I love history. Leaders, in trying times and challenges making pivot-point decisions that shape and impact states and people. Games people play that reverberate for decades and centuries, from a people and systems development frame, fascinates me. I read history and see organization development, leadership coaching, and strategic planning and wonder how personalities and politics frame decisions and how I might analyze, recommend, or design a solution had I been a present. Currently, I am drawn to review the United States’ history, from experimental governing conception. Earlier I wrote about A Leap in the Dark: The Struggle to Create the American Republic as a fascinating, well-written, engaging, and dynamic read for anyone — talk about change management. Where Leap in the Dark took me from the birth of the U.S.A. to the dawn of the Jefferson’s presidency, this book picks up at the dawn of Jefferson’s presidency. For …
An organization’s present is built upon their collected history. This history is an essential core of their organization’s being. The past set the present capabilities. Rattling an organization’s history is rattling the foundation stones of an organization’s culture.
A highlight into what people do wrong attracts attention to … what people do wrong. No one likes association to something broken. No one likes it pointed out they work within, are part of, or manage broken processes.
An intervention should not open an inquisition for blame and shame, but an inquiry into the possibility of what can be.
Until I add knowledge, skills, and abilities as an important to individual and team success, to intervene seems less an option than a core competence.
We need to intervene before we lose even more of your organization’s ability and desire to achieve both individual, team, and organization goals.
We should revisit what has become the noise surrounding essential knowledge, ability, skills, and competencies organizations need from people ready to lead.