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Chapter 6: What to Do?

Jacob Needleman Berrett-Koehler Publishers ePub

91

What to do? It is that question that sends Eliot back in time to accompany himself as an adolescent at the threshold of manhood. In no way can he understand what Max means by remembering. Like the ancient pupil Tat standing before his teacher Hermes, Eliot finally bows his head in sorrow. “Max,” he says softly, “I can’t understand. What you’re asking is completely beyond my power.” And just as Hermes replies to Tat, Max answers, in his own idiom: “Cut it out, Appleman! Try . . . try. . . .”Wasn’t it Krishna himself, lord of the universe, who rebuked the warrior Arjuna for his sadness and his unwillingness to engage in a struggle he does not yet understand: “Why this lifeless dejection, Arjuna? . . . Fall not into this degrading weakness. . . . Fight, Arjuna!”

The emotional reactions that devour our time are only the most obvious evidence that our relationship to time depends primarily on our inner state and not on any objective characteristics of time itself. We are called to a struggle we do not yet understand; and therefore our first task is to try to see why, in spite of this, we must begin this incomprehensible work, this effort to remember the Self. When man is closer to the Self, time is no longer the enemy, so we are told by the ancient wisdom. It is the man who is less than Man whom time mercilessly destroys. It is the self that is less than the Self that is devoured by time.

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CHAPTER 6 Step 3—Action: Moving Forward

Debbe Kennedy Berrett-Koehler Publishers ePub

After years of telling corporate citizens to ‘trust the system/many companies must relearn instead to trust their people—and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.

—Rosabeth Moss Kanter
Author, Change Masters, and professor,
Harvard Business School

The primary action that will unleash the idea power in businesses and in society is dependent on putting our differences to work. As we are learning, for most of us this will require personal actions, including a shift in how we think, behave, communicate, take personal responsibility, and make decisions with everyone’s interests in mind.

Moving into action challenges the best of us, because action itself is a paradox. On one hand, it is the hallmark that has preceded every innovation, act of leadership, and accomplishment since the beginning of time. Think about one of your own achievements, great or small. Remember that first important step forward. It was freeing, wasn’t it? It felt good to be in motion. Heading in the right direction. Doing, at last!

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CHAPTER EIGHT: THE GIFT OF EMPATHY

Janelle Barlow Berrett-Koehler Publishers ePub

Years ago, Janelle was on an extended business trip that took her around the world, beginning in Hong Kong then continuing to Denmark before returning to the United States. Six hours before she was to return to the United States, she discovered her hotel room had been robbed. Cash, credit cards, passport, and all identification had been stolen. Believe it or not, this was the third robbery she had experienced on this trip—once in Hong Kong, where a pickpocket also got her cash, credit cards, passport, and airplane tickets, and twice in Denmark! In a panic, she called the U.S. Embassy very early in the morning. She was told to go to Copenhagen and talk with the embassy duty officer.

Based on how she looked and her accent, Janelle was given a letter indicating that she was a U.S. citizen, that her passport had been stolen, and that the airlines should allow her to return home. Getting through Kastrup Airport in Copenhagen was no problem. However, she had to transfer planes in Heathrow, London’s extremely security-conscious main airport. Janelle was pulled from every line she entered and interrogated by 134several very unhappy Brits before passing on to the next checkpoint. It took her two hours to move from one plane to the next.

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65. Make Everyone Skilled and Comfortable in Virtual Meetings

Debra Dinnocenzo Berrett-Koehler Publishers PDF

132

101 Tips for Telecommuters

� Schedule follow-up actions and future meetings before departing.

� Distribute meeting minutes promptly.

You might distribute this guideline to attendees in advance of the next meeting and ask for other ideas to improve meeting productivity. Be sure that responsibilities are clearly assigned and that meeting notes are distributed promptly. Suggest a way to use technology to save time and/or improve the productivity of future meetings.

T R A N S F E R

65

I T

P R O M P T L Y

T O

I M P R O V E

P E R F O R M A N C E

Make Everyone Skilled and

Comfortable in Virtual Meetings

Virtual meetings offer some unique challenges for both meeting leaders and meeting participants. While telecommuting, you’ll find yourself participating in meetings remotely and connecting to the meeting via various types of technology. You have a responsibility to contribute and participate in a way that makes your participation valuable, justifies your investment of time, and helps other participants get the most from your contributions. Also, as a telecommuter

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SECRET #2: Focus on Customer Hopes, Not Just Needs

Bell, Chip Berrett-Koehler Publishers PDF

house calls. Oh, you can take your sick computer by and leave it for repair. You can even sit in their reception area and wait while they put it in their “emergency room” fast track. They will even try to help you avoid their services altogether by first attempting to troubleshoot your problem with you by phone. But what will really make you a devoted fan is PC House Call’s seeming ability to read your mind!

The last time a friend of ours was in their ER reception area, owner

Linda Beneventi chatted with him in between the phone calls she was fielding with her remote headset that gave her complete mobility around the shop. Quickly zipping past “How’s the weather” questions, she moved on to questions that might have come from some think tank inquiry.

“Would you like to be able to interact with your laptop remotely

. . . like when it’s in the hotel room and you’re at a meeting, would you like to be able to call it on the phone?” “How does your computer make you angry?” “Do you ever use your modem with the air phone when you’re flying?” “How often do you clean your computer keys with that expensive can of air?”

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