Rasmussen MA CEC PCC When you are building your team inevitably you are going to hire and individual or two that you struggle to manage.
As part of my studies on Organization Development at Royal Roads University in Victoria I read Don’t Just Do Something, Stand There! Ten Principles for Leading Meetings That Matter (Weisbord and Janoff, 2007) I was 6 pages in and read the following and knew right then this would be the next book I would share with my readers.
We dropped labels like “resistance” and “defensiveness” choosing instead to see people doing their best with what they had. We stopped listing problems as the first step, building instead toward a comprehensive picture of the whole and a preferred future before deciding what needed to be done. WE stopped asking what went wrong and how to fix it. Instead, we substituted “What are the possibilities here, and who cares?”
