Too much writing, particularly at work, is a form of ritual, hollowed of meaning. The transmission of purpose, the changing of minds or the spur to action is an afterthought…
Category: Transparency
Long term thinking
It is amazing how seemingly intractable conflicts disappear with the right timeframe. If only you can play a long enough game, you can almost have it all. If we could build longer term thinking into our organisations we would see a sustained improvement in performance and welfare.
Good meetings
You won’t have fewer meetings. Abandon that fantasy now. Meetings are to a manager what lessons are to a teacher. Plenty of vital work goes on around both, and you can have too much of a good thing, but they are the arena in which the work comes to fruition.
Unity
Unity is best served by disagreement. That is, people are most likely to commit to an action – even one they disagree with – if they have had the chance to make their point…
Truth doesn’t rise to the top
People are less likely to bring you bad news. They are more likely to agree with you. They are less likely to tell you that you are being an idiot. People are more reluctant to interrupt you with helpful observations. People may assume you have deep and wise reasons for your outwardly baffling decisions….
Silo working and career progression
This may be just me but in every large organisation I have worked in, and in every employee survey I have read, people complain about internal communication between departments and opportunities for career progression…
Visibility
People don’t always see us at our best. They aren’t always comforted and protected. We are really bad at secrets. But I think the effect is overall positive…
Delegation
What do I know that they don’t? What do they know that I don’t?
Note to self 