Tag Archives: Organizational Health

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For the crazy ones who think they can change the world…

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~This is one of my favorite quotes…

“Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.”  Apple

[Tweet “I am one of the crazy ones!”]

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How to End the “Blame Game” ~ A Dream For Change

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This post was originally featured on SmartBlog for Leadership after 20 years of experiences and a very thought-provoking blog written by Jesse Lyn Stoner….

Have you ever been frustrated by name-calling, finger-pointing and the blame game? Or watched how harsh judgments can divide people, divide organizations and result in inefficiency and ineffectiveness?

For 20 years, I’ve observed the impact that judgment has on relationships, families, organizations, neighbors, communities and nations.

When I was a youth director, I noticed that when teens with a strong vision for their own lives said “no” to what was popular to stay focused on personal goals, their peers frequently perceived that they were being judged — even when they weren’t. They in turn judged the teens with vision.

That perception of judgment frequently caused the teens without vision to band together and alienate or bully the teen with clear vision, leaving scars and closing opportunities for both groups to learn from each other.

I watched this same behavior take place in neighborhoods, workplaces, politics, churches and different parts of the world. Sometimes those judgments were real and sometimes they were imagined. Sometimes individuals suffered alone. Often, however, those judgments affected the way people worked together, problems were solved, opportunities were maximized and organizations and economies grew or shrunk.

Collaboration means respecting the people who see things differently, rather than assuming a superior attitude and dismissing them as evil, crazy or out of touch with reality. — Jesse Lyn Stoner

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The greatest opportunity for improvement & growth: Culture

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Every time I read this quote from Patrick Lencioni every cell in my body wants to stand up and cheer!

“I am convinced that once organizational health is properly understood and placed into the right context it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage.  Really.”  

I can tell you true stories for hours that emphasize why the truth in that quote sparks such passion!  Here’s one of them…

John was offered a position with another company.  He accepted the position, signed a new lease and relocated to take the job. 

In his first week, some of his new co-workers take him out to eat.  Before the meal ends they tell him that they need to warn him about one particular person that he will work closely with.  They go on to share that anyone who has ever been hired in a position similar to his, has consistently been bullied out of the organization by this person.

A few days later John has lunch with someone in the community that he has known for a few years, but does not know well.  This man advises John that he should not trust ANYONE in the organization that he is now employed with.

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5 “Sticky” Posts on Leadership

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Over the past couple of years I have read and shared lots of blog posts.

The posts listed below bring understanding to anyone seeking to lead at a higher level. 

  • They are posts that “STUCK” the first time I read them.
  • I’ve pondered them, referred to them, and shared them.
  • Most of them are several months old, and they are just as “STICKY” today as the first day I read them.
  1. CEO’s:  Who tells you that your baby’s ugly? By Ted Coine. We’ve all heard the “Urban Legend” that you can’t tell the CEO when they are throwing time and money at something that is not designed to address the root cause of the issue.   The question I keep asking is WHY?  Has that Executive proven that they continually shoot the messenger? If not, why do we believe that giving them information that will make them and the organization they lead more effective, is a suicide mission? If you are a CEO… Do your people tell you when your “baby” is ugly?  If not, what can you do to change that?
  2. Why Executives Get Impatient – Fear!  By Kate Nasser.  I love the use of the word bejeebers in this post.  It makes me laugh every-time I read the word.  Just the use of this fun word in the midst of sound advice planted this post in my long-term memory immediately.  It is a great guide for anyone that is trying to learn how to be more effective when they “lead up.”  
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You’re invited to a dialog about organizational change.

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In April of this year I shared some thoughts on Google+ about creating and sustaining organizational change.  Greg Troxell engaged with those thoughts and we had a brief dialog.  As I am preparing for an upcoming organizational development project, several recent articles and conversations reminded me of our exchange.  With Greg’s permission I am sharing that conversation and inviting you to join in!

Time for Change - Ornate Clock

My original comment:

Ken Blanchard says there are 3 steps to creating change – Impacting knowledge, then attitude, then behavior.  My understanding of his concept is this: 

  • When others hear you share a powerful vision, you begin to impact their knowledge.
  • When they see you modeling the behavior you just described, you begin to impact their attitude.
  • When they choose to participate in the vision, you have impacted their behavior.