The high performers learn:
The more you do around here, the more they ask you to do.
And the low performers learn:
The less you do around here, the less they ask you to do.
Either option leads to under-performance.
We Changed Things Again. Now the team is Freaking out! Managers spend months meeting and talking about a change, then drop it on staff expecting them to “get it” within 2 days. Then wonder why the change does not happen.
The elimination of things that cause dissatisfaction does not equate to satisfaction.
It is not just a matter the manager’s saying ‘Do this it’s what you’re paid for!’; it is requisitely a matter of saying, ‘I want this task done and I am assigning it to you; I am accountable for assessing the outcome.
Developing a mentoring process with existing managers is a way to create discussion a shared language of work between the leaders being developed and those that are already doing the work. Bringing the leadership development to a pragmatic level placing the focus on what matters; Seeing the work get done and having the opportunity to ask questions, and have someone with skilled-knowledge answer those questions.
Coaching and development for 5 high potential managers. Currently the managers are struggling with a change in their role. Their direct manager is noticing a lapse in time for responses to customers and project members, poor delegation of tasks and prioritization of incoming and outgoing work, plus increased signs of stress with the employees.
DTC operator continues to be one of my favorites for working with teams that feel stuck or just cannot move out of their own way to explore the system and problem in a different way. It allows people to work in extremes and through those extremes they see possibilities that felt silly or just wrong before.
Selection of leaders using complexity thinking, motivation, and development of current into future skills.
To be effective on an ongoing basis, teams need to be integrated within the existing structure of an organization.
To grow leaders and leadership demands clear thinking. Many organizations rush into leadership development planning, lacking clear-thinking, find out too late that they are going in the wrong direction.