I agree with Tim Keller, “I read because I’m desperate.”
While reading by itself will not make one a better leader or follower, reading well will improve both. Yet, even then, one must take the knowledge and allow it to change his/her life.
Read purposefully.
My favorite part of this passage is the quote, "leaders confront problems, not people."
I see this as a problem not only by manager positions, but also employees.
See, managers need to learn to practice "Diplomatic Confrontation," as the author labeled it. They need to identify unacceptable behaviors, and address the behaviors with the guilty. Dont blow up at the guilty, blow up at the problem the guilty created.
Employees also need to learn to soak in confrontation. I had made a mistake in a big game that almost cost the team the game. Coach Dicus had a thing or two to say that didnt exactly make me feel good about myself. After having my self esteem lowered a couple more points, another coach came to give me some advice. He said, "Dont listen to how Coach Dicus says what he is saying, but listen to WHAT he is saying." Looking back Coach Dicus had given me some very good advice, but from the tone of how he was yelling it, I didnt listen to what he was saying, but instead how he said it. In turn I learned nothing, but to try and keep Coach Dicus from yelling at me again.
Ever since, when I screw things up or make mistakes and have to hear from a manager about what I did wrong, I listen to WHAT they are saying, not HOW they are saying it. We should all try, because those above us usually know a thing or two that we can learn.
Great comment Jesse. As Leaders though, we should always remember how we "influence" people at ever turn....and as Leaders, I know you know I mean everyone!
Page 41: I'm trying not to relate the story about the bird feeder to our clients. Meaning, how much time we spend trying to tell a client how to resubmit a file vs how much time they have spent not listening to us....read the story and tell me if you think there is any relevance.
2 comments:
My favorite part of this passage is the quote, "leaders confront problems, not people."
I see this as a problem not only by manager positions, but also employees.
See, managers need to learn to practice "Diplomatic Confrontation," as the author labeled it. They need to identify unacceptable behaviors, and address the behaviors with the guilty. Dont blow up at the guilty, blow up at the problem the guilty created.
Employees also need to learn to soak in confrontation.
I had made a mistake in a big game that almost cost the team the game. Coach Dicus had a thing or two to say that didnt exactly make me feel good about myself. After having my self esteem lowered a couple more points, another coach came to give me some advice. He said, "Dont listen to how Coach Dicus says what he is saying, but listen to WHAT he is saying." Looking back Coach Dicus had given me some very good advice, but from the tone of how he was yelling it, I didnt listen to what he was saying, but instead how he said it. In turn I learned nothing, but to try and keep Coach Dicus from yelling at me again.
Ever since, when I screw things up or make mistakes and have to hear from a manager about what I did wrong, I listen to WHAT they are saying, not HOW they are saying it. We should all try, because those above us usually know a thing or two that we can learn.
Great comment Jesse. As Leaders though, we should always remember how we "influence" people at ever turn....and as Leaders, I know you know I mean everyone!
Page 41: I'm trying not to relate the story about the bird feeder to our clients. Meaning, how much time we spend trying to tell a client how to resubmit a file vs how much time they have spent not listening to us....read the story and tell me if you think there is any relevance.
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