝐦𝐨𝐧 "𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐨𝐟 𝐜𝐡𝐨𝐢𝐜𝐞" 𝐛𝐞𝐧𝐞𝐟𝐢𝐭𝐬: 💎 Thought leadership. 💎 Market Intelligence. 💎 Prioritized capacity\ supply. 💎 Access to their “A-team” personnel. 💎 Preferred pricing, better commercial terms. 💎 Right-of-first refusal on innovation, Joint R&D, quicker GTM. *𝐵𝑒 𝑠𝑢𝑟𝑒 𝑡𝑜 𝑠𝑒𝑔𝑚𝑒𝑛𝑡 𝑦𝑜𝑢𝑟 𝑠𝑢𝑝𝑝𝑙𝑖𝑒𝑟 𝑝𝑎𝑛𝑒𝑙 𝑓𝑖𝑟𝑠𝑡. 𝑊ℎ𝑖𝑙𝑒 𝑐𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝑜𝑓 𝑐ℎ𝑜𝑖𝑐𝑒 𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠 𝑎𝑟𝑒 𝑎𝑎𝑎ℎℎ-𝑚𝑎𝑧𝑖𝑛𝑔, 𝐼 𝑤𝑜𝑢𝑙𝑑𝑛'𝑡 𝑛𝑒𝑐𝑒𝑠𝑠𝑎𝑟𝑖𝑙𝑦 𝑒𝑥𝑝𝑒𝑐𝑡 𝑡ℎ𝑒𝑚 𝑓𝑟𝑜𝑚 𝑡𝑟𝑎𝑛𝑠𝑎𝑐𝑡𝑖𝑜𝑛𝑎𝑙-𝑡𝑦𝑝𝑒 𝑟𝑒𝑙𝑎𝑡𝑖𝑜𝑛𝑠ℎ𝑖𝑝𝑠. (𝐴𝑙𝑡ℎ𝑜𝑢𝑔ℎ 𝑖𝑡'𝑠 𝑎 𝑔𝑟𝑒𝑎𝑡 𝑤𝑎𝑦 𝑓𝑜𝑟 𝑠𝑢𝑝𝑝𝑙𝑖𝑒𝑟𝑠 𝑡𝑜 "𝑙𝑒𝑣𝑒𝑙-𝑢𝑝" 𝑡ℎ𝑒𝑖𝑟 𝑔𝑎𝑚𝑒.) 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐚𝐫𝐞 𝐚 𝟐-𝐰𝐚𝐲 𝐬𝐭𝐫𝐞𝐞𝐭, 𝐫𝐢𝐠𝐡𝐭? 𝐅𝐨𝐫 𝐲𝐨𝐮𝐫 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐚𝐥𝐥𝐢𝐚𝐧𝐜𝐞 𝐬𝐮𝐩𝐩𝐥𝐢𝐞𝐫𝐬 𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜𝐚𝐥𝐥𝐲, 𝐡𝐞𝐫𝐞'𝐬 𝐬𝐨𝐦𝐞 𝐭𝐡𝐢𝐧𝐠𝐬 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐝𝐨 𝐟𝐨𝐫 𝐭𝐡𝐞𝐦: ✔ Ensure they’re invited to participate in RFPs. ✔Explore longer contract terms where feasible. ✔Champion their ideas (ensuring you give them credit). ✔Host supplier days for them to showcase their capabilities. ✔Provide them with references to help them expand their business. ✔Recognize them publicly in the industry\ amongst their peer group. ✔Give them white glove service. Promote engagement with stakeholders & leaders across the organization. ✔Transparently share info and engage with them on: strategy, forecast data, biz dev plans, and news. ✔Consider allowing them to use your company’s logo in marketing materials (with pre-approval of course, and if policy allows.) ✔ Maybe they want to develop new capabilities, geographies, or markets. Be open to exploring those with them as an innovation & learning partner. 𝐖𝐫𝐚𝐩𝐩𝐢𝐧𝐠 𝐈𝐭 𝐔𝐩 & 𝐖𝐡𝐲 𝐈𝐭 𝐌𝐚𝐭𝐭𝐞𝐫𝐬: ▶ Not all suppliers require the same treatment. Segmentation is important! ▶ Particularly with your strategic alliance suppliers, explore customer of choice benefits 𝐴𝑁𝐷 ensure you're being a good partner in return. ▶ 𝑻𝒉𝒊𝒔 𝒊𝒔 𝒉𝒐𝒘 𝒚𝒐𝒖 𝒖𝒏𝒍𝒐𝒄𝒌 𝑹𝑬𝑨𝑳 𝑽𝑨𝑳𝑼𝑬 𝒊𝒏 𝑺𝒖𝒑𝒑𝒍𝒊𝒆𝒓 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑𝒔. 📢 𝗣.𝗦. 𝗪𝗵𝗮𝘁 𝗼𝘁𝗵𝗲𝗿 𝗰𝗼𝗼𝗹 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗼𝗳 𝗰𝗵𝗼𝗶𝗰𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁𝘀 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝗲𝗲𝗻?

"Deal's looking good. I'm in with the CMO." A colleague shared his excitement. I rolled my little eyeballs. "What?" he asked, confused. "Single-threaded deals die," I replied. Three weeks later: "CMO went on leave. Deal's stalled." I wasn't surprised. The average B2B purchase now involves 11+ stakeholders. Yet most reps are still playing the "one relationship" game. Old playbook: Find one champion. Let them "sell internally" for you. Hope for the best. Failure rate? About 80%. A recent client win taught me the better approach: Initial call with the VP of Sales. Great fit, but I asked: "Who else needs to be comfortable with this decision?" The list: - CRO (economic buyer) - IT Director (technical approval) - Sales Enablement (implementation) - 2 Regional VPs (end users) That's 6 people. Each with different: - Priorities - Objections - Questions Rather than pestering my champion to coordinate everything... I created a single digital room with: - Role-specific sections for each stakeholder - Tailored ROI calculations for the CRO - Security documentation for IT - Implementation timeline for Enablement - Quick-start guides for the Regional VPs My champion shared the link. The magic happened silently: Analytics showed the CRO viewed the ROI calculator 5 times. The IT Director spent 15 minutes on security docs. Both Regional VPs watched the training videos. I hadn't spoken to any of them directly. But they were all selling themselves. When we finally had the "decision call," everyone was already aligned. No last-minute objections. No mysterious "other stakeholders." No surprises. Here's what changed: Old approach: Pray your champion effectively represents you to people you never meet. New approach: Give every stakeholder what they need, even without direct access. Multi-threading isn't about scheduling more calls. It's about making yourself irrelevant to the process. The best deals close when stakeholders convince themselves...without you in the room. Are you still gambling on single-threaded relationships? Or building networks that sell for you? Agree?

You're watching your teammate hesitate at the edge. They can't see the bridge you've built with your trust. But when you believe in them? They'll walk on air. Google's Project Aristotle studied 180+ teams and found something surprising: The #1 predictor of high-performing teams isn't talent or experience. It's psychological safety. Here's your 5-step framework to build invisible bridges of trust: 1. Make it safe to fail - Celebrate brave attempts, not just wins - Share your own mistakes first - Ask "What did we learn?" instead of "What went wrong?" 2. Amplify quiet voices - Create space in meetings for everyone - Credit ideas to their original source - Defend good ideas, especially from new team members 3. Show unwavering support - Back your team's decisions publicly - Challenge privately, protect publicly - Stand beside them in tough moments 4. Build confidence through autonomy - Give the what, not the how - Trust them to find their path - Resist the urge to micromanage 5. Make potential visible - Point out strengths they don't see yet - Create opportunities for growth - Share specific positive feedback The research is clear: Teams with high psychological safety are: - 76% more engaged - 50% more productive - 74% less likely to leave their jobs Your team already has wings. Your job? Build the bridges they can't see yet. ♻️ Share this with your team 🔔 Follow Kabir Sehgal for actionable frameworks on building high-trust, high-performing teams Video credit: DM for attribution