1734 Slices
Medium 9781576759042

3. Birth of the U Theory

Joseph Jaworski Berrett-Koehler Publishers ePub

IN A SENSE, THERE IS NO DECISION-MAKING. WHAT YOU DO JUST BECOMES OBVIOUS. A TOTALLY DIFFERENT SET OF RULES APPLIES.
Brian Arthur

A week later, Otto and I were in New York, seeing Professor Rao and Dr. Lipson, and the following week, we were in Palo Alto, meeting with Professor Ray. We were in a car near Menlo Park when my business partner, Susan Taylor, called me. She had located Brian Arthur at Xerox PARC and learned that he was writing a book and wasn’t taking any meetings. Susan informed me that I was going to have to call Brian directly.

I called immediately and managed to get through to him, introducing myself and explaining our project. When I said that we needed two hours of his time for an interview, he politely declined, explaining he was working on a new book and wasn’t taking appointments. I pressed him, telling him of the others who had agreed to see us. There was silence on the other end for a moment – then he said, “Okay, you can come by this afternoon for a couple of hours at two o’clock.”

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Medium 9781605093451

16 Hit the Books

Steve Arneson Berrett-Koehler Publishers ePub

Read Three Business Titles a Year

“PSSSST! HEY FELLA , over here—on your bookshelf. Yeah, I’m talking to you, Mr. or Ms. Leader. You bought me a year ago and stuck me next to this stupid binder that hasn’t seen the light of day in ten years. Is that my fate? Are you ever going to read me? What’d you buy me for, anyway? You know, I could have gone home with that hard-charging manager down the hall who would have put me to good use. Maybe I would have been loaned out to other people, so my knowledge and ideas would flow around the company. But noooo, you’re too busy to read me. Did you buy me just to fill up this bookcase and make yourself look smart?”

If your books could talk, would any of them say this to you? Are you buying the latest business and leadership books and actually reading them, or are you just doing the buying part? It’s OK to admit that you’re behind in your book reading; at least you’re buying the books with the best intentions. Some leaders don’t invest in business books. They don’t have the time, and they don’t see the value, which is a shame, because there are several benefits to staying current with a regular reading strategy. Because you’re reading this right now, you’ve already demonstrated the willingness to pickup and read a book (by the way, thank you for picking this particular book). Here are three reasons to keep on reading.

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Medium 9781576756171

Chapter XVIII A Day in the Life of …

Harrison H. Owen Berrett-Koehler Publishers ePub

So what would it be like were you to take the plunge? Just imagine … It is a standard Monday morning in your place of business. Your inbox (electronic or wooden) is overflowing with requests, reports, along with small notes about possibly bright ideas, or eminently bad ones. And every piece of paper, or electronic notation, is only the leading edge of a web of complexity stretching outward in time and space, well beyond your capacity to see or sense.

Financial statements reflect the tremors of the rise and fall of currencies from a country you have never visited, whose culture you know only from newspaper snippets, and whose recent political currents disappear in a swirl of unknown issues and personalities. The announced resignation of a colleague sounds fairly straightforward, something about “pursuing new opportunities,” but there is no information about why this is happening. Family breakdown, office politics, professional slight——all of the above, or none? A new technology is announced by a competitor which comes from a field of science with a name you can’t even spell. That is just the top of the box——it just gets deeper, and this is just Monday morning. Your first cup of coffee is getting cold, and somehow you must make sense out of all this to the point that useful directions may be established, business be done, and not just any business but something approaching excellence, high performance. And to make things more interesting, it is not just any Monday morning, but your first Monday morning on the new job you had been hoping for. It isn’t quite like being CEO, but you have your own Department——and now what?216

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Medium 9780874256154

Stage of Development Assessment

Richard Bellingham HRD Press, Inc. PDF

The Manager’s Pocket Guide to Virtual Teams

3

Stage of Development Assessment

Answer the following questions to get a snapshot assessment of the stage of development your team is functioning in right now. For each of the questions below, circle the number on the scale that best represents your team’s characteristics.

Stage 1. Orientation

We are unsure of why we are part of the group.

1

2

3

4

5

We feel a sense of belonging to the group.

1

2

3

4

5

We have revealed our true agenda for being part of the group.

1

2

3

4

5

We understand what we’re trying to accomplish.

1

2

3

4

5

1

2

3

4

5

Stage 6. High Performance

We are overwhelmed by the amount of

1 work that needs to be done.

2

3

4

5

Stage 7. Renewal

We feel burned out, defeated and irritable. We are not interested in continuing.

2

3

4

5

Stage 2. Trust Building

We do not feel comfortable expressing our opinions.

Stage 3. Goal Clarification

We are struggling over conflicting objectives.

Stage 4. Decision Making

Our roles conflict and overlap with one another.

Stage 5. Implementation

We do not know the specific work that needs to be done.

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Medium 9781626563254

#30 Empower Employees

Manning, John Berrett-Koehler Publishers ePub

In the world of business leadership, there is so much out there about empowerment or empowering leaders. But do you ever struggle with understanding what those buzzwords really mean, much less how you can become effective at empowering your people?

At MAP, we consistently tell our clients that one of the most effective ways to empower employees is to get them involved in making decisions about the business. There’s nothing mysterious or complex here: When you drive decision making down into the organization and give people the freedom to make good business decisions, it becomes a formidable strategy for inspiring others to achieve goals. It communicates that you trust and respect them, which is exactly what your people need. They’ve got to understand they can make a difference in the organization. Will some mistakes happen? Sure, but the alternative is believing you must come up with all the answers.

The opposite of empowering people is micromanaging them. You probably know exactly what the micromanaging leader looks like. It’s the boss who can’t let go of whatever task he or she has assigned to others. It’s that leader who never trusts that work will get done according to the goals, timelines, and strategies that were set. This person has to get involved in The Vital Few and The Trivial Many, control everything to some degree, and take ownership of the outcomes.

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