|Manning, John||Berrett-Koehler Publishers||ePub|
Truly knowing yourself is a powerful lever for initiating personal growth and development. Over the years, many of the best business leaders I’ve worked alongside have always had an excellent sense of themselves—this was a common trait they’ve all shared. They knew their strengths and weaknesses, knew what they were passionate about pursuing personally and professionally, and lived their values.
It’s been said there are several levels of knowledge. Knowing something for certain is the first. The second is thinking you know something. The third is knowing with certainty you do not know something. The fourth is the killer: not knowing that you don’t know something. This last state of knowledge is the most dangerous. What do you not know about yourself that, perhaps, others know all too well?
Some time ago, at one of MAP’s executive workshops, a client learned through his 360-degree feedback that he had a definitive problem with conflict avoidance. He’d hired a couple of friends to work with him, but these friends were now ruining his business and their friendship. Everyone in the company, except the leader, could see that he was afraid to stand up to these co-worker “buddies.” However, once he got to the heart of the feedback and learned that he had a serious aversion to conflict, he went back to his company and changed his ways. Aware of his weakness, he took corrective action to strengthen it and evolved into a highly capable, much more respected leader.See All Chapters
|Lynda Gratton||Berrett-Koehler Publishers||ePub|
When you Glow, one thing that is striking is the way you talk with other people. Sure, some of your conversations will be of little consequence, but many will be considerably livelier: thought-provoking, fascinating, and purposeful. People who Glow and the Hot Spots they inhabit bubble with great conversation—and great conversation is what ties you together as you cooperate with others. So if you want to Glow by finding, flourishing, or creating Hot Spots, you’d better take a look at how you converse with others.
Here are some snippets from a high-quality conversation. We join the team of a company that markets coffee and tea; it’s the very beginning of a Hot Spot that will develop as time goes on, and Adam and his colleague Barbara are beginning to cooperate with each other and share the knowledge that will enable them both to Glow. We drop in as they are talking about going to work on their coffee products.See All Chapters
|Ludema, James||Berrett-Koehler Publishers|
PLANNING THE AI SUMMIT
he first United Religions Initiative summit occurred when the idea of the URI was just a burning hope in the hearts and minds of Bishop William Swing and a handful of his interfaith colleagues. They had reserved a conference room and invited sixty-five religious leaders to a four-day meeting to discuss the feasibility of a global interfaith organization dedicated to peace among religions. Just six weeks before, David Cooperrider and
Gurudev Khalsa had introduced them to appreciative inquiry.
Quickly a decision was made to use appreciative inquiry as the foundation for the scheduled meeting.
As planning conversations proceeded, two critical success factors became increasingly evident: The task must be clear and compelling, and all the stakeholders must be in the room. If Bishop Swing, as quoted in the newspapers, had committed to the formation of a
United Religions Initiative, then the question of feasibility was moot.
The task for the summit had to be redefined to evoke commitment and action, not ponder feasibility. And if the URI was to become a truly global organization, the list of relevant stakeholders had to include world leaders, global organizers, and the media, along with religious leaders. As a result, the meeting, which was initially set to consist of religious leaders discussing the feasibility of a URI, became a meeting of world leaders considering “The URI: A Time for Action.”See All Chapters
|Deepak Malhotra||Berrett-Koehler Publishers||ePub|
They called it a revolution. The lesson—the insight—had spread throughout the maze. Scarcely a mouse remained who had not heard what was contained in the good book.
The insight was profound. More importantly, it did not rely too much on one’s ability to reason. And any mouse will tell you that this attribute is the hallmark of all great truths. So it was accepted as perhaps the greatest, and certainly the most important, truth. And it was all so simple.
The book made it clear: Change happens. You can sit there and complain about it, or you can change with the times. Do not fear change. Accept change. What happens in the maze is beyond your control. What you can control is your reaction.
Now, just because every mouse had come to understand this insight does not mean that every one of them was able to adopt it in practice. Some succeeded fully. They learned that change is inevitable and uncontrollable. They accepted that they were helpless to control the workings of the maze—fate, they called it—and they pledged to adapt.See All Chapters
|Steve Arneson||Berrett-Koehler Publishers||ePub|
Now we come to the most important epiphany of all—the insight into your boss’s single biggest driver of behavior. In my experience, there is one fundamental motive that steers a boss’s actions. I call it “primary motivation.” If you had to pick just one motive that accounts for your boss’s behavior, how would you describe it? There are a number of common boss motives: job security, advancement, money, recognition, risk aversion, results orientation, complete control (ego), and a desire to be liked by everyone. Do any of these motives explain your boss’s behavior? Let’s take a look at each of these in more depth.
Your boss may be motivated by job security (fear of losing his job). He may do anything to hang on to his position—every action and decision is made with an eye toward “not rocking the boat.” Maybe he’s primarily motivated by getting ahead in the organization; all of his behaviors can be traced to his desire to get promoted or look good to senior management. It’s possible he is driven by wealth creation; everything he does is about the rewards—getting the highest rating or bonus possible. Perhaps he’s motivated by praise and recognition; in that case, he’s constantly posturing to be noticed by senior leaders. Maybe he’s so risk averse that he’ll never make a bold move; his approach is all about not making mistakes or attracting attention. It’s possible that he’s motivated by perfection; he’ll do anything to get specific results that meet his exacting standards. Maybe he has a need to be right or in complete control at all times (high ego, with a micro-managing style). Finally, he may be driven by a need to be liked by everyone, so he avoids conflict at all costs. Your boss may be motivated by one of these typical drivers, or he may have a more specific motive that underlies his behavior. Whatever it is, your job is to figure it out so you can use that insight to make adjustments in your working relationship.See All Chapters