I work in a highly technical environment where many of our employees are very educated and driven. We regularly engage with employees who have a history of being right. They were generally the most intelligent people in their peer groups growing up and are used to having others stop to listen to and follow their ideas. Because of this, and their driven personality, they place a high value on being right.
Often they are so intent on being right that they present for themselves two important problems.
1. Their conviction in how right they are creates a situation where they cannot admit that they are wrong. They will change the situation around to prove that what they meant or what they were thinking was indeed correct and therefore, even if what was provided differs from what was requested, they are NOT WRONG. People who behave this way often don't take responsibility for gaps in their performance. They would often rather argue the merits of their point of view rather than get beyond it so they can focus on the solution. These people are often very difficult to work with and, as such, don't enjoy a high level of support from their peers. They dismiss others from their alliance.
2. These people often value being right so much that all else falls to the side. Every relationship is at risk for these people. I often refer to this as the high cost of being right. It can destroy sibling relationships as well as marriages and relationships in the workplace. Once others recognize that everything else is subjugated to ego, they will withdraw and preserve their energy for other worthy endeavors.
I find that among teen-aged, and adult siblings, that this imperative around being right results in nonstop bickering and arguing about every little thing. It makes me think of this video clip.
Humility is the prized characteristic. How can we grow, develop, share, love, and nurture if we spend all our energy in being right? I don't want to invest any of my energy into a person who can't see beyond their own selfish desires.
Tuesday, July 21, 2015
Monday, September 19, 2011
Peer Mentoring and Daily Coaching
I have a person who I really enjoy working with. We work in the same department and technically he reports to me but I value the interactions we have. He helps me and I hope I help him as we move down our respective paths toward our goals.
One of the most important components of our relationships is an environment of high trust. Since we both know that we have one another's best interest at heart, and we see each other as more than coworkers, we can say things to one another that would typically be uncomfortable. Ronnie is the type of friend who motivates me to push myself to be the best I can be as a leader in the department. We can sit together and discuss what is needed in our department. It can be something related to ensuring that we have sufficient succession planning, whether we have developed the right level of training opportunities or how we might better help develop individuals while sharing new concepts with our team. We collaborate in a way that have a long term benefit to each of us, to our department and to the organization.
Trust and credibility are the keys we rely on to ensure we are providing each other the support and frank feedback required for self development.
As I was looking for material to share on a topic at work, I came across this clip about peer mentoring and daily coaching. I was impressed by it to the extent that I've posted it on LinkedIn, Facebook, Twitter and now here. I think it has the power to enhance relationships and provide raw awareness of how we are progressing on the things we value. Personal accountability in a pure sense.
One of the most important components of our relationships is an environment of high trust. Since we both know that we have one another's best interest at heart, and we see each other as more than coworkers, we can say things to one another that would typically be uncomfortable. Ronnie is the type of friend who motivates me to push myself to be the best I can be as a leader in the department. We can sit together and discuss what is needed in our department. It can be something related to ensuring that we have sufficient succession planning, whether we have developed the right level of training opportunities or how we might better help develop individuals while sharing new concepts with our team. We collaborate in a way that have a long term benefit to each of us, to our department and to the organization.
Trust and credibility are the keys we rely on to ensure we are providing each other the support and frank feedback required for self development.
As I was looking for material to share on a topic at work, I came across this clip about peer mentoring and daily coaching. I was impressed by it to the extent that I've posted it on LinkedIn, Facebook, Twitter and now here. I think it has the power to enhance relationships and provide raw awareness of how we are progressing on the things we value. Personal accountability in a pure sense.
Monday, September 5, 2011
Getting started
As I was sharing some leadership video clips with a friend it occured to me that it would be good to have a place to store and share the many leadership articles, clips and videos that I collect.
I have made the study of leadership and the applications of the various practices I've studied my passion over the last several years. I want to share the resources I've collected and hopefully provide assistance to others in their own quest.
Bill
I have made the study of leadership and the applications of the various practices I've studied my passion over the last several years. I want to share the resources I've collected and hopefully provide assistance to others in their own quest.
Bill
Subscribe to:
Posts (Atom)