by DavidFraser | Mar 19, 2014 | Leadership, Learning, Personal Mastery
…it’s a question of whether you need the knowledge. Sometimes we base our choice of what to learn about by what interests us, but actually to succeed in our goals, we need to learn about what’s necessary, even if it isn’t very interesting. Many...
by DavidFraser | Mar 14, 2014 | Change, Leadership, Organizations, Systems
Inertia is usually better resourced than change—better staffed, better financed, and better organised. It’s usually easier to get paid to do something that reinforces the status quo than it is to do the radical work needed for an overhaul of the existing order....
by DavidFraser | Mar 12, 2014 | Communication, Leadership, Personal Mastery
…it is sometimes necessary to take into account the actions of other people. It was a week of Winston Churchill quotes last week, though not, in fact, this one: “In making plans for war, it is sometimes necessary to take into account the actions of the...
by DavidFraser | Mar 7, 2014 | Change, Leadership, Organizations, Systems
W. Edwards Deming said “Help must come from outside because a system is not capable of understanding itself.” In other words, it can be hard to see the wood for the trees. This is true whether we’re talking about a single person or an organisation...
by DavidFraser | Mar 5, 2014 | Change, Leadership, Learning, Personal Mastery
If we decide, for whatever reason, to be interested in detail rather than the big picture, for example, or possibilities rather than procedures, and we find that that (unconscious) choice works for us, then we’re likely to do more of it—without really thinking,...
by DavidFraser | Mar 3, 2014 | Influence, Leadership, Relationship Skills, Wisdom
Do “they” want to know what you stand for? Do they want you to be on one side or the other? Much easier for them to deal with you that way; clearer too, I suppose. But wrong, if you actually stand for balance. Hold your ground.
