Managers were encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics. The stages on the mountain reveal that if the employee doesn’t know what is expected of him as an individual (Base Camp), then you shouldn’t ask him to get excited about playing on a team (Camp 2). If he feels as though he is in the wrong role (Camp 1), don’t pander to him by telling him how important his innovative ideas are to the company’s reengineering efforts (Camp 3). If he doesn’t know what his manager thinks of him as an individual (Camp 1), don’t confuse him by challenging him to become part of the new “learning organization” (Camp 3).
Don’t helicopter in at seventeen thousand feet, because sooner or later you and your people will die on the mountain.
First Break All The Rules | The Measuring Stick | Mountain Climbing | by Marcus Buckingham and Curt Coffman
When it comes to our annual employee survey, this sums it up for us at Blueprint Education
