Today's article, “Unexamined, Underlying Compelling Beliefs,” expands on my previous article.  I'm very interested in your thoughts on this one. Sometimes I write what I know will work.  This time, I'm taking a shot at what I think.

     If you agree, I'd love to hear your thoughts on the topic.  If you disagree, I'd also love to hear your thoughts on the topic.

     Dennis
 
 
     Why is it that some people at the beginning of a year make a big deal about "New Year's Resolutions"?  It's likely because the new year feels like appropriate timing to try something new.
     This article encourages you to look beyond the obvious in two different directions.  Driving your behaviors are some underlying beliefs that are definitely an influence, but are not very conscious.  Can you work to make them so?
     And downstream of your behaviors are outcomes, not all of which are known to you.  Are you willing to discover what havoc you've been unintentionally sowing?  Do a little checking, and you might be very surprised at the effects your direction and suggestions have had.  It will take a bit of self confidence to invite all those you influence to tell you the truth about the effect your behaviors have on them.  Ah, but it will be well worth it!
     Read, think, and come back next week to learn what you can do about  “Unintended Outcomes and Compelling Beliefs.”
     Dennis
 
 
     It's Christmas, a special time of year!  Why is that so?  Oh, let me count the ways!
     Human beings are amazingly complex.  How you think, what you do, how you feel, what you believe---all these are interconnected in ways that are not easy to follow.
     Read this week’s article, “Christmas:  Physically, Emotionally, Mentally, Spiritually.”  Then, take a few moments during this time of year to just wonder at it all.  Ponder your complexity.  Close out all the noise.  Focus on what's really important to you--whatever that is.
      Dennis
 
 
     In searching to learn more about this topic prior to writing about it, I discovered Robert K. Merton (whom I reference in the article).  I invite you to put his name into an internet search engine to learn more about him and his understanding of human decision-making.
     In addition to coining the term "unintended consequences," Merton is also the source of the terms "role model" and "self-fulfilling prophecy," both of which should be very important concepts to leaders.
     Take a look at “The Law of Unintended Consequences” and spend some time reflecting on your personal and organizational experience.
      Dennis
 
 
     Many of you are very action-oriented.  An idea occurs to you, and you immediately take steps to make it happen.

     There's nothing wrong with that.  Realistically, however, your time and energy is limited.  Are you putting your limited time and energy where it will accomplish the most and the best?

     Today's article, “What Objective Are We Seeking to Achieve?”, encourages you and those you influence to at least think through your potential actions and imagine the likely outcomes.  Imagining takes very little time or energy, but disciplining yourself to allocate that small amount of time may make the actions you do take a bit more effective.

     Dennis
 
 
     Sometimes compliments flow from customers or from "up above" in the hierarchy.  Many leaders underestimate the positive influence they can have just by focusing attention on deserving individuals within their organization.

     This week's article, “Okay, Director--Where Do I Focus the Spotlight?”, describes a unique way to remember your role in sharing the accolades.

     Dennis
 
 
     You often have a need to document changes to policy or to operational processes.  The easiest and fastest way to communicate what's needed is to generate a memo or an e-mail.

     However, you realize that doing so is not always effective.  You put the information out there, but was it understood?  Have people "bought in" to the change?

     Today's article, “Three Not So Surprising Truths about Business Writing,” offers a different, more effective approach--that also improves the writing skills of people on your team.

     Dennis
 
 
     If "betrayal of trust" is a problem for you, everyone else knows about it, but you may be totally ignorant.  How do you find out?  You've got to be genuine as you aggressively seek this information.  Will people lie to you?  You bet!  At a minimum, they'll be uncomfortable telling you their experiences.
     So, you need to go to people who:
--have experience with you making promises,
--will stand up to you and tell you the truth,
--care enough about your future and the future of the organization to help you make changes.
     Take a look at this week’s article, “Betrayal of Trust--How to Recover.”
Dennis
 
 
     As the authority of some leaders increases, the tendency to minimize commitments made to those farther down in the organization may also increase.  When those situations occur, they generate huge gaps in the relationship.  

     Such a condition is detrimental to both parties.  As an outsider, I am usually made aware of the void by multiple individuals.  But the leader is typically oblivious.  Though the leader knows his or her intentions, the leader rarely knows the effect of his or her behaviors on others.

     Evaluate your own behavior by reading this week’s article, “Betrayal of Trust—A Preventable Leadership Blunder.”  Next week, I’ll explore how to recover, reestablishing the trust that has been eroded.

     Dennis
 
 
     My hope is that your response to this article, “Trust or Confront--A Learnable Choice,” is extreme.
     Hopefully, your habitual thoughts are strongly validated.  If that's not true, I hope that you will strongly consider making some changes.
     If you think you have only an insignificant influence on the culture of your organization, have a conversation on this topic with someone in your organization who gives you honest, straight feedback.
     Dennis