Thanks,Rol,
I hope others from the list respond to my request for examples.
I've been accused of a lot of things, and one of the things you said
reminded me of one. You said, ". However, the skills required are more
those of a therapist than those of a business person." I've been told
that I act more like a psychologist or counselor than anything. Its the
people thing.
And I do agree that it isn't just training, or another thing. I think it
comes down to the maturity and character of both individuals and their
willingness to invest trust in the other. I've been working with a
company which bought another two years ago. All new management, and about
half of the staff are new. What they haven't learned is why the old
timers don't ask questions, take initiative or exhibit any interest in
communicating with them. It is simple, they were never compensated either
extrinsically or intrinsically for doing those things, and so they became
compliant and quiet, didn't make waves and existed on meager pay,
virtually lazy. Increasing pay isn't enough. Increased company
communication tools aren't enough. Improved results are not enough. Its
the culture, not the processes that have to change. And that is integral
to any evaluation program. Fortunately, the head of the company has got
it together, and the old and new timers trust him. Another two years,
their impact will be great.
Thanks again,
Ed Brenegar
Leadership Resources
edb3@msn.com
--"Ed Brenegar" <edb3@msn.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>