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7 Name Changes—Pros and Cons

Watkins, Alexandra Berrett-Koehler Publishers ePub

Pros and Cons

After reading this book, you may be tempted to change your name. While I can’t advise you without knowing your exact situation, I can share the pluses and minuses of name changes.

One concern you may have is that your customers know you by your current business name and won’t be able to find you if you change it. While that may have been the case twenty years ago, now with email, website redirects, blog posts, and social media tools, it’s now easy to keep your customers in the loop. In Chapter 1, I wrote about high-energy public relations pro Lynette Hoy, who after years of using her own name, “Lynette Hoy PR,” changed it to the more evocative Firetalker PR. Her only regret? Not doing it sooner. It’s never too late to change your name.

You can refresh your entire brand at the same time.

You will save time (and save face) not having to explain or apologize for your difficult name.

You will have an excellent reason to get in touch with past and current customers—to tell them about your new name.

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27 CASE STUDY Respect Everyone: An Interview with Frances Hesselbein, CEO of Frances Hesselbein Leadership Institute

Bell, Chip R. Berrett-Koehler Publishers ePub

An Interview with Frances Hesselbein, President and CEO of the Frances Hesselbein Leadership Institute

How would you characterize or describe your most important mentor?

It will surprise most people to learn that my most important mentor was my grandmother and our mentoring began, consciously, when I was eight years old.

Since the beginning of my career, I have had several influential fellow travelers—Peter Drucker, Marshall Goldsmith, John W. Gardner—who have had a powerful and positive impact upon my life and work, yet it was my grandmother’s teachings that had and continue to have this incredible influence and impact.


What were the traits you found most instrumental in their work with you?

“Respect for all people” was the trait. The most significant lesson I learned from that trait became a compelling force in my life.

A second trait was the art of listening or, as Peter Drucker expanded it, “Think first, speak last,” and “Ask, don’t tell.” My grandmother in the mountains of western Pennsylvania long ago lived and in her life shared these powerful qualities with a little girl growing up.

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Resource C:Appreciative Inquiry Protocol

Robert E. Quinn Berrett-Koehler Publishers ePub

IN OUR EARLY WORKSHOPS WITH HETS, WE ASKED EACH TEACHER TO conduct an appreciative interview with another teacher who taught a similar grade level and subject area. We then asked teachers to assemble in small groups and share the most inspiring things they learned from their partner. As teachers shared what they had learned, we began to hear the themes that ground this book. Appreciative inquiry is a great tool for research and professional development. It allows you to focus attention on the positive aspects of the current situation rather than just on what is broken. It also allows you to reflect on what is good and should be preserved as you move forward toward excellence. Below you see the appreciative inquiry protocol that was used over the first two years of this project. You may want to partner with a colleague and use this protocol to explore the strengths in each other’s practice.

1. Think back over your entire career as a teacher—from your earliest memories to today. Now think about a peak experience or a high point, a time when you experienced yourself as most effective and most satisfied as a teacher.

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If: But If You Must Leave

Kaye, Beverly Berrett-Koehler Publishers ePub

So, you still think you have to go. You tried everything (really), A through Z, and cannot get more of what you want where you are.

Apply the brakes. Don’t make a move until you can clearly state what you’re going after, and you’ve investigated the new opportunity thoroughly. If you must go, be certain you’re leaving for something better.

I was so unhappy in my job. I merely existed for two years. Finally I decided to bite the bullet and leave. I immediately started my search. I was amazed to find something quickly. It seemed perfect. Well, I have been here almost a year… and you know, this job has some of the same problems my last job did, and some new ones. I guess it wasn’t so perfect after all.

If you’ve read this book and answered its questions, you may know what you’re looking for next, inside or outside your organization. It’s vital that you’re clear about:177

Can you clearly state your wants and needs now? If so, you’re ready to investigate the next opportunity and increase your odds of making a great choice.178

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Chapter 5: What is Really Happening?

Bellman, Geoffrey M Berrett-Koehler Publishers ePub

REALITY is the mucky ground you walk on, run across, skip through, and slip in each day of your life. Whether at home or at work, REALITY is always there demanding your attention. Whatever we get done happens in the present, the now, the current REALITY. If we have any hope of engaging others in changing the places we work, we have to work with them in the present; we have to discover our shared sense of what is real now. And if we want to appeal to our more pragmatic colleagues, we have to speak to them in terms of what is going on now. We first have to agree upon what is really happening before we can move forward together. So that is the key question of this chapter: What is really happening?

Often, we get so caught up in REALITY, we begin to doubt there is anything else. Witness your coworkers (or yourself) defining the work world as the entire world. Notice people with no tolerance for other world views, or those who cannot stand “dreamers.” These distortions on REALITY make it central and compelling. Any larger life energy is captured in the immediate focus on work. This corner of the GTD model is our anchor in the “real world” while we reach for our WANTS. REALITY is confusing and chaotic—and captivating. Befuddling and bewildering—and bewitching. This is where our dreams begin to come to life.

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