Lessons from the Window Seat, Achieving Shared Vision in the Workplace - Softcover

David-specht

Softcover

ISBN 10: 0966462483 ISBN 13: 9780966462487

Verlag: Telos Publications, 1743

Inhaltsangabe

Written in a lively story format, Lessons from the Window Seat provides a practical tool for the reader to better understand themselves, their individual psychological core values and how those values relate to where and why they work.

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Über die Autorin bzw. den Autor

David Specht is the CEO of Triumphant Leadership Solutions, Inc., a leadership management company. This book is the result of more than fifteen years of experience in consulting and training. Mr. Specht works with organizations that want to keep their best employees, and with employees who want work/life balance so they can grow in their organizations. As a professional speaker, Mr. Specht inspires audiences nationwide to build and achieve shared vision. He can be reached at: dspecht@tlsteams.com.

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The challenge of achieving a shared vision and teamwork without an understanding of psychological need and motivation is simply not possible. In Lessons from the Window Seat, David Specht skillfully applies personality type identification to the framework of today's business climate. His concept for Shared Vision, in which you can fully participate, creates an atmosphere of productive co-responsibility between your company's mission and your psychological core needs and values.

Aus dem Klappentext

Bob Sippel is a talented manager who thought he knew where he was going in life until he couldn't answer three simple questions posed by his wife:

1. What do you want to accomplish in the next five years?
2. What do you want from your company over the next five years?
3. What will your company need to do to survive and prosper over the next five years?

While on a business trip to corporate headquarters, determination and curiosity allow him to collect the information he needs to answer her questions. Bob is able to bridge work/life balance issues when he and his coworkers invent a process for achieving shared vision. By using their revelation, Bob is able to arrange his personal and professional values into a complementary plan of action. This process is laid out in the book, and a self-help section at the end allows the reader to undergo the process for himself or herself.

A Word from the Author
The primary purpose of Lessons from the Window Seat is to introduce leaders to the essential components of achieving shared vision in relationships, primarily workplace relationships.

I've designed this book in a relatively "quick reading" story format. The storyline is combined with theory in the form of graphics. The graphics chart the course of the main character's search for shared vision and provide the reader with a ready-to-use guide for achieving shared vision in his or her personal situation.

Lessons from the Window Seat offers guidelines to achieving a shared future for both inexperienced and experienced leaders, with an understanding of why others will want to contribute. When individuals in an organizational system discover the interdependency of their core needs and values with those of their team's, they can take personal interest in product/service improvement. Lessons from the Window Seat does not try to place people into categories at work; rather, it illuminates how completely different people can work together effectively.

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Chapter 5 - Retaining Valued Employees

"So if I recognize that my core needs and values, 'who I am' so to speak, are in conflict with or not supported by the company, I might as well resign right then?" Bob asked as if unsure of himself.

"Well, it doesn't say to quit right away, but it does say you'll eventually leave unless values are brought into alignment." She confirmed the answer to his question.

"So if companies need to ensure employee values are upheld in the workplace-if they plan to retain employees and not fire them-then they better talk to the employees to find out what gives," Bob conjectured. "It's as if the employees are customers and suppliers at the same time. Align values or lose the account."

"You've got it," she confirmed.

Bob reflected on the revelation they had just made. The company or group needed to consider the employee just as much as any customer or supplier. Was it possible? Did companies serve their employees as well as their customers? Bob knew how hard it was to find engineers who did neural net construction. Retaining them was a problem. Should he formally consider the values of the employees? So many had left to start their own companies or contribute to the efforts of other start-ups. Maybe it took more than simply offering a competitive salary and benefits. Maybe it was about respect for ideas and values.

Chapter 9 - Self-Discovery

"Unfortunately, when you deal with people who have different values and needs, conflict can easily erupt. So over time, we start to develop adaptive behavior. Adaptive behavior doesn't naturally reflect our true desires in the short term, but allows us to 'fake it' enough to get along with others. After several decades of using adaptive behavior in our various roles - parent, employee, employer, soccer coach, parishioner, etc. - most of us begin to lose sight of what we originally valued or needed. This suppression has consequences.

Chapter 10 - Achieving Shared Vision

"Well, the last time I tried to write a mission statement for the company, it took three days and we still had to compromise at the end," Todd said. "Now we've come up with a collaborative vision for our group in just forty-five minutes. One that everyone's happy with! I guess we wasted money on that mission statement guy last year," he laughed.

Everyone began to smile. Each of them realized they were all needed to define the group's success. Everyone had a stake, an expected result, and a responsibility to hold each other to task. Todd didn't determine the direction-they all did. Pleasing the boss was no longer the primary motivation; pleasing the group was now a responsibility.

Details zur Ausgabe

• Verlag: Telos Publications
• Erscheinungsdatum: 1743
• ISBN 10: 0966462483
• ISBN 13: 9780966462487
• Einband: Taschenbuch
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar