In a previous blog, we discussed why it is beneficial to implement your Microsoft Teams collaboration information infrastructure and processes in a way that maximizes productivity for your small or medium-sized business (SMB) rather than reinforcing the processes you have been using for years. Some argue that this will create resistance from your employees instead of encouraging adoption. If you have made an investment, “ripping off the band-aid” is the most effective way to create lasting change and get the most out of your new technology. Accepting piecemeal or partial adoption will make it harder in the long run and will likely result in employees going back to their old ways.
Effective, targeted, and required training is an important aspect of investing in any new technology and will help your organization create buy-in and adoption from your employees.
In the past, companies wishing to implement change approached training as one-size-fits-all—forcing employees to learn in the way the trainer wanted to teach the information. The old practice of knowledge transfer from trainer to learner in a room set up in a classroom is fine, but it rarely translates to new behaviors when people go back to their desks.
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Recently, companies successfully implementing change have done so by recognizing that people learn differently and then providing them with training in whatever form works best for them. There is value in training your employee how they like to learn—whether it’s traditional knowledge transfer, through on-line or computer-tools, hands-on, and more. The beauty of a comprehensive collaboration solution like Microsoft Teams is that the tools themselves can be used to provide the training in different ways—whether one-on-one through video conferencing and chat, smaller department or project team trainings, large-scale webinars, and more. It also saves you money because you don’t have to pay for a management training system, which is out of reach for most organizations.
But the style of training is not the only variable that contributes to successful change implementation. There is a huge difference between training on how to navigate technology and understanding a new business process that is made possible by the technology. Providing your employees with training that is problem-centered can help illustrate how using the new tools will make their days better and easier. This can help increase buy-in and adoption.
At Logic Speak, we understand that just training on the features and functions of Microsoft Teams tools is not enough. It won’t help your employees understand how to use the tools in an integrated way, rather than in a silo. We know that the best way to provide problem-centered training is to first identify your business use cases for the tools. That’s why we work with you to determine what problems you want to solve. Perhaps you want to reduce the use of email and instead use chat or video conference. Maybe instead of sending around an email with an attachment for review and comment for important projects such as RFPs or contracts, you have decided to build a business process utilizing SharePoint, project teams, and To DO lists. Logic Speak works with your organization to help you identify the use cases for your business. Then we show you how to utilize Microsoft Teams as part of new business processes that will enable you to accomplish these use cases effectively. And finally, we help you train your teams in these new processes in a way that is meaningful to them.
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At Logic Speak, our core values shape how we lead, how we work, and how we serve our clients. They’re not words on a wall, they’re filters for decisions and expectations for how we show up every day.
But here’s something we’ve learned the hard way: even good values have a shadow side.
Values, when taken too far or applied without self‑awareness, can create unintended consequences. What starts as a strength can quietly become a blind spot. And if we’re not careful, the very things we pride ourselves on can work against us.
So today, we want to talk honestly about our values, not just the best of them, but the risks of overusing them.
We Care for You
The strength:
Caring for others is foundational to who we are. It means treating people with dignity, empathy, and kindness. It means remembering that coworkers, clients, and partners are humans first, not just roles or tickets or invoices.
The shadow side:
When care goes unchecked, it can turn into avoidance. We may hesitate to give hard feedback because we don’t want to hurt someone’s feelings. We may tolerate behaviors longer than we should because we empathize deeply with circumstances. Over time, clarity suffers, and ironically, so does trust.
Care without courage isn’t actually care.
We Lean In
The strength:
We lean in when there’s a need. We take ownership. We step up when things are unclear or uncomfortable. This value fuels responsibility, initiative, and teamwork.
The shadow side:
Leaning in too much can become overfunctioning. We jump in to fix things that aren’t ours to fix. We take on too much instead of letting others wrestle and grow. Eventually, this can lead to burnout, resentment, or invisible bottlenecks where “that person always handles it.”
Sometimes the most responsible thing to do is not lean in, but step back.
We Love Our Craft
The strength:
We take pride in doing things well. We pay attention to details. We care about quality, process, and doing the right thing, even when no one is watching.
The shadow side:
At its extreme, loving our craft can turn into perfectionism. We may over‑engineer solutions, delay decisions, or become critical when others don’t meet our internal standards. What was meant to produce excellence can unintentionally slow momentum or make collaboration harder.
Excellence should serve the outcome, not replace it.
We Keep Improving
The strength:
Growth matters here. We believe learning never stops and that feedback, when handled well, is a gift. This value keeps us curious, hungry, and moving forward.
The shadow side:
Constant improvement can quietly create the feeling that “where we are is never enough.” Wins may go uncelebrated because we’re already focused on what’s next. People may feel like they’re always being evaluated instead of occasionally being affirmed.
Improvement without appreciation can feel exhausting.
Why This Matters: Blind Spots Are Part of Being Human
None of these shadow sides mean our values are flawed. They mean we’re human.
Every person, every team, and every organization has blind spots. Often, they’re not found in our weaknesses, but in our strengths, overused or unexamined. The danger isn’t having blind spots, it’s assuming we don’t.
That’s why self‑awareness matters so deeply to us. It’s why feedback matters. It’s why we believe asking questions like “How is this landing?” and “What might I be missing?” is a leadership responsibility, not a sign of insecurity.
Living Our Values With Humility
Our goal isn’t to live our values perfectly. It’s to live them thoughtfully.
That means holding our values firmly, but ourselves humbly. It means inviting perspective, welcoming challenge, and remembering that good intentions don’t eliminate unintended impact.
When we name the shadow side, we don’t weaken our culture, we strengthen it.
Because the best teams aren’t made of people without blind spots.
They’re made of people willing to look for them.
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