Our final manager talks about losing faith in their leaders. “Our top management people are ill-equipped to deal with the […]
Manager #5 tells us why he thinks it is too late for his company. “I think our company has about […]
Manager 4 describes a process familiar to many. “We are dying. In the meantime, my boss goes around reducing everything […]
Manager 3 in our slow death series said the following. “As a member of a top-management team, I experienced the […]
The second Manager I spoke to described the slow death process at his company this way. “Slow death is what […]
I once gave a talk about deep change to a group of venture capitalists and CEOs of start-up firms. A […]
Most of us, however, see the normal world as something to accept and conform to. When we are in that state of passive acceptance, our view of ourselves diminishes.
Managers tend to recognize the slow death of their people and they tend to complain about it. They speak as if it were a constraint. They do not see it as an opportunity.
Deep organizational change has to be led by a person who is willing to make deep personal change. Few people believe this and few organizations succeed at deep change.
Keith’s shift was an exercise in deep change. He outgrew the assumptions of conventional self-interest and entered the realm of positive leadership.