9378 Chapters
Medium 9781576754139

1. The Trail of Inspiration

Frock, Roger Berrett-Koehler Publishers ePub

9

FedEx originated the modern integrated priority package express industry, the first small-package airline to maintain direct control of shipments with a self-contained transportation system from pickup to delivery. Millions of people rely on FedEx every day for their most important business and personal deliveries whenever and wherever they must have overnight and time-definite service. The delivery service is so much a part of our lives that we can barely recall living without it.

It seems that FedEx has always been there, ready to respond to our most urgent needs, yet few people know how it was first conceived. When its efficient hub-and-spokes network was originally proposed, the concept was ridiculed as impractical. Existing regulations prohibited this form of nationwide delivery service, experts considered it a financial impossibility, and airline executives forecast its demise.

To understand the mountainous road to success, we must look back more than 40 years to glimpse the early dreams that inspired and motivated Frederick Wallace Smith, the Mississippi-born founder of the company.

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Medium 9781576756003

5 Kitchen Talk

Adams, Marilee Berrett-Koehler Publishers ePub

It was early in the morning when Grace found the Choice Map I had stuck on the refrigerator door the night before. As usual, I awoke to the smell of fresh coffee and made my way downstairs to the kitchen. Grace is always up before me. She’s one of those people who wakes up cheerful and enthusiastic about each new day. I’m just the opposite and I know it sometimes puts Grace on edge. She claims that I’m like a bear coming out of hibernation in the morning. I don’t think I’m quite that bad, but I don’t exactly start the day off with a song in my heart.

As I entered the kitchen, I found Grace standing in front of the refrigerator with her back to me. She appeared to be engrossed with the Choice Map. I was immediately worried about what she might say. I was pretty sure she’d start probing and I’d have to tell her the whole thing — about my trouble at work and all the rest of it. That would lead to how I’d gotten the Choice Map and why I’d posted it on the refrigerator. Then I might have to tell her about why Alexa had referred me to Joseph and that could turn into an emotional minefield.

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Medium 9781583762073

20. Develop Positive Personal Power

Tracy, Brian Berrett-Koehler Publishers ePub

87

Today, knowledge has power. It controls access to opportunity and advancement.

—PETER DRUCKER

Power is a very real and important part of organizational and business life. Your ability to acquire and use power in your career is essential to your long-term success.

“Power,” in its simplest sense, means influence over people and resources. To have power means that you have the ability to determine what people do and how money is spent. With power, you can make decisions or alter decisions that have been made by others. You can decide what actions will be taken, or you can stop things from being done.

Two kinds of power exist in a company: positive power and negative power. Positive power is what you demonstrate when you use your strengths to help the organization achieve more of its goals faster and cheaper. Negative power is demonstrated when a person uses position or influence to improve himself or himself at the expense of other people or the organization.

88

You can develop three forms of positive power. The first is called “expert power.” Expert power arises when you become excellent at getting a result that is important to your company. Because of your ability to contribute value, people look up to you and respect you for the positive difference you make in the organization.

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Medium 9781609948962

7 Decision Maker Leaves: Reading the Room

Frederick Gilbert Berrett-Koehler Publishers ePub

You need to be cognizant of people’s eyeballs, all of them around the room.

—Steve Blank

If you’re starting to feel like you need to be a juggler to successfully present at the C-level, you’re not far off. And one of those balls you can’t lose track of, according to Steve Blank, is the ability to “understand when the context of the meeting has shifted around you and be able to move from ‘presentation mode’ into ‘process mode’.” Instead of focusing on content, you may need to take off your “presenter hat” and put on your “process hat.” That is, you stop to make sure that the way you are presenting your content is hitting the target. Presenters who can make this distinction will have a huge advantage at senior-level meetings.

Unfortunately, many presenters are so focused on their content that they don’t have the psychological bandwidth to be aware of what is going on in the room on an interpersonal level:

• Who is paying attention?

• Who is not?

• Who is taking it into the weeds?

• Who has time constraints?

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Medium 9781576753132

5 Action Planning and Introduction to Interventions

McLean, Gary Berrett-Koehler Publishers PDF

102

OVERVIEW Based on the findings of the assessment, an action plan must be created. What goals and objectives will the organization establish, and what will the organization do as a result of the assessment and feedback? This chapter includes a form to assist practitioners in the process of doing action planning as a collaborative group, relying heavily on the use of the affinity diagram process described in the previous chapter. An overview of implementation options will be included in this chapter to suggest approaches that might be included in action plans.

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ith the assessment and feedback completed, and with the input of those receiving the feedback, the steering team can now begin the process of deciding what to do in response to the assessment. This step, the Action Planning phase, is shown in Figure 5.1.

A wide range of interventions is available to OD professionals. (An intervention is an activity designed to help achieve the goals and objectives established in the Action Planning phase.) What follows in this chapter is, first, a discussion of a process for separating training needs from other types of OD needs. This will be followed by a description of one approach to creating an action plan, followed by a brief overview of the range of implementation interventions available.

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