Sublime

“Most wars between individuals are of the cold rather than the hot variety: lingering resentment, old grudges, resources withheld, help not offered.

Making a specific request for how the other person can change their contribution in the service of helping you change yours can be a powerful way of helping them understand what they are doing to create and perpetuate the problem.

Managing Direct Reports What do you look for in the people working for you? How do you figure that out in the interview process? How do you train them for success? What is your process for evaluating them?

As people begin to identify the adaptive elements of the challenge, they will legitimize the need to learn new ways, begin to identify the losses that they will have to take in order to make progress (such as giving up a legacy product or relinquishing highly valued autonomy in exchange for an infusion of capital), and shift their mind-set from con

Adaptive change results in casualties: people in the organization who lose something they value, whether it is a familiar way of doing things, status, jobs, or in the military, their lives. If you are trying to exercise adaptive leadership, you will need to shoulder responsibility for these inevitable casualties.

Who Geoff Smart and Randy Street

Whenever there is resistance to change, you can count on there being one or more “hidden” balancing processes. Resistance to change is neither capricious nor mysterious. It almost always arises from threats to traditional norms and ways of doing things. Often these norms are woven into the fabric of established power relationships. The norm is entr

identify potential areas of resistance.

You can use your answers to the three questions listed above to begin the difficult conversation itself: say what the other person did, tell them what its impact was on you, and explain your assumption about their intentions, taking care to label it as a hypothesis that you are checking rather than asserting to be true.