We are shaped by the people who surround us. Our joys are more pleasurable when they are cherished by our friends, our successes more enjoyable when they are applauded by those whose opinions we care about, our protests are less lonely and our indignation less unsure when shared by our supporters, our hatreds more corrosive when goaded by fellow zealots, our sorrows less burdensome when borne with our family.
My colleagues and I focus on helping a system develop greater self-knowledge in three critical areas. Continue reading
Because of its value, some people have called feedback “the breakfast of champions.” But it isn’t the breakfast; it’s the lunch. Vision is the breakfast. Self-correction is the dinner. Without vision, we have no context for feedback. We’re just responding to what someone else values or wants. We’re living out of the social mirror. We fall into the trap of trying to become all things to all people, meeting everybody’s expectations, and we end up essentially meeting nobody’s, including our own. Continue reading
I recommend twenty things that I’ve found to be very helpful in developing the inner strength and security to create 3rd Alternative solutions:
1. Beware of pride. Let go of needing always to be “right.” Your grasp on reality is always partial anyway. Allow yourself to achieve the important breakthroughs in relationships and creative solutions that will never likely be realized if you stubbornly hold on to being “right.”
2. Learn to say “I’m sorry.” Do it quickly once you realize you’ve fallen short or hurt someone. Be sincere and don’t hold back. And don’t go just half way. Apologize fully, take responsibility, and express your desire to understand.
3. Be quick to forgive perceived slights. Remember, you choose whether or not to be offended. If you feel offended, let it go.
4. Make and keep very small promises to yourself and others. Take baby steps. As you create a pattern of doing so, make and keep bigger promises. Your own integrity will become your greatest source of security and strength.
5. Spend time in nature. Go on long walks. Create space in your life every day for reflection on the synergies of the world around you.
6. Read widely—it’s one of the best ways to make mental connections and get insights that can lead to 3rd Alternatives.
7. Exercise often, each day if possible; and eat healthy food, with balance and moderation. The body is the instrument of the mind and spirit.
8. Get enough sleep, at least 7 to 8 hours daily. Science tells us that the brain grows new connections during sleep, which is why we often awake with sparkling new ideas. And you’ll find yourself so much more able to give the emotional, mental, and spiritual energy needed to create 3rd Alternatives.
9. Study inspiring or sacred literature. Ponder, meditate, or pray. Insights will come.
10. Make quiet time for yourself to think through creative 3rd Alternative solutions to your challenges.
Organizations have been built on the notion that people must be held accountable and that someone else is in charge of doing that. This kind of thinking, more than anything else, creates and maintains parent–child conversations in the workplace that foster cultures relying on compliance rather than commitment. The idea that we are all responsible for our own commitment is radical.
From the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it–and your obligation.
Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.
This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.
Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
( Recommended by Fanny Limare-Wolf) Continue reading
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing. Continue reading
The potent force that shapes behavior in these organizations and in all natural systems is the combination of simply expressed expectations of purpose, intent, and values, and the freedom for responsible individuals to make sense of these in their own way. Continue reading
In this chaotic world, we need leaders. But we don’t need bosses. We need leaders to help us develop the clear identity that lights the dark moments of confusion. We need leaders to support us as we learn how to live by our values. We need leaders to understand that we are best controlled by concepts that invite our participation, not policies and procedures that curtail our contribution. Continue reading
What a Producer Does
He has an idea and pursues it; or he learns of someone else’s idea and seeks the means to realize upon it … indeed, to be sure that it is improved upon. A good producer, as an inspirer of creativity, must, himself, be creative. He is a creative administrator … a judge of creativity. He guides and helps hundreds of people toward an objective that becomes increasingly clear-cut as the work proceeds from an idea, through its script and budget preparation, then to shooting (very tense and money hazardous), then to post-production (cost manageable and leisurely if you don’t have a pressing air date or release deadline). It’s like herding bees with a switch. Continue reading