1 Pareto root o Always playing catch up Morgan SSB 15 over work 85 over broader

1 pareto root o always playing catch up morgan ssb 15

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New problems look like old problems (1.1 Pareto, root) o Always playing catch up - Morgan, SSB, 15% over work, 85% over broader context such as organization o Success often far away from central system o People are scared of change and what currently works 7.1 Cultivating Trust - Trust cannot be bought, it is earned as people gain confidence in you as a person and leader - Trust vs. Broken Promises o Trust is critical to success o Work to reestablish/compensate - Trust vs. Promotion o Give all the credit to your team, special contributors o Credit is not a zero-sum game, give it generously - Trust in Transfer o Ensure fairness and new start to all - Trust vs. Pay cuts o Speak the unspeakable, tell the truth constructively - Related Chapters o Win-win 8.1 Tutorial o Perspective of Stakeholder 2.1 o Multiple forms of intelligence 1.1 o Learning to learn 11.1 7.2 Ripple Effect of Words and Actions - If you’re a leader, people are always trying to read you for advance warnings - Be careful of potential consequences, even if it is unintended - Consequences vs. Public Talks o Recognize positive, negative impacts of words o Decide what your objective is, publicize, promote, volunteer - Unexpected Press Conferences o Focus on ripple effects of words and action o How will what you do and say be interpreted? - Competing Friend o Use humor, avoid ideas of jumping ships o Avoid contact - Issue on Productivity o Know what you want to achieve, act accordingly Related Chapters - Butterfly Effect 5.2 8.1 Empower People to Make a Difference - Organizations need to encourage people in contexts where they can apply/step forward with during insights, skills, intelligence to contribute - They fail because it flattens hierarchy, bureaucratic fragmentation, and letting people exert power and influence in the problems they face - If it is called Employee Empowerment program, it will fail. Perspectives - Senior Executive o Can allow managers to give up responsibility and evade leadership roles o Create impression of mandating, coercion, which will unleash anarchy and dissidents - Middle Manager o Left with nothing to do o History suggests: workforce taking more and more important roles eliminate role of middle managerial roles - Lowest Level o Treat this as an insult to low level workers o They are not paid to do this job, trained incapacity - Academic Viewpoint o Paradox because concept of empowerment is problematic o Operating in assumption of superiority o Can only empower oneself - It is easy to see why they avoided empowerment (the E word) - Yet, organizations need empowered employees Executives take 2 different views of empowerment 1) Delegation and control within clearly defined boundaries - Empowerment: Senior managers create a framework/direction of action - Staff is empowered to complete and implement the task in detail with provided resources and allocated tasks 2) Personal risk-taking, growth and change
- People-centered process allowing individual growth and initiative - Polarized views - (1) is managerial tool and (2) is trust and people development - Nancy Foy: When people in organization are

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