Promoting Open Communication

🇫🇷🇨🇳 France and China released a new joint statement on climate and environmental cooperation during President Macron’s state visit to Beijing last week. Compared to their March statement marking the Paris Agreement’s 10th anniversary, the new one shows a notable shift in focus after COP30 👇 🤝 A new bilateral working group: France and China will explore establishing a climate and environment working group in early 2026. This institutionalises cooperation at a time of US withdrawal and strained EU–China relations—giving both sides a stable diplomatic channel. 🌿 From ambition to implementation: While the March statement centred on coordinating ahead of COP30 and aligning upcoming NDCs, the December statement moves toward implementation and consolidation, integrating climate with biodiversity, oceans, water and pollution. 🪨 Fossil fuel transition reaffirmed: Both statements include the commitment to “transition away from fossil fuels in a just, orderly and equitable manner.” Interesting in itself, given the tensions around this topic at COP30. But in December, it’s embedded in a broader cooperation agenda (methane, carbon pricing, adaptation), reflecting the post-Belém context. 💸 Developing countries & finance get new weight: Unlike March, the December statement puts real emphasis on supporting developing countries’ access to finance and references global financing reforms and the Kunming Biodiversity Fund—striking given China’s more cautious stance on climate finance at COP30. 🔍 Bottom line: The December statement signals a shift from pre-COP30 ambition-setting to post-COP30 institution-building and practical cooperation. It shows that even in a difficult geopolitical context, France and China are positioning climate as an area for steady engagement and structured dialogue. Curious to see how that will translate into the broader EU-China climate dynamic and upcoming member state visits to China, e.g. by Germany. #FranceChina #climate #energy #climatefinance #transitionawayfromfossilfuels #Macron #XiJinping

Real conversations at work feel rare. Lately, in my work with employees and leaders, I’ve noticed a troubling pattern: real conversations don’t happen. Instead, people get stuck in confrontation, cynicism, or silence. This pattern reminded me of a powerful chart I often use with executives to talk about this. It shows that real conversations—where tough topics are discussed productively—only happen when two things are present: high psychological safety and strong relationships. Too often, teams fall into one of these traps instead: (a) Cynicism (low safety, low relationships)—where skepticism and disengagement take over. (b) Omerta (low safety, high relationships)—where people stay silent to keep the peace. (c) Confrontation (high safety, low relationships)—where people speak up but without trust, so nothing moves forward. There are three practical steps to create real conversations that turn constructive discrepancies into progress: (1) Create a norm of curiosity. Ask, “What am I missing?” instead of assuming you’re right. Curiosity keeps disagreements productive instead of combative. (2) Balance candor with care. Being direct is valuable—but only when paired with genuine respect. People engage when they feel valued, not attacked. (3) Make it safe to challenge ideas. Model the behavior yourself: invite pushback, thank people for disagreeing, and reward those who surface hard truths. When safety is high, people contribute without fear. Where do you see teams getting stuck? What has helped you foster real conversations? #Leadership #PsychologicalSafety #Communication #Trust #Teamwork #Learning #Disagreement

In a global economy, emissions don’t stop at borders – they move with the goods we trade. Almost every major economy is both an exporter and an importer of emissions. Around a quarter of global emissions are embedded in traded goods, and the G20 accounts for over 80% of these flows. This week at COP30 Brazil, the Climate Club released "Industry on the Road to 2050". My contribution with my colleagues Richard Baron, Samuel Leré and Matthew L. focuses on these “embedded emissions” – one of the largest blind spots in global climate governance. If we want to cut global emissions effectively, we need ways to reflect the carbon that moves through global value chains. It is also a politically sensitive area: decisions on accounting and responsibility can trigger concern about competitiveness or fairness. All the more reason to avoid fragmented responses and work towards cooperative approaches. Our paper highlights a political entry point: a cooperative system – bilateral or plurilateral – grounded in common data and shared monitoring, made possible by technical alignment. Some data already exists, but more work is needed to refine it. The European Climate Foundation will play its part by publishing a tracker at the end of 2026. But measurement alone will not deliver change. We also need practical cooperation and political will. This could help major economies – including the EU, China, India and Brazil – work together on standards for near-zero industrial materials, and align public procurement and industrial policies so they reward cleaner production rather than penalise development. The details are complex. What looks like slow progress from the outside often reflects difficult work on definitions, baselines and compatibility. Yet a larger picture is emerging: cooperation on embedded emissions can bridge industrial competitiveness, climate ambition and a fairer trading system. In practical terms, our paper outlines several steps: – harmonising core accounting principles so that data can be trusted and compared; – a voluntary coalition of countries must regularly publish their imported emissions and set reduction targets – developing shared benchmarks for low-emissions materials; – using public and private procurement to create real markets for clean industrial products; – ensuring emerging economies have the support needed to participate fully. You can read the full report here: https://lnkd.in/ecyjxdh9 Many thanks to the Climate Club team for their leadership, and to all those building the spaces where this cooperation can take shape. On the road to Belém and beyond, trade policy must now become core to the decarbonisation effort – and support the essential task of phasing out fossil fuels.

At Radical Candor, I often hear the question, "How do I know if my feedback is landing?" The answer is simple but not always easy: Radical Candor is measured not at your mouth, but at the listener’s ear. It’s not about what you said, it’s about how the other person heard it and whether it led to meaningful dialogue and growth. Before you start giving feedback, remember the Radical Candor order of operations: get feedback before you give it. The best way to understand how another person thinks is to ask them directly and reward their candor. Next, give praise that is specific and sincere. This helps remind you what you appreciate about your colleagues, so when you do offer criticism, you can do it in the spirit of being helpful to someone you care about. When giving feedback, start in a neutral place. Don't begin at the outer edge of Challenge Directly, as this might come across as Obnoxious Aggression. Just make sure you're above the line on Care Personally and clear about what you're saying. Pay attention to how the other person responds - are they receptive, defensive, sad, or angry? Their reaction will guide your next steps. If someone becomes sad or angry, this is your cue to move up on the Care Personally dimension. Don't back off your challenge - that leads to Ruinous Empathy. Instead, acknowledge the emotion you're noticing: 'It seems like I've upset you.' Remember that emotions are natural and inevitable at work. Sometimes just giving voice to them helps both people cope better. If someone isn't hearing your feedback or brushing it off, you'll need to move further out on Challenge Directly. This can feel uncomfortable, but remember - clear is kind. You might say, 'I want to make sure I'm being as clear as possible' or 'I don't feel like I'm being clear.' Use 'I' statements and come prepared with specific examples. Most importantly, don't get discouraged if feedback conversations sometimes go sideways. We tend to remember the one time feedback went wrong and forget the nine times it helped someone improve and strengthened our relationship. Focus on optimizing for those nine successes rather than avoiding the one potential difficult conversation. Creating a culture of feedback takes time and practice. Each conversation is an opportunity to get better at both giving and receiving feedback. When you get it right, feedback becomes a powerful tool for building stronger relationships and achieving better results together. What’s one small adjustment you’ve made to give or receive better feedback? I’d love to hear your thoughts!

Most company all hands are a colossal waste of time. Executives love them. Employees endure them. And by the end, everyone walks away wondering why they just spent an hour listening to corporate jargon and self-congratulatory speeches. The best town halls inspire, entertain, and actually help employees do their jobs better. Here’s what separates a high-impact all-hands from a glorified PowerPoint recital: ✅ What to DO: 1. Recognize employees—at all levels. Praise from leadership boosts morale and retention, but too often, these shoutouts are reserved for the C-suite or department heads. A great town hall highlights frontline employees too—people in the trenches who don’t usually get the mic. Give them a moment. It matters. 2. Prioritize Q&A—real Q&A. Nobody likes the “carefully curated” questions that sidestep real concerns. Collect questions in advance, offer an anonymous option, and don’t dodge the tough ones. If it’s on a lot of people’s minds, address it head-on. Lean into discomfort and build trust. 3. Have a clear POV. People don’t just want updates. They want direction. What’s the leadership’s stance on the company’s future? What big decisions are on the table? Spell it out. 4. Keep it under 45 minutes. Attention spans are short. Cut the fluff. 5. Offer remote and in-person options. And for those in-person? Give them real refreshments. A sad plate of stale cookies isn’t a gesture of appreciation. Show you give a damn. 6. Be honest about bad news. The best town halls aren’t just cheerleading sessions. If layoffs are coming, if a major initiative flopped, if a leadership shake-up is happening, own it. Employees respect transparency more than spin. 7. Use tech to keep it engaging. Polls. Live reactions. Interactive elements. The more this feels like a two-way conversation, the more engaged people will be. ❌ What NOT to do: 1. Make it a CEO monologue. This isn’t TED Talk: Corporate Edition. The best town halls involve multiple voices, including employees themselves. 2. Over-script everything. Yes, prepare. No, don’t read a novel off a teleprompter. A town hall should feel human, not like an earnings call. 3. Pretend everything is great when it’s not. Nothing makes employees tune out faster than toxic positivity. If things are tough, acknowledge it. Then share how the company is tackling the challenges. 4. Forget the follow-up. People ask questions. Issues get raised. If leadership doesn’t circle back with answers later, trust erodes. Send a recap, outline next steps, and actually act on what you heard. TL/DR: A great town hall isn’t just a meeting. It’s a culture-building moment. Get it right, and you strengthen engagement, trust, and impact. Get it wrong, and you’ve wasted everyone’s time and provided a reason for them to job search. What’s the best (or worst) town hall experience you’ve ever had?

In today’s fast-paced business environment, change is inevitable. Whether it’s implementing new technology, restructuring teams, or shifting company policies, change management is crucial for maintaining productivity and employee morale. However, one common mistake organizations make is trying to surprise employees with changes, hoping to catch them off guard and avoid resistance. Why Surprising Employees Doesn’t Work    1.   Lack of Trust: When employees are not informed about upcoming changes, they may feel that their input is not valued. This can erode trust between management and staff, making future changes even more challenging.    2.   Resistance to Change: People generally resist change when it is imposed without explanation or input. This resistance can manifest as decreased motivation, lower productivity, or even turnover.    3.   Confusion and Misinformation: Without clear communication, rumors and misinformation can spread quickly. This can lead to unnecessary anxiety and stress among employees. The Importance of Effective Communication Effective communication is the cornerstone of successful change management. Here are some reasons why it’s essential to communicate changes clearly and transparently:    1.   Builds Trust: Open communication helps build trust by showing that employees’ perspectives are valued. When employees feel included in the process, they are more likely to support the change.    2.   Reduces Anxiety: Clear explanations of what changes are happening and why can alleviate anxiety and uncertainty. Employees are better prepared to adapt when they understand the reasons behind the changes.    3.   Encourages Participation: Communicating changes early allows employees to provide feedback and suggestions. This not only improves the change process but also fosters a sense of ownership among team members.    4.   Improves Adaptation: When employees are well-informed, they can start preparing for the changes ahead of time. How to Communicate Changes Effectively    •   Early Notification: Inform employees about upcoming changes as soon as possible. This gives them time to process the information and prepare.    •   Clear Explanations: Provide clear reasons for the changes and how they will affect employees. Use simple language to avoid confusion.    •   Open Dialogue: Encourage feedback and questions. This helps address concerns promptly and builds trust.    •   Training and Support: Offer training or support to help employees adapt to new processes or technologies.    •   Follow-Up: Check in regularly to see how the changes are impacting employees and make adjustments as needed. In conclusion, change management should never be a surprise. Effective communication is not just a courtesy; it’s a necessity for successful change management. #effectivecommunication

The predominant narrative can't be changed by simply pointing to technological developments, financial investment in clean energy or green policy changes. All of that is important. But as individuals we will not be open to the narrative of capacity, capability and agency unless we touch that openness within ourselves, unless we are aware of the fact that we are incredibly powerful: that our thoughts, our words and our actions have an effect on the outside world, and that therefore we can, if we collectively choose to, address climate change in the timeframe that science has established. But it must start at the roots of who we are, who we want to be in this world, and how we show up.

When I debrief teams on their psychological safety scan results, I see the same dynamics over and over again: The loudest voices often dominate the room, while the most thoughtful contributors hesitate to speak up. Not because they lack insight, but because the environment makes it risky to challenge ideas, ask questions, or share unconventional perspectives. Here are 3 steps to foster team psychological safety: 1️⃣ Establish ground rules for inclusive discussions Create norms that actively encourage everyone to contribute, such as asking quieter team members for their input or setting a “no interruption” policy to give space for reflection. 2️⃣ Celebrate constructive dissent Normalize disagreement by framing it as an opportunity for growth, not conflict. Leaders can model this by asking, “What might we be missing?” or “Who sees this differently?” 3️⃣ Reinforce learning over perfection Create a culture where mistakes and questions are seen as stepping stones, not setbacks. Praise team members for their willingness to take risks and share ideas, even if they’re not fully formed. The result: 🧠 A team that doesn’t mistake confidence for competence, speed for depth, or volume for value. Instead, it’s one where collective intelligence thrives. P.S.: How does your team ensure that thoughtful voices are heard and valued?

Your next 1-on-1 is either building trust or breaking it. Most managers treat them like status updates. Most employees see them as obligations. After years of leading teams through growth and crisis, I've learned the truth: The best 1-on-1s aren't meetings. They're investments in human potential. When done right, these 30 minutes can transform: • Disengaged employees into champions • Surface problems become solutions • Good performers into great leaders Here's how to make every 1-on-1 count: For Managers: 1/ Start human, not tactical "What's on your mind?" beats "What's your update?" every time. Let them drive the agenda first. 2/ Listen like your success depends on it Because it does. Their challenges are your early warning system. Their wins are your team's momentum. 3/ Ask the question that matters "What support do you need?" Then actually provide it. Trust compounds when promises are kept. For Employees: 1/ Come with intention This is your time. Own it. Bring your real challenges, not just safe updates. 2/ Share what's actually blocking you Your manager can't fix what they can't see. But come with potential solutions too. It shows you're thinking, not just venting. 3/ Talk about tomorrow, not just today Where do you want to grow? What skills are you building? Make your development their priority. Great 1-on-1s don't just review work. They build relationships. They surface insights. They prevent fires instead of fighting them. The game-changer most miss: End every 1-on-1 with absolute clarity: 📌 What are the next steps? 📌 Who owns what? 📌 When will we check progress? Vague endings create frustrated teams. Your people don't need another meeting. They need a moment where someone truly sees them, hears them, and helps them win. Give them that, and watch what happens. What's one thing that transformed your 1-on-1s? ♻️ Repost if this changes how you approach 1-on-1s Follow Desiree Gruber for more insights on storytelling, leadership, and brand building.

Amir’s 10 Unwritten Rules of Engagement – How to Actually Get a Response Every day, people reach out for advice, connections, or opportunities. Some requests stand out. Others – they disappear into the void. Why? Based on my observations and data, here is what separates a quality request from an ignored one and how you maximize your chances of getting an answer: 1️⃣ Spelling and grammar. Spell their name correctly. And don’t have any spelling or grammar errors in your note. If you can’t take five seconds to check, why should they take five minutes to reply? 2️⃣ Don’t send a copy-paste form letter. People can smell it a mile away. If it looks like spam, it gets treated like spam. 3️⃣ Show basic courtesy – and don’t just disappear after getting what you need. A little warmth goes a long way. A cold “Can you refer me?” isn’t it. And if someone helps you, keep them posted on how it went. Relationships matter. 4️⃣ Make it easy for them to say yes. The less effort required, the more likely they’ll help. Be specific, clear, and to the point. 5️⃣ Get to the point, do your homework, and don’t make them do the work. Don’t write a novel – most people won’t read it. If you’re asking for a referral, attach your resume. If you need advice, ask a clear, direct question. If Google can answer it, don’t ask them. 6️⃣ Don’t get upset if they can’t help – a ‘no’ doesn’t mean forever. A request is not a demand. No one owes you a response. Handle rejection well, and doors may open later. It's a small industry - you can't imagine the damage that one sharp note can do. 7️⃣ No guilt trips – and limit desperation. I deeply empathize, but playing up how tough your situation is – how many months of money you have left, how desperate you are – does not work in professional outreach. Most people, for good, bad, or in-between, focus on whether they can help, not the full context behind your need. Keep things short and professional – it gives you the best chance of getting a response. 8️⃣ Offer something in return – and be memorable for the right reasons. A thank-you costs nothing but means everything. If they don’t reply today, leave an impression that makes them want to help you later. 9️⃣ Know who you’re asking. If you’re cold messaging, at least show you know why they’re the right person to ask. This is why I always start with safer, more junior reach outs first. Think like a BD and map an organization. 🔟 Follow up – but don’t badger. One polite follow-up? Sure. Three messages in a row? No.