TOUGH JOB
Getting a team to explore a sensitive issue its members may not be aware of or may be aware of but don't want to look at is a daunting task for a team leader. Leaders can take some comfort in the fact that they can usually count on at least one team member to have some recognition of the issue they are trying to raise, someone who will join the fray on the side of full exploration and resolution once the issue is surfaced. Such critical interventions epitomize the stimulation—and often, truth be told, the terror—of leading a team. They are not for the faint of heart.
It's best to come up with a pretty clear idea of–or at least hunches about–the reasons for team members' reluctance to face a sensitive issue.
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