Finding the positive in situations is sometimes very hard to do.  Guided by this book, the value of the effort is clear, purposeful and effective.   If you get this book, then you can use these pointers.

TO APPLY THESE

«  Be prepared to practice, practice, practice.  This is a different approach to inquiries and “problem solving”.

«  Consider the success factors that have made your organization achieve its goals.

«  Start with small group dialogues to try on the methods.

«  Consider developing training on the methods and how to roll it out through the organization.

THE NEXT STEP

This is really a thin book…fast to read and understand.  There are practice ideas that can be explored in small or large groups.   Consider adding 15 minutes to a staff meeting to relish a success and create a template for new successes.  Regardless of your organization’s business, building on success factors will make for a positive and welcome approach to growth.

Who wants to change?  Very few people...but there are times when we must.  So if you get this book, you may use these pointers.

(excerpts from table 14.1, page 123)

TO APPLY THESE

«  CEOs are expected to play four general, yet competing roles:  vision setter, motivator, analyzer and taskmaster. 

«  The key to being a successful leader (as opposed to a manager) is the ability to integrate the transactional and transformational paradigms.

«  Trust may just be a greater asset than money.  Trust is the means and profit is the end.  How do you measure trust in your organization?

«  Excellence is dynamic; it must evolve, going through four phases:  initiation, uncertainty, transformation and routinization.  Yet excellence is a form of deviance.  An excellent leader goes beyond the norms, but the system will try to normalize the leader’s efforts.

THE NEXT STEP

People must change for the organization to change.  This requires the strength to discuss the “un-discussable issues” that prevent people and organizations from reaching their potential.  The organization must have a clear vision.  The people must trust the leader.  Without these, there is no forward motion.  The transformational leader has earned the respect and trust of the people and is able to articulate a clear vision.  The vision must link the operational present with the developmental future.   Examine yourself and your leadership team.  Where are you on this chart?  Where are they?  What is your vision?  Are you trustworthy?  Have you built the bridge from the present to the future?  If not, consider a strategic facilitator to guide you through the process.