164 Slices
Medium 9781576753606

13. Discovering the MIN Secret

James Steffen Berrett-Koehler Publishers ePub

CAROL LOOKED over Rays shoulder as he sat at Woody and Prues dining room table writing down the now question. A puzzled look appeared on her face, and it was clear there was a big question coming.

I hate to say it, but Im not so sure this is very practical. If I have to stop and think about optimizing the what, why, and how of each action before I decide what to do next, Ill go batty. Isnt there an easier way?

Very insightful! said Woody.

Surprised, Carol and Ray exchanged wondering glances.

The ability to ask the right question at the right time says you understand, explained Woody. You asked a very insightful question.

Thank you, said Carol with a surprised look on her face. Im not sure why it is very insightful.

Prue spoke up. Asking the right question at the right time can empower us or others. Our brain is like a powerful question-answering computer. Each question motivates and guides our powerful computer brain. So you can see how the purpose, focus, and now questions motivate and guide us to take more control of each action and live better lives?

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Medium 9781576754474

SEVEN Make Team Decisions to Create a Sense of Power

Ken Blanchard Berrett-Koehler Publishers ePub

At this point your team is probably beginning to feel a sense of power that may be new for most team members. You have information that has never before been in your hands, and you have begun to work with clearly defined team goals. With these two skills developing, the change to a Next Level Team is ready for real acceleration. What is needed to make that happen is for your team to begin making team decisions. That means actually making decisions together, not just recommending and then having the team leader make the decision. Let us consider the elements and power of team decision making.

As we have noted in the two previous chapters connected to step 2 of the change process, moving to Next Level Teams is often beset with feelings of discouragement. These feelings of discouragement tend to arise from the fact that people can feel alone with their self-doubts, even though others on the team have the same feelings. Even with more information and wider boundaries, some of the concerns that may still be going through people’s minds are 78

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Medium 9781626561984

An Insight with Impact

Ken Blanchard Berrett-Koehler Publishers ePub

As the new week began, Debbie had a fresh take on the world. She even brought some flowers into the office and put them by the front desk where everyone could enjoy them. She had a new-hire interview scheduled for Tuesday. This time she asked Human Resources to give her two meetings with the candidate and to schedule ninety minutes for each session— not her usual thirty minutes. Following Jeff’s lead, Debbie prepared a short list of references for the candidate. She knew that some of the people might not give her an entirely positive reference, but she wanted to be up-front and honest.

On Tuesday Debbie met with the candidate, a woman a few years older than herself. At the end of their meeting Debbie said, “Thank you for your time today. If you’re still interested in the job, I want you to come back for another meeting. I know this is a major decision for both of us, so next time, I want you to interview me. Ask anything you like. Also, I’ve prepared a short list of personal and professional references for you. You may call them if you like, but you are under no obligation. I have to be honest with you, though. Some of these people may not have the most glowing things to say about my past leadership. But I am committed to becoming a great leader, and I see it as a journey. This team is going to do amazing things, and you may be one of the people to help us.”

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Medium 9781626562431

Part I: The Story: A Peacock in the Land of Penguins

BJ Gallagher Berrett-Koehler Publishers ePub

There once was a time,
in the not so distant past,
when penguins ruled many lands
in the Sea of Organizations.

These penguins were not always wise,
they were not always popular,
but they were always in charge.

Most organizations looked the same:

Top executives
and managers
wore their distinctive penguin suits,
while worker birds
of many kinds
wore colors and outfits
that reflected their work
and their lifestyles.

Birds who aspired to move up
in their organizations
were encouraged to become
as penguin-like as possible —
to shorten their steps
and learn the penguin stride,
to wear penguin suits,
and follow
the example of their leaders.

Employee Development Departments
offered
extensive training programs
on
appropriate penguin-like behavior.

The rules
and norms
were clear
from Day One.

Penguins advised in subtle
(and not so subtle) ways:

“This is the way we do things here.”

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Medium 9781576751534

Boundaries are Guidelines for Action

Ken Blanchard Berrett-Koehler Publishers ePub

AS THEY strolled along, Elizabeth began to explain how various kinds of structure take on a new meaning in an empowered organization.

“Once people have the information to understand their current situation, boundaries don’t seem like constraints but rather guidelines for action. Within our agreed-on boundaries, we have complete autonomy and responsibility to get things done. Take roles and goals, for example. I’m sure Janet Wo talked to you about developing the big picture into little pictures.”

“Yes, she did.”

“That’s important to us, because when it comes to defining roles and goals, our process is like a two-way street. Management and informed people throughout the organization (that is, all of us) work together to develop the big picture, as well as our little pictures. When the vision is clear, everyone knows where their job and their work on individual tasks fits into a bigger perspective.”

“Can you give me an example?” asked Michael.

“Have you ever returned to the store a pair of shoes you have worn, and only then discovered they made your feet hurt? The store clerk tells you the best the store can do is give you a store credit for the current price of the shoes, which are now on sale?”

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