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|
The Enthusiastic Employee:
Organizations that have moved to a partnership culture have always had to deal with managers who could not (or would not) change, and they have usually had to remove them from managerial positions.
|
432 |
|
|
The Enthusiastic Employee:
…understanding your co-workers is kind of a pre-requisite to success. You’re not going to make it without their help, so you have to learn how to talk to them and how to appreciate them. – Gordon Bethune
|
436 |
|
|
The Enthusiastic Employee:
The only reality that counts here is the employee’s reality, not senior management’s.
|
437 |
|
|
The Enthusiastic Employee:
…partnership should not be limited to the goal of the effort, but should also govern how that goal is reached.
|
439 |
|
|
The Enthusiastic Employee:
People resist changes they see as harmful to them or the organization, and they gladly welcome changes that they see as helpful.
|
440 |
|
|
The Enthusiastic Employee:
…change must emanate from the top and be continually sustained by it.
|
441 |
|
|
The Enthusiastic Employee:
…management must convey its excitement for the partnership approach, but do so in a way that is informative and realistic. Conviction and credibility – not salesmanship – are the keys.
|
451 |
|
|
The Enthusiastic Employee:
…culture change is a long journey because it is never done perfectly, even after a careful experimental introduction. We are dealing with human beings, and they never fail to surprise.
|
454 |
