By Chris Turner
Have you ever heard "Let's get each person at the comparable web page" only one time too many? used to be your most modern administration education path simply one other plateful of warmed-over dogma? Then it is time to commence kicking up a few dirt and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner indicates you the way to just do that. With a hefty dose of Texas humor, and with knowledge received from event at the entrance strains, she exposes a lot of what passes for administration knowledge as baloney and provides clean methods of brooding about corporations and the folks who deliver them to lifestyles.
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Extra resources for All Hat and No Cattle: Tales of a Corporate Outlaw
They were using traditional Xerox tactics—manuals filled with PowerPoint slides and a tell-telltell training design. I could uncover nothing fresh or original in any of these ideas; in fact, all appeared to be based on driving and directing their enterprises. I straggled with this notion of "driving the organization," with the idea that corporate approaches must 15 16 Ail Hat and No Cattle be linear, with the obsession on measurement that assumes cause and effect, and with the need for neat and tidy answers.
In the United States alone there were hundreds of offices and thousands of customer sites. Because XBS is in the outsourcing business, 80 percent of its people work at customer locations. Our only experience with planned culture change was Xerox's introduction of Leadership Through Quality ("Quality" for short), an effort I remembered all too well. At that time I was general manager in the Pittsburgh operation. As part of Leadership Through QuaEty, each person in the corporation was required to attend four days of training.
And this is how we must encourage change—by seizing opportunities to turn ordinary moments into extraordinary ones; by creating environments where people can learn together, discover together, and play together; and by doing things in a way that creates the future now. Change happens in the doing, not in the talking. Response to X-Potential was so enthusiastic that there was an immediate demand from senior managers for an XPotential 2 for XBS staffers. Of course, replication is a myth. " So we designed X-Potential 2, incorporating ideas from the first meeting but freshening the look and shifting the content to customize the event for participants.