Written by Val Liberman, UL LLC
Published September 22, 2014
We like to be right. To have correct answers, to solve problems of others, to be seen as experts on a variety of topics. This pattern starts early – long before we ascend corporate ladders and assume positions of influence and leadership.
Starting in elementary school, we begin the laborious task of storing large amounts of information: mathematical formulas, historical facts and figures, names of countries, states and capitals, the list goes on. All of this stored information lies dormant until, one day, it is suddenly summoned with the words: “Close your books and get your pencils. It is test time.” We then start the painful retrieval process with one main purpose: to match the correct answer, to be right. To be right is to win, to advance, to triumph. The alternative? Unthinkable.
Written by Robert Miller, Arches Leadership LLC
Published September 10, 2014
I have always tried to not think of myself as being “above” or “more important than” or “better in some way” than the people that I work with. But not long ago I had an experience that really caused me to stop and reconsider my daily interactions with others. In an effort to improve, we conducted an online Shingo assessment (in its beta form, we called it SCOPE – a refined version will be released in 2015 as “Insight.”) The assessment essentially asks every associate to compare their daily experience with the ideal as defined in the Shingo Model and the ten Shingo Guiding Principles. The perspective of leaders, managers and associates in each dimension of the Model are compared for opportunities to improve. To say I was not prepared for the results is an understatement!