This chapter has
Now that you have completed reading this chapter, it is time for you to challenge yourself to see what you remember, establish what it is you learned, and decide where and how you are going to apply what you learned. The outline provided below can help you get started. The relevancy of this chapter may necessitate that you expand on your thoughts elsewhere. Make sure you benefit from your reading by capturing your thoughts and turning them into actions.
Describe at least five things you remember from the material in this chapter.
Identify the insights you
Identify at least one situational opportunity for applying what you learned and describe the steps to be taken (including who will do what with whom, where, and when).
Steps to be taken:
Do you have
friendsor relatives who talk a lot but say very little? Relate detail after detail but some-how never seem to get to the point? Tell the same stories at every family get-together? Or do you know people who repeatedly complain about every little way they have been slighted or wronged but never seem to bring up how they may have contributedto the situation? How about people who gossip about everyone else ”into everyone else's business but unable to take care of their own? Or do you have a friend or relative who announces a schedule to the grouplike an activity director on a cruise line? Or do you know someone who talks and socializes and never helps with whatever needs to get done or cleaned up? Or someone who sits at the table and doesn't speak unless spoken to and then only gives one-word answers?
Most families and circles of friends include one or more of these
characters. We usually put up with them; in fact, we actually love them (most days]. We have grown to accept their idiosyncrasies because we know these people are likely to be a part of our life for yearsto come.
Things are often much the same on teams. However, our
Virtually every team I have worked with has complained about a
communication problem. I never doubt that their complaints are
valid, but when they say, "We have a communication problem," that
doesn't tell me enough. In fact, this has become a fashionable way
for organizations to express concern in a way that doesn't point
the blame at any one individual. Nevertheless, the ability to
communicate is a crucial skill for
Shackleton's Way: Leadership Lessons from the Great Antarctic Explorer
Educating Physicians: A Call for Reform of Medical School and Residency (Jossey-Bass/Carnegie Foundation for the Advancement of Teaching)
In Extremis Leadership: Leading As If Your Life Depended On It (J-B Leader to Leader Institute/PF Drucker Foundation)
The Borderless World, rev ed: Power and Strategy in the Interlinked Economy