On Mon, 6 May 1996 12:40 Brock Vodden wrote -
> At 07:53 AM 4/29/96, you replied to what I wrote about systemic factors
> which are often at the root of poor management and leadership development
>
> Martin:
>
> I see we are on the same wave length regarding the leadership of many
> organizations and the systemic causes which lead to "impaired vision".
>
> I have seen this scenario played out in countless organizations here in
> Canada. I agree that it is a cultural phenomonenon. We use the same
> approach for promotion and development in all sectors: public, private,
> not-for-profit, and voluntary. The problem is most in evidence in smaller
> and medium-sized organizations, but I have seen it in very large
> organizations as well.
>
> I suspect, though I have no proof, that this leadership issue is so
> widepread that it may be the most significant factor behind Canada's poor
> productivity record. If this is true, then we must intervene systemically
> to alter the course. I compare this problem to a computer virus which is
> designed to do three things: damage files and data in the system, hide the
> damage, and hide itself from anti-virus software. The "user" in this case
> will not seek a solution without intervention from outside, just as the
> companies are not likely to work at solving their own version of this
> problem, because they have not realized that the problem exists.
>
> Who can intervene?
>
> What is the best point of intervention?
>
> How do we change the culture - not just of an organization - but of a
> nation?
We change just as one eats an elephant, one bite or one person at a time.
The problem is that there is no specific set of actions and specific
reasons for those actions on which we can then agree. The problem is that
we have been led to believe that we can choose our own leadership style
and that it should be compatible with our personality. Leadership of
people has been so shrouded in mystique and unknowns that it is considered
different and distinct from managing and is often reserved for only
presidents and generals. It is so ill defined that many people won't touch
it with a ten foot pole.
None of these are true and leadership is actually easy to understand and
easy to execute through specific actions backed up by specific reasons why
they are correct and others are incorrect. These leaderhip actions cover
every aspect of human interaction between a manager/executive and his/her
people.
If you are interested, I will give you info on how to get them. Through
them, we can change a company's culture and in that way affect your entire
nation.
Regards, Joan
eo
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Joan Pomo The Finest Tools for Managing People
Simonton Associates Based on the book
jpomo@gate.net "How to Unleash the Power of People"
--"jpomo@gate.net" <jpomo@gate.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>