daftandbarmy
Army.ca Fossil
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It's the Leadership, Stupid
The morning coffee break had wrapped up and we were back at it, involved in a deep discussion. Some people were at the whiteboard, some debating one another, and some listening attentively as we batted an issue around the room.
The door to the conference room swung open and it seemed that a new member was joining the meeting. That is, until he didn't. He entered the room, but made no eye contact with either the group leader or the facilitator. He took one of the chairs in the main circle, but immediately grabbed a mobile device from his briefcase. Physically, he was in the room. But mentally, he never joined the meeting or tackled the problem we were trying to solve.
Later, when there was a key decision to be made, someone interrupted this person to ask his opinion. And that's when I learned that he was "the leader" of this initiative. At least, he was supposed to be.
It would be easy to dismiss his behavior as poor manners, a busy executive doing his best. You might even think I'm picking on the person, since each of us has done this to some degree or another. Yes, we all hate to go to meetings. Yes, we all have too much to do. Yes, we are all anxious that our inbox is being filled while we're away from our desks.
But to excuse this behavior misses a key point: how small actions lead to big outcomes. Dismissing this behavior leads to a culture none of us want. It misses how micro-actions like this add up to an ensuing result none of us want.
http://blogs.hbr.org/cs/2011/08/its_the_leadership_stupid.html?cm_mmc=email-_-newsletter-_-leadership-_-leadership090111&referral=00206&utm_source=newsletter_leadership&utm_medium=email&utm_campaign=leadership090111
The morning coffee break had wrapped up and we were back at it, involved in a deep discussion. Some people were at the whiteboard, some debating one another, and some listening attentively as we batted an issue around the room.
The door to the conference room swung open and it seemed that a new member was joining the meeting. That is, until he didn't. He entered the room, but made no eye contact with either the group leader or the facilitator. He took one of the chairs in the main circle, but immediately grabbed a mobile device from his briefcase. Physically, he was in the room. But mentally, he never joined the meeting or tackled the problem we were trying to solve.
Later, when there was a key decision to be made, someone interrupted this person to ask his opinion. And that's when I learned that he was "the leader" of this initiative. At least, he was supposed to be.
It would be easy to dismiss his behavior as poor manners, a busy executive doing his best. You might even think I'm picking on the person, since each of us has done this to some degree or another. Yes, we all hate to go to meetings. Yes, we all have too much to do. Yes, we are all anxious that our inbox is being filled while we're away from our desks.
But to excuse this behavior misses a key point: how small actions lead to big outcomes. Dismissing this behavior leads to a culture none of us want. It misses how micro-actions like this add up to an ensuing result none of us want.
http://blogs.hbr.org/cs/2011/08/its_the_leadership_stupid.html?cm_mmc=email-_-newsletter-_-leadership-_-leadership090111&referral=00206&utm_source=newsletter_leadership&utm_medium=email&utm_campaign=leadership090111

