Doing more of the same will get you more of the same – no change. Change happens from shifts in effort, perspective and shared assumptions. While being observant about the useful changes that emerge.
Don’t ever criticize a manager for not being a leader if no one has ever told him or her what the role is. Rather criticize the inept organization that appointed them.
They are playing a game. They are playing at not playing a game. If I show them I see they are, I shall break the rules and they will punish me. I must play the game, of not seeing I see the game.
The people you work with make your business.
When we behave as-if things are complicated or complex, this behavior forces us to leave our existing field of thought/vision or to accept that it may be limiting.
In managerial-leadership coaching & executive coaching a prime responsibility is to continually increase the choices that may lead to shared goals and outcomes.
Our guilt and concern for what happened in the past may block progress to find a solution. The resolution of guilt Skeleton Key may be used to have the person determine what will be happening when this guilt is lessened or no longer exists. From this change in focus, new solutions may become evident.
Delegation is the #1 way for a manager, small business owner, business executive, anyone … to manage their time, while developing people & using knowledge to solve their own + business problems.
Trying to work with the existing culture in a co-evolution organical process may allow the people within the culture to change their current behaviors and understand that their expertise is what allowed the change to happen. For this cooperation and trust attracting systems must be used.
Organizations and people are not gullible because they believe statements that appeal to them or really would like a way to make sense of a complex interactional workplace. The experiment shows that 84% of us have shared concerns, beliefs, needs, and areas where we feel weakness but do not think that others share these challenges.