Metaphors Gone Wild: Loft and intensity

Metaphors have been described by Spanish philosopher Jose Ortega y Gasset, as magical. He has referred to them as one of the fertile, fertile powers on earth. If you do not take advantage of this power, you need verbal opportunities to describe a picture of power.

Just think – one simple bi-directional image that appeared first in the Wall Street Journal in 1986 made it all the way to the White House. The words were a reference to the "glass roof" that seemed to prevent some women from climbing the success of the stairs at various workplaces. In 1991, the White House Council presented women and girls the "Glass Confirmation Plan" to help women and minorities in companies.

Asked how his company had increased revenues by 246% in 1995, CEO Robert Eaton gave one word: "Empowerment." Simple word. Are there specific ways in which you work to encourage employees to have authority?

If not, check five in the approach. If you are not a supervisor, discuss the possibility of using the approach, with changes as needed, with work in your company.

The five-year approach asks the individual to consider how much responsibility it takes for a particular task. Here's what you say when you work with a level of responsibility with followers.

Level 5, highest, is a statement of IN-dependent. If you commit to this level, you are saying that you want to take full responsibility for the production. As a Level-5 player, you notify anyone. (Such a decision also means, by your power, that you take full accounting.) You are 100% in charge of the program, the process it takes and the product that is manufactured.

Level 4, where you take about 80% of power, requires you to take part. You come up with an idea of ​​adding some of your work, you get approval from the power, which is, and you manage the project. However, you're ready to tell us about any responsibility, and so you connect someone to do something. You must monitor its work and be almost completely responsible for it. You are acting as executive at this level.

At the next level you and another person (usually your boss) assume 50/50 responsibility for implementing a particular plan. Although two of the two stages were top arrangements, this is a side agreement, bilateral street. You may come up with a plan of improvement or your manager could send you it. Either way you explain an overview of what you tend to do. Once you have been approved, you will continue and make regular progress to your manager on the way. Responsibility and responsibility are equal at this level of cooperation.

When you have either time or not to assert the project, you may want to work at the lowest level, IN-vestigate. Once you have identified a need or improvement, you will do some research to determine if it is worthwhile. (Maybe it's already done. Maybe someone else does it now. There's no funds for it.) If you've decided after the investigation, it's a project that involves execution, you'll turn it matters to someone else who would assume 80% of the warranty before its end. The lion's share of the guarantee would also fall on the shoulder of this party. Your input is only at the start of the project, but you are responsible for the accuracy and accuracy of the research regarding the responsibility of the project. At this stage, you are definitely serving in a subordinate position.

Minimum Warranty / Warranty, Level 1, requires you to be sincere in shaping any need you perceive. That's it. You have no further responsibility. Anyone else researches, forms a plan of intent, starts and / or operates independently. Here you have virtually no participation or ownership. The one you change is almost 100% guaranteed / guaranteed.

1. Why do some refuse to have authority?
2. Why do some officers refuse to support others?
3. Studies Stephen Covey show 25-50% of activities in large organizations that are especially for political games and league companies. Is this so here? If so, what can we do with that?
Less than 20% human abilities are used in most places. If your workplace is typical of most places, there is a considerable waste of human abilities. What can you do to take advantage of this talent?
5. The author of Tom Peters has stated: "If you have gone for a whole week without being disobedient, you are doing your organization and yourself." How do you interpret this?
7. The author (The General Daughter) Nelson DeMille has said, "Power I have learned is done in many legitimate ways. But if the agency does not have the full power to you, it has given you a work that is very important and probably hurt, you have to take the power you need to get it done. I think the Army expects it, it assumes you show initiative, as they tell you constantly. But you will be to be careful because it only works if you get a job. "Explain why you agree or disagree.
8. Position Series Gratitude, Participation, Help, Security, Salary, Growth, Loyalty, Condition, Diplomacy.
9. What are your duties? What education do you have to do in your job? What changes will take place during your next five years? What obstacles prevent you from doing the best job you are capable of?
10- The company, once called Fortune as the # 1 company in the country to work, has these statements for employees: "The way you work with your employees is how they will treat your customers. A bad period. Awesome Okay, it's okay. Have fun at work. The company as a service company that must be in business [you're in.] Do what's needed. Rule, inside and outside. "Now create some instructions on how to control Employees in your workplace.

Never be opposed to combining ideas from different states. Here is one from the word fashion, applied to the business world. The famous French fashionista, dubbed "Coco", is known to say: "The greatest courage is still thinking for yourself." Help you share your thoughts at the workplace. And then, responding to these ideas.


Leave a Reply

Your email address will not be published. Required fields are marked *