It began innocently enough. My wife and I bought a fixer-upper—a cool, though neglected, ’60s suburban gem—and drew up plans with an architect for a “little remodeling project” that we would do, ourselves, to “save money.”
You can probably guess where this is going. And if you’ve been there, you also won’t know whether to laugh or cry.
I am struggling with the culture in my current organization. The goals set by management are ambiguous and seemingly meaningless. Performance feedback and “constructive criticism” are at first rare, then harsh and punitive. Morale is horrible. I dread going to work every morning! Everyone does. What can my colleagues and I do to make a positive impact on the culture of our organization?
Our twenty-year-old son has unfortunately been using prescription drugs for some time now. He came to me and my wife for help, and we immediately placed him in a well respected center for the twenty-one-day medical detoxification and rehab program. He went willingly and seemed to learn quite a bit about the entire rehab process and what was required of him in his near future. Although he got clean, we suspect he is still not equipped with the skills to stay that way. We would like to apply the model in Change Anything to help him stay clean and live a happy, productive life. Here are our questions: Do we apply the model in a certain sequence or all at once? Are there sources of influence that need to come before or after another source? Should he help construct activities within each source or should we create them before we present anything to him? What are some known best practices when applying the model to this problem?
Here in Australia, we are currently undertaking a safety culture change initiative in my company using your Influencer model. I have an opinion leader who is quite negative about most things, including the Influencer strategies. This opinion leader was involved with the creation and rollout of the Vital Behaviors Roadmap and his positive support would lend great credibility to the program within his crew. How can I harness this person’s passion for positive influence rather than negative?
Recently, I had the great pleasure of spending a few days with Martha Swai, one of the primary architects of an influential (and now world-renowned) radio soap opera in Tanzania.
How do you recommend keeping Crucial Conversations alive in an organization once training is complete?
Trainer
I manage a group of more than thirty employees at six different locations, and my office is at yet another location. Needless to say, I do not see or speak to each person every day. I have set the expectation—with multiple reminders—that everyone needs to be in the office by a specific time, but I have heard that some employees don’t meet this expectation. I don’t have someone to report to me when someone is late—chronically or otherwise—and I have no way of knowing when a person arrives at work because these are salaried employees who do not punch a time clock. How can I hold my employees accountable to my expected arrival time or any other unmeasurable performance expectations when I manage from afar?
I was recently elected leader of a 30,000 person district in Kenya and my leadership is under threat.
Learn how you can find meaning in the mundane at crucialskills.com
How does one escape the addictions of pornography, drugs, alcohol, etc?
