9378 Chapters
Medium 9781626560956

1 The Selfish Giant

Smith, Seth Adam Berrett-Koehler Publishers ePub

In one degree or another we all struggle with
selfishness. Since it is so common, why worry
about selfishness anyway? Because selfishness
is really self-destruction in slow motion.

NEAL A. MAXWELL, AUTHOR

I was born with a frighteningly large head.

Seriously. It scared the nurse.

Not long after my grand entrance, she measured my head and whispered, “No, that can’t be right.”

She measured it again. “It’s not possible.”

She measured it a third time and then looked up at the doctor. “Do you realize that this boy has the biggest head I have ever measured?”3

It was a symbol of things to come. From ill-conceived notions in my six-year-old brain about my ability to create and control a bonfire behind my house to fanciful ideas that made me think I could befriend particularly aggressive wildlife,4 my big, egotistical head was always getting me into disastrous trouble.

Yes, my giant head was always getting me into trouble. But luckily, my family was always there to bail me out.

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Medium 9781576751619

6 Team Effectiveness Requires It

Culbert, Samuel A. Berrett-Koehler Publishers ePub

We hate to say this and wish it weren’t true, but most of the teamwork we’ve seen in our consulting is the naive “snap-together” kind. Pun intended, it’s the “staff infection” that results from people reasoning with false objectivity and practicing self-interested politics. It’s how people entrenched in a hierarchical relationship system customarily operate. Snap-together is also the type of teamwork we find students using in the MBA courses we teach, always with mixed results.

You know how snap-together teamwork goes. Upon receipt of a group assignment, a project team meets to divide the work and agree on the approach they’ll use. Usually it’s an amicable, time-efficient meeting in which each individual takes pains not to be seen playing a strong-willed role in pushing a direction, role, or any concern that might reveal a personal motive. Most often work gets distributed by load, sometimes by expertise, and inevitably, there’s subliminal maneuvering as people endeavor to get time frames and assignments aligned with personal scheduling needs, always without saying much about those needs. Then, shortly before the assignment is due, with time running out, there’s a meeting aimed at snapping together the individual contributions into a coherent whole. But inevitably the group members’ individual accomplishments don’t quite match up and mesh.

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Medium 9781583762073

21. Get the Job Done Fast

Tracy, Brian Berrett-Koehler Publishers ePub

91

Always bear in mind that your own resolution to succeed is more important than any other one thing.

—ABRAHAM LINCOLN

Action orientation is the most outwardly identifiable quality of a high performing man or woman. Such a person takes initiative and develops a sense of urgency. He or she is constantly in motion. He or she is always doing something that is moving the company toward the achievement of its most important goals, and doing it quickly.

Develop a bias for action. Develop a fast tempo in everything you do. Decide what needs to be done and then get on with it. Don't procrastinate or delay.

The good news is that the faster you move, the more you get done. The more you get done, the more experience you get and the more competent you become. The faster you move, the more energy you have. The faster you move, the smarter and more creative you become. The faster you move, the more valuable you become to your company and to everyone around you.

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Only about 2 percent of people in our society have a sense of urgency. These are the people who eventually rise to the top of their organizations. When you develop a reputation for speed and dependability in everything you do, you attract to yourself more and more opportunities to do more and more things of greater and greater importance.

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Medium 9781576759042

39. Stage IV Enterprises: Two Stories

Jaworski, Joseph Berrett-Koehler Publishers ePub

I KNEW IT WAS GOING TO WORK OUT, SOMEHOW, SOME WAY.
WE JUST “LAID A PATH AS WE WALKED IT.”

– Gary Wilson

A detailed explanation of the transformation of a company from an earlier stage to a Stage IV enterprise is beyond the scope of this book. But some of the potential power and creativity that access to the Source offers to companies can be seen through stories. Here are two examples.

In the first story, a man connects to the Source through a near-death experience – with significant results not only for his own personal life but also for his work in the world and for the enterprise he led. The second is of a man I briefly introduced in the early pages of this book – Gary Wilson – who co-led a Los Angeles refinery during 1999–2002 as it went from “worst to first” among the eighteen refineries in the Alliance.

Sometimes revelation comes after a serious personal crisis, such as a heart attack. Paraphrasing the poet William Blake, the doors of perception are cleansed and things appear as they really are. We have all heard of such experiences. But this one is special to me because David Marsing is a close friend of mine.

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Medium 9781576754542

2. Getting Your Managers on Board

Kirkpatrick, Donald L. Berrett-Koehler Publishers PDF

Chapter 2

Getting Your Managers on Board

hapter 1 suggested that “the third choice of help” in analyzing your resources is the line managers if they are willing to assist in determining needs and/or evaluating training programs.This chapter will suggest ways to get their cooperation.

We would like to start out by quoting an old friend and writer of several management books. In his book The Change Resistors, George

Odiorne stated,“If you want people to accept what you have decided, give them a feeling of ownership.”

The following example of how I (Don) teach Decision-Making illustrates a way to get that cooperation.

I explain that managers can make decisions four different ways:

C

1. Make their own decision, and try to sell it to and get cooperation from subordinates in implementing the decision.

2. Ask subordinates, either individually or collectively, for their input before making a decision. Consider the input, and then make the decision and try to get acceptance from the subordinates and cooperation in implementing the decision.

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