“These guidelines suggest what you can do when you’re a lonely little low-ranking, cubicle-inhabiting, systems-thinking petunia trying to introduce a new philosophy of leadership to those rooted in the onion patch of an obsolete managerial philosophy.”
The guidelines align with team building & executive coaching activities. Illustrating through activities a team and person develop exceptions and see ‘what works’ in a context they’re not used too and is still familiar because they just made it happen.
The areas of the work you find relevant, you will ascribe value to, and be motivated to do more of that stuff. The areas of the work you find to be irrelevant you may still do. And will eventually try to stop doing because they are of little value to you – causing unmotivation.
Making the learning easier will be speed up change. Being observant of how people react to change and constantly looking for how they cooperate will amplify each persons motivation to change. The key to making this happen is by keeping the change and learning open to how people learn best.
In order for the change to happen the anxiety of learning the new skills and behaviors that the change requires must be lessened. Making the new learning and skills feel natural and safe as possible.
If the culture of the company is Failure Is Unacceptable and people that fail will be punished…It is nearly impossible for people to change to a new way of doing things. Every time a change is expected, temporary incompetence happens.
Once it was clear to everyone that this is not about me…it is about them and my role is to find cooperation and support their work, the focus and conversation changed.
At the end of day 3 we were all losing patience and we felt it was hopeless…so I tried the following version of the Miracle Question.
An interactive workshop focused on developing internal communication processes with lines of accountability and authority for communication, collaboration and getting work done.
Solution Finding Stimulus.
Behave as-if your solution is happening.