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- From Fix-It to Facilitator—A manager who has
great problem solving skills, and solves all the problems by himself, is a dinosaur. By
way of contrast, a twenty-first century manager employs expert interpersonal skills to
facilitate other people solving problems themselves.
- Team Building—Team Building is a two-step
process: First, build the team from within through a series of get-to-know-you exercises.
Second, the team as a whole builds the future for the organization by contributing ideas,
criticism, process improvements and dedication.
- Communication Skills—Communication depends on
listening. Good listening occurs when we realize or experience something in common with
the other person. Pride, selfishness, and the need to form our own rebuttals all interfere
with good listening.
- Emotional Intelligence--E.Q. grows out of the
blending of self-knowledge with empathy. When we seek constructive feedback from others we
demonstrate the courage to gaini self-knowledge and the humility to improve willingly.
- How to Do Corrective Action—Ask yourself these
ultimate questions: "Did I want the person to succeed? Did I do everything reasonable
to that enable them to succeed?"
- Adapting to Change—Some people thrive on
variety, constant stimulation, and the challenge of unusual situations. Others lose their
internal balance because they fear the unknown. Everyone who is "invested" in
the change can adapt to it. But different investing situations are required for different
people.
- Diversity—Respect is the foundation of all
relationships. From respect flows tolerance, acceptance, and - when a strong sense of
group purpose exists - the valuing of differences.
- Conflict Resolution—Turf consideration,
insecurity, the presence of prima donnas, and role confusion are frequent factors
in organizational conflicts. Bring the parties together and ask them whether they want to:
persist in ego gratification? Or get results?
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