[nfbmi-talk] OK, How About This?

Fred Wurtzel f.wurtzel at att.net
Sat Feb 25 23:13:13 CST 2012



For those wanting structure and creative thinking, how about the following
ideas for working together to come to a better resolution than destruction
of the Commission and banishment to a welfare agency?


I got this from Twitter:


Successful Intervention in 5 Steps.  #leadership http://ow.ly/9hA0F


Successful Intervention in 5 Steps

Weak leaders smugly think, "I knew that would happen." Cowardly leaders
saying "I

told you so."

Not if but how:

Strong leaders tip toward courageous intervention

. They don't sit on the sidelines like cowards gloating over failures they
saw coming.

They turn potential failures to successes.

On the other hand, interventionist leaders aren't meddling parents who step
in too

soon too often. People resent quick interventionist and respect leaders who

them space.

Successful interventionists:

1. Celebrate progress even if it's minimal.Celebrate more

! Your passion to make things better causes you to minimize progress.

progress demoralizes by undervaluing small successes, past efforts, and
sincere dedication.

Celebrating progress, on the other hand, honors and encourages.

The best form of intervention is celebration.

2. Fixwith

not for, unless risks or costs are high. Deadlines may require fixing for.

3. Make fewer statements.

4. Ask open ended questions.

5. Provide outside resources and connections. You may not have the time or

to intervene but you know someone who can. (my second favorite)

Think of yourself as coach and teacher rather than authoritative leader.

You don't play the game. You enhance the play of others.

Strategic delay:

Withhold short-term intervention for long-term benefits

. In this case, the consequences of delay may be painful but temporary.

from the sidelines while others struggle forward - and you could help -

the team

as long as:

1. Time allows.

2. The people involved have potential.

3. Incremental progress continues.

4. Costs and penalties are low.

5. Frustration is manageable.

6. Learning and development continues.

7. Learning applies to current projects, untapped opportunities or future

Intervene when:

1. People max out.

2. Progress stalls.

3. Costs are high.

4. Frustration distracts.

5. Learning stops or becomes irrelevant.


When and how do you intervene?


This resource helps me successful intervene: "

Coaching for Engagement

" by Bob Hancox, Russell Hunter, Kristann Boudreau.


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