Karl Edwards presents Working Matters

Tag: motivation

  • Freedom Is The Key To Engaging Responsibility

    ResponsibilityResponsibility is a reflection of freedom, not control.

    Any obliging of oneself is responsible to the extent that it is an act of freedom. If coerced, forced or manipulated, the responsibility shifts to the controlling party.

    Leaders mistakenly believe that they can delegate responsibility without granting the freedom to choose. “Do this and do it in this way.”

    Some even wonder why their assignment is not greeted with more enthusiasm and appreciation. Bewildered by the ingratitude and (more…)

  • Does My Contribution Really Matter?

    A shaper of the future. Wow.

    Not me, surely. The forces and players around me are too big and too many and too complex for my contribution to make much of a difference.

    If you hear yourself in those words, then consider this: It is precisely because so much is going on all the time by so many that your contribution not only can make a difference, but is absolutely crucial.

    The future that emerges from the myriad of choices being made is not set in stone. Every tile added to the mosaic influences what sort of image ultimately emerges. We each need to believe that showing up fully and contributing whole-heartedly is like adding a tile to the mosaic.

    If you don’t contribute your tile, who will?

  • Question of the Week

    How might others’ effectiveness increase if you chose to pause and chat with team members as you walk through the office?

  • Stuck in the Middle?

    What do you do when you can’t do what you should do? All leaders have the responsibility to address a variety of organizational problems. They may face the exodus of their quality staff. They may struggle with a lazy worker who is undermining team morale. They may need to meet a tight budget or accelerated schedule. But not all leaders have the authority to solve the problems they face. Some leaders may be powerless to change an overly stratified organizational chart. Or unable to extend unrealistic deadlines imposed by clients. Or locked into a contract negotiated by others. They are, in fact, stuck in the middle.

    In one organization, a middle manager knew he had found something special in Greg, a young new hire. He was trained in cutting edge (more…)