Dr Maggi Linington" <lngtn-mj@acaleph.vista.ac.za> wrote on 5/3:
"All actions start from a potential Thus we are motivated initially from
discovering that we have potential..then we develop a conciousness that we
can. In that way we discover a need that motivates us. i.e. in order to
motivate someone you make them realise they have potential?? My thinking
is that we have an unending source of potential and we deaden our
perception of it. We think we can't, and learning starts when we realise
we can."
Maggi, good morning:
I agree with your premise of the unending potential. An experience of
managing a 100 person customer order center brought this clearly to my
consciousness.
Performance reviews rank persons across a wide scale. Organizations
frequently give attention to those with high marks, attention to those
with low marks (for a different reason), and a degree of satisfaction, but
not special attention, to those in the broad-band middle.
It was when I backed off from the traditional ranking process that I
began to see what you're talking about: that each person (and I frankly
can't recall a single person to contradict this) has an extraordinary set
of strengths, some of which are applied to the work place tasks. Others
are mostly unknown to the organization, seldom challenged, and left to
flourish elsewhere or never to be born.
It's the alignment of this potential with a "worthy" vision that makes
leadership so "potentially" exciting.
Best Regards,
Terry Priebe
Decision Support Associates
mailto:insight@de-sa.com
http://www.de-sa.com
--"Terry Priebe" <insight@de-sa.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>