9378 Chapters
Medium 9781576756300

The First Breath

Crum, Thomas Berrett-Koehler Publishers ePub

Hanford Park was unusually empty on this crisp fall morning. They left the car and Angus followed the old man to a little opening among some aspen trees, adjacent to a pond where ducks happily paddled about before they headed south for the winter.

“I am a small, elderly man, wouldn’t you say?”

Before Angus could answer, the old man continued, “And you’re a big strong guy. I want you to lift me up off the ground.”

Now what have I gotten into? worried Angus, checking around anxiously to see if there were any observers.

“Use your legs so you don’t hurt yourself and lift me up.”

Angus glanced at his watch. What possessed me to listen to this guy?

Angus was a good six inches taller and seventy pounds heavier than the old man. He put his hands under the old man’s arms and easily lifted him a foot off the ground.

“Thank you. Now place me back down.”

Angus did as he was instructed, wondering about the sanity of the little man.

“I was right. You’re very strong! Now I’m not going to change anything physically, and I don’t want you to change how you lift. Simply pick me up again.”

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Medium 9781576757710

22 Applying the Principles: The Craft of Resolution

Levine, Stewart Berrett-Koehler Publishers ePub

If we work in marble, it will perish; if we work upon brass, time will efface it; if we rear temples, they will crumble into dust; but if we work upon immortal minds and instill into them just principles, we are then engraving upon tablets which no time will efface, but will brighten and brighten to all eternity.

Daniel Webster

Following a model to resolve conflicts and construct agreements for your projects, transactions, and relationships seems like a stretch because we are reluctant to talk in a linear way about things that we believe exist in a more emotional realm. This reaction reflects our habits of thinking. Many of us think of conflict as a “life force,” and are afraid that eliminating the drama of conflict will diminish what drives us and makes us feel alive.

I am not suggesting eliminating differences, only offering a new way of dealing with them—developing a new habit. Having disagreements and differences adds vibrancy, creativity, and innovation to life, but ongoing hostile conflict does not. Using the model will quiet your internal chatter and provide the freedom to be more productive in the present moment. Conflict and differences will not disappear, but you will develop the capacity to respond more productively.

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Medium 9781626565845

8 Leading for the Future of Services

Heskett, James L. Berrett-Koehler Publishers ePub

What great service leaders know: their current beliefs about the future of services are wrong.

What great service leaders do: they build agile service organizations that learn, innovate, and adapt.

When he was asked recently about the future, Herb Kelleher, CEO emeritus of Southwest Airlines, who was well known for cultivating a freewheeling image to go with Southwest’s culture, commented that, “I’ve always tried to look a little bit ahead, at least when I’m sober—and when I’m not, I look way ahead!”1

Fourteen views of the future of services that we’ve expressed or implied throughout the book are presented in the sidebar. To these we have added a 15th to reflect the discussion to come. All were formed while we were fully sober!

If there is one thing we’re certain about, it is that some of the observations in the sidebar are wrong. We just don’t know which ones. To make matters more interesting, we’re convinced that the leaders with whom we engage don’t know either. What’s just as important is that they can’t be certain how these changes are going to affect their jobs or organizations.

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Medium 9781523094035

1 Shifting Conversations

Stavros, Jacqueline M.; Torres, Cheri; Cooperrider, David L. Berrett-Koehler Publishers ePub

One great conversation can shift the direction of change forever.

– Linda Lambert

Alisha Patel, a senior administrator at a thriving medical center in New England, was surprised at the less-than-stellar patient satisfaction report that was sitting on her desk. Her surprise turned to understanding when she saw which hospital unit this was from. The director of that unit had recently quit because she felt frustrated with the new leadership model and refused to change. Alisha was filling in until a new director was hired.

She sent a copy of the patient satisfaction report to the nurse managers in the unit. She also emailed them an assignment for their next management meeting, which was a week away: Pay attention. Look for what staff members are doing that contributes to patient satisfaction. Come prepared to share a story of a best practice you’ve seen during the week.

The nurse managers were confused when they got the email; one even wrote back, asking if Alisha had made a mistake. “No,” she replied, “please look for what’s working well and bring your best story next week.” This was a dramatic shift from what these nurse managers were used to, and it created quite a buzz. The former director usually read them the riot act, tried to find who was at fault, and demanded they do better, or else. They were glad to see her go!

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Medium 9781609945732


Zack, Devora Berrett-Koehler Publishers ePub

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