I've answered the title question of this week's article dozens of times: “But Why Do I Always Have to Change First?” However, I'd never sat down and thought about a comprehensive, easily communicated answer before.
Since I'm sure that you've likely asked yourself this question before, too, I'm curious to learn about your answers to the question--are there other insights that you’d be willing to share?
Dennis
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When I wrote the article last week, I never considered that some people might imagine those little devil and angel characters from the cartoons of our youth. You remember---standing on your shoulder and whispering in your ears, one trying to convince you to misbehave, the other advocating "do good" behavior. I decided to acknowledge those misinterpretations in this week's article, “The ‘Little You’ and the Four Human Endowments.” As valuable as feedback is, I often interact with organizations where very little feedback is offered or sought. Sometimes it's because independence is highly valued. Sometimes it is because there is a strong sense of "I have no right to judge someone." Sometimes it's a backlash to a history of severe, harsh judgment. When I work with leadership teams, my objective is to aid the improvement of each individual's skills. The benefit collectively is a significant enhancement to the team's effectiveness. What bad habits would you like to change? What do your spouse, friends, and colleagues complain about relative to your behaviors? I hope you are intrigued with this week's article, and that it causes you to read the followup article next week. In the meantime, pay attention to the actions you take very automatically--those that may be a function of a "conditioned response" generated perhaps many years ago. |
Author:Dennis Hooper Archives
August 2015
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