We are natural judges. You might think. People like to sort their experiences into their own grid. That is understandable for its help. We come to quicker conclusions and faster next actions. Hence, efficiency is not always wise. In cooperation with others, we often unintentionally do injustice to others with our judgments and cause misunderstandings or even stir up conflicts. Fortunately, it is possible to avoid this if we just follow 3 simple principles:
Many leaders primarily delegate tasks and requirements sounding like orders. Consequently, they are often perceived as micromanagers. "I am not allowed to do anything", "I am not expected to think" or "That actually was part of my decision?" Truely competency-based leadership does provide room for learning and ensures the opportunity to be proud of what is being achieved. Here are the three categories that define the minimum requirement for effective and real delegation:
"I know how to do it" – "No, you only think you do!" To get really good in something, we need lots of practice. At the same time, many learning formats are degenerating into information sessions. And motivation to really stretch onerself is dwindling. Effective soft skill learning designs stimulate thoughts and self-reflection. They give room for applied know-how and not just know-what. A deep learning process leads you through these 4 stages:
Comfort, missing courage, or too little optimism make people say "yes" to projects and agreements and actually often deliver less than wanted if any. Most of the time, there are no consquences. When asked about it, we find good reasons, excuses, pretexts and elusion. So, what do you need to really go from wanting to doing? Here is the recipe for resolutions and projects that really work with4 starting points:
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