Keep up the great work

Seth Godin wrote today of Low Esteem and the Factory, of how many companies are still looking for employees they can categorize, command and dominate.  He writes: If you want to raise your game and build an organization filled with people who will change everything, the first thing to look for is someone who hasn’t […]

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They’re only….

…only what? Stop saying, “They’re only…” Start saying, “They could be…” Don’t expect less of people.  Expect more. Stop keeping Mike pigeonholed as the guy who peed his pants in first grade or Suzie labeled as the perpetual teacher’s pet. Quit dwelling on that time Danny missed his deadline or all those times last year

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Mapping the options

Today, I got into a disagreement over a blog post. In the blog post, the author offers one way to move the people of an organization from stopped-and-waiting toward innovating-and-creating. My response to the blog post was swift: That won’t work. That: The actions (and cautions) the author prescribes. Won’t work: Will not produce the

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How fast can you go?

In my own, fully experimental, non-research supported method, I’ve found two ways to judge someone’s capacity for speed (of change). 1.  Listen for their verbal clues.  What do they say when presented with something much better, faster, cheaper than they thought possible? Do they verbally lean into the speed of the change and say: Thank

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Are you a Linchpin?

Seth Godin launched his new book Linchpin this week.  I think I’ll be buying it this weekend.  Wondering why I’m in such a rush?  Check out these excerpts from the write up. There used to be two teams in every workplace: management and labor. Now there’s a third team, the linchpins. These people invent,

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Driving Change versus Driving People

Learning new things often requires learning new terms, especially when the old terms (e.g., leadership, change management) are overburdened with vague and contradictory definitions and descriptions. Through my work with large organizational change, I’ve learned that I need new terms to describe two very different change methods, driving change versus driving people. I’ve found driving

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