I remember you asking me what my Pdca was for daily rounding and other things I did on a routine basis out of habit. The simple question hit me like a brick. Years later I still remember the moment and where I was. I had a successful career doing many things by gut feel and habit but they lacked the structure of a purposeful pdca. I had used pdca to improve a lot of processes but did not have string habits of using it to improve how I thought, how I listened and how I communicated. The simple question was a powerful moment because it helped me change how I coached and communicated.
I also recall saying to you, “Dave you are suggesting I change the way I have led for 30 years. I have had a successful career and you are asking me to change the things that I am comfortable with”. That was hard to hear.
I also remember the aha moments of finally understanding you when I was on the other side of a change and would tell folks, “If you are not a little uncomfortable, you are not pushing yourself enough to improve your leadership!”
Likewise, I learned from you how vital it is to connect values—do no harm—to the daily experience. I'm prepping Business Administration 280 - Leadership for the Fall semester. I inherited the course from my boss, the Dean of the business school. My FIRST reaction was to change everything, but I took some of my own advice and wondered, "What can his approach teach me?" I'm about 30% complete with prep right now, and I've learned some historical perspectives on how "leadership" got its buzz. The story's moral is: never be too proud to learn about leadership from someone else. I noted that in you, and it's a hallmark for me when deciding to work with executive leaders. The more humble, the more I want to spend time and energy.
I remember you asking me what my Pdca was for daily rounding and other things I did on a routine basis out of habit. The simple question hit me like a brick. Years later I still remember the moment and where I was. I had a successful career doing many things by gut feel and habit but they lacked the structure of a purposeful pdca. I had used pdca to improve a lot of processes but did not have string habits of using it to improve how I thought, how I listened and how I communicated. The simple question was a powerful moment because it helped me change how I coached and communicated.
I also recall saying to you, “Dave you are suggesting I change the way I have led for 30 years. I have had a successful career and you are asking me to change the things that I am comfortable with”. That was hard to hear.
I also remember the aha moments of finally understanding you when I was on the other side of a change and would tell folks, “If you are not a little uncomfortable, you are not pushing yourself enough to improve your leadership!”
Thanks for sharing your wisdom.
Likewise, I learned from you how vital it is to connect values—do no harm—to the daily experience. I'm prepping Business Administration 280 - Leadership for the Fall semester. I inherited the course from my boss, the Dean of the business school. My FIRST reaction was to change everything, but I took some of my own advice and wondered, "What can his approach teach me?" I'm about 30% complete with prep right now, and I've learned some historical perspectives on how "leadership" got its buzz. The story's moral is: never be too proud to learn about leadership from someone else. I noted that in you, and it's a hallmark for me when deciding to work with executive leaders. The more humble, the more I want to spend time and energy.