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  1. City of Whitehorse, Pool, and 85K Mural done by BC artists.
  2. Leaders are not listening.
  3. At first, try to control everything, no holiday, work 7 - 5.
  4. After 2 years, holidays, but wouldn't leave town, checked up on folks, if listened would give accountability to staff.
  5. Now, take 5 - 6 weeks holidays, trust, staff empowered, love jobs.
  6. Was one of them, now, all important, just different jobs.
  7. Trigger, taking in stress, leaders won't let go, let others take on some of the work.
  8. Courses, take lots. Tools, resources to use led to trust. Confidence superiors have in staff not what it should be. Micro management. Leaders need to let go.
  9. Take courses, radiate upward.
  10. Performance review - need to strive for something.
  11. People get excited about evaluations, they put effort in, are achnowledged, fun versus useless.
  12. Listening includes body language, actions, not just verbal.
  13. Leadership - fun.
  14. Not managers job to solve it, need buy in from staff.
  15. Physically separate - 2 places, planning space, best team-building, fought system, showed special needs. Potential for marketspace.
  16. How to get them to talk, get common solutions, different departments talking about one another, didn't know how each other worked, no sharing of information. Bottom line is all departments work together. Why would your department need to know other departments? For cross-training.

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Last edited March 9, 2003 2:54 pm CentralTimeUSA by mackenzie.northwestel.ca
© 1998-2019 Michael Herman and www.michaelherman.com, unless signed by another author or organization. Please do not reprint or distribute for commercial purposes without permission and full attribution, including web address and this copyright notice. Permission has always been granted gladly to those who contact me and say something about themselves, their work, and their use of these materials. Thank you and good luck! - Michael