Great posting, Rol--thank you very much. I just pulled my Kouzes-Posner
down to help your memory (and mine)--the two you couldn't remember were
"inspiring a shared vision" and "enabling others to act." I second your
advice to those who haven't used this book to get a copy. I used their
leadership practices inventory with all of my teams over a year ago. It
was very insightful and helpful. At our open space learning circle
tonight, a member shared with us (some of you have undoubtedly heard this
before) the three characteristics of resilient children (kids who survived
events like the holocaust, war, and so forth and who were able to lead a
rich, full life afterward). Those characteristics they shared were caring
and supportive relationships; high expectations; and meaningful
participation. I was struck by the universality of these three
characteristics--because these are what so many people want in their
organizational life; in their family, community and religious life. I
mention this here, because I think I hear you rephrasing and uttering
these same components in this posting.
I think that the term ranking is less important or relevant than was the
process (and the values) you described. Setting high standards and high
expectations has nothing to do with ranking people--and the people often
see (though they need direct responses from someone) whether or not they
are meeting standards. Providing a caring and supportive environment may
seem difficult to do in many organizations--but it can be an integral part
of telling people that they are succeeding or failing to meet the
standards. Providing meaningful participation--meaningful work, work that
has meaning to the individual and to the organization . . . if it is
meaningful it has value--and the person who is participating in the work
has value also.
Thanks again, Rol. I too know how much self-esteem can be generated
working within an organization that provides these three elements--and
insists that its' members meet the highest standards of performance.
regards,
Doc
Rol Fessenden wrote:
> This is not in response to any specific post, but is a general response to
> some implicit assumptions I think I am hearing, which are that if
> employees don't like it, it must be bad. If people are dissatisfied with
> it, it must be bad.
--snip--
> How do you express caring for a person? I think it is by doing yourself,
> exactly what you expect of them. Accept discomfort. Describe your
> mistakes and your learnings. Describe how it made you feel. Be
> vulnerable. Be concerned about their lives, their success, especially
> about their performance. Want to learn yourself. Be willing to challenge
> them to improve their performance.
>
> Posner has 5 rules of the great leader. Every rule, to be carried out
> effectively requires courage, humility, vulnerability to some extent. I
> just went looking for my book, but I have given it away (again). One rule
> is "Encourage the heart". Another is "Challenge the system." Another,
> "Model the way." Really _do_ those things, and you will find yourself
> growing. Read the book (not a rule, just my advice). It is
> "leadership..." by Kouzes and Posner.
-- "We think highly of men when we do not know the extent of their capabilities, for we always suppose that more exists when we only see half." -Marquise de SabliThresholds--developing critical skills for living organizations Richard C. "Doc" Holloway Please visit our new website, still at <http://www.thresholds.com/> <mailto:learnshops@thresholds.com>
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