In most organizations and communities there are a series of agreements that are so clearly ingrained that they have become part of the culture. Mostly, they are not discussed, but they constitute assumptions about how things are. They are virtually… Read More »Background Conversations: What’s At The Top Of Your Ladder?
As I’ve worked with clients and associates to create a foundation for high performance, it is often our approach to deal first with the areas that, upon investigation and evaluation, are clearly lacking integrity (in the dictionary sense of integrity: being whole and complete). In our model, integrity for an individual boils down to one’s word being whole and complete, and it is often easiest to start that inquiry by addressing the already-apparent areas: where are you not doing what you said you’d do, what you know to do and/or what the people around you could expect you to do? Usually, discovering what’s missing in these areas doesn’t take a lot of looking, as we are often already aware of many of them and yet still aren’t in action.
Certainly, taking this route of starting with what we already know is lacking can be very productive and, whether we see things that were missing that we weren’t already aware of or we get some new insight into the impact that our lack of integrity has had, can produce large shifts in performance through very simple, “small” actions. However, in many cases the “stuckness” persists and the actions remain undone. Why is this?