Only once, in all my years of teaching judo, have I had to resort to punishment to resolve a free-loading issue in the dojo.
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In companies large and small, leaders at all levels spend a lot of time presenting things to each other. What they often don’t do, is take the time to think things through together.
Offering and receiving feedback can be taught, and it can be learned. It’s one of the most powerful things we can invest in to support any kind of growth and development.
Leaders say they want it, so how can they sustain organized maturity in the workplace?
I witnessed something very interesting a few days ago: a rapid, real-time breakdown in leadership.
You have accomplished a lot. What have you learned in the process?
“Transition”, according to William Bridges, “is a process by which people unplug from an old world and plug into a new world.”
You want to help others improve their performance in a way that really sticks over the long term? Create a safe environment in which people receive lots of positive reinforcement for the desired behaviors, little reinforcement of the negative kind, and feel valued for who they are and what they do.
How do you handle something that you can’t even close your fingers around?
From within any given system or narrative, it can be nearly impossible to look at things differently on your own.