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I began to ask myself questions like “What makes a group lively and engaged?” instead of “How good am I?” So palpable was the difference in my approach to conducting as a result of this “silent conductor” insight, that players in the orchestra started asking me, “What happened to you?”
Benjamin Zander • The Art of Possibility
To Build a Strong Community, Stop “Community Managing”, Be a Tummler Instead.
Alex Hillmandangerouslyawesome.com
“First,” Avi said, as he turned from the board, “I should be on the lookout for blame and justification—for signs that I might be in a box. I can be on the lookout for signs of the various common boxes, for example—ways I’m feeling better than or entitled or worse than or anxious to be seen as.
The Arbinger Institute, • The Anatomy of Peace, Fourth Edition: Resolving the Heart of Conflict
“Community offers the promise of belonging and calls for us to acknowledge our interdependence. To belong is to act as an investor, owner, and creator of this place. To be welcome, even if we are strangers. As if we came to the right place and are affirmed for that choice.”
“People will be accountable and committed to what they have a hand in creati
In such a small group, there was nowhere to hide from responsibility, and everyone’s voice was critical to the operation.
Rabbi Elie Kaunfer • Empowered Judaism: What Independent Minyanim Can Teach Us about Building Vibrant Jewish Communities
we had no compulsion to try to be what we’re not. The freedom to say about a program, “That worked one year, it doesn’t work now,” is incredibly liberating.
Rabbi Elie Kaunfer • Empowered Judaism: What Independent Minyanim Can Teach Us about Building Vibrant Jewish Communities
At AES, Dennis Bakke installed a beautiful practice of team appraisal with his closest peers. They got together once a year, often over dinner in one of their homes to make for a relaxed, informal setting. Every person in turn shared his or her self-evaluation. Other team members commented, questioned, or encouraged each other to reach a deeper und
... See moreFrédéric Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Our response to that is, who cares about controlling people? We treat people like adults by setting mutual goals and letting you decide how to hit them.
themanagershandbook.com • The Manager's Handbook
Hierarchy paralyses and an open-door policy fosters resilience. Colleague Chris Otto will tell you I’ll open a closed door in the office, for closed doors create a vibe we don’t want in PSG. It surprises newcomers that anyone can walk into my office without an appointment. The days of levels have long been numbered and titles are undesirable too.