Organizational culture, values, perceptions are UNSLESS – UNLESS they rooted in a goal.
We are always driven by goals – whether implicit and unaware to ourselves and others – or – explicit and aware to ourselves and others; Goals are what defines YOUR purpose—>Action—>Response and Priorities.
The mastery phase occurs once you are already filled with the requisite skilled knowledge needed. Mastery occurs, not as fast as the skill building phase. Because mastery take decades of small changes and adjustments that yield results. You have to value what you are mastering, enough to commit to the time it takes.
Take 15 minutes and watch this great video about continually finding and doing…those that have a growth-mindset know their skills can be improved and what is happening is one option in all the options possible.
The insidious thing about the causal point of view is that it leads us to say:”Of course, it had had to happen like that.” Whereas we ought to think: It may have happened like that – and also in many other ways.
We are in interesting times; and it is time to STOP the causal trap of inward spiraling doom loops of “it had to happen like that” is bullshit. It may have happened many other ways, and now you can cease upon the many other ways.
When a goal is defined, the expectation of a different, more satisfactory future starts to develop and behavior changes in the present become possible. The future is made salient to the present; thus, the goal and the consequences of its achievement can “determine” or shape what happens next. Therefore the question, “How are you going to know when the problem is solved?” is crucial to the development of a successful solution.
Be honest with yourself and staff about your views and values – consistency will build trust, people will know and will then be able to choose whether to stay and continue to do great work; or to to leave; or stay and do the best they can.
One epistemic belief I hold about managerial leadership with hierarchical organizations is that small changes in skill effect large results in the organization. Additionally that this is greater the higher you are on the managerial leadership ladder; AND that change in skill at any level creates large effects up and down the chain of accountability.
There is a quote that I often employ with people of all sorts “When the going gets tough, the tough GET GOING…DEFAULT to their highest level of training.” What does this mean to leaders and managers? The quote means you don’t know what you do not know…and that when faced with the challenge NO-ONE ever … Continued
Leaders, team members, people define greatness in their own self image. Therefore creating failure in all of the images that are not themselves. Forcing a either/or choice.
Either/or choices are for suckers…break it and allow for creative solutions.
Step 1) Know your people. Know your staff. Take the time to discover their skills. If you do not know their skill set, how can you promote their talents! Step 2) Create and share the relevancy. Knocking down the hurdles for people to accomplish and work at their skill level. Increasing the absorptive capacity of … Continued