Mark Suwyn has run Fortune 500 companies and helped young companies become great companies. One thing that always confuses him is why leaders think that the higher they move up the ladder, the more they have to do everything themselves. The point of leadership is lead, develop, grow and encourage those who work with and for you. Otherwise, you’re inviting burnout, bad ideas and failure.
Mark Suwyn has had wildly successful career: CEO of two large multinational companies, noted turn-around expert and a founder of Junior Achievement International. His experience with RapidChange goes back 20 years. In the next few weeks, we’ll be bringing you his advice on what characteristics are necessary for companies to navigate the rapidly changing business environment.
Myers-Briggs, Enneagrams, Big Five, Gap Strengths – there are lots of personality tests out there used by companies for a variety of purposes. I’ve always been leery of the tests because they can become self-fulfilling limits on people’s potential. I’ve had clients say “I’m an Introverted Sensing Thinking Judging” as if daring me to change them.
Barbara Arney, our faculty development director, has a different, more constructive view. She sees the tests as starting points – both for the person being typed and for those he or she works with on a daily basis. She makes a good case.
I apologize for the video being a little blurry. Her message, however, is very clear.
PLUS: A customer service company finds an innovative way to use personality tests.
Observations from those who are closest to the customer and closest the machines on why RapidChange training can be critical to project success.
Jane Nakken works with communities — from big cities to Native American tribes. This week she offers some ideas on what to do when things go wrong.
Self-identified “victims” can waste time and drain energy from an organization. You can’t always just get rid of them. You can invite them to change their behavior. Craig Nakken, author of the upcoming book ‘Practical Spirituality,’ offers some advice.
Rapid Change Faculty member Rick Bell talks about the difference between what you may be concerned about and what you can influence. Knowing the difference can make you more effective and reduce your stress.
Jeanine Hall has been in a lot of workplaces for RapidChange- from lumber mills in Alaska to corporate offices in NYC. She sees a lot of leaders make the same mistake: instead of harnessing emotions for the common good, they try to get people to leave them at the door. She explains why it is important to not ignore emotions.
Criag Nakken is a RapidChange faculty member, well-known addictions counselor and author of the upcoming book, “Practical Spirituality.” This week he offers advice on how to deal with resistance at work.