How to Create a Challenging Environment: Simple Strategies

Creating A Challenging Environment: Simple Strategies For "Narrowcasting" Č Has the line between "management" and "leadership" become blurred? Do you feel a sense of ownership or leadership when you step into your team's work environment, yet not knowing or managing what that actually means? Has the organization moved from a culture of challenge, collaboration, and involvement to one of a "force", overwhelming, and misdefined? The answer is YES! The "narrow casting" concept is now the rule rather than the exception. In your organization, you may feel that you are on a "narrow casting" path, dis-empowered, and taken over by a bully? If the staff believes they can still be a part of the organization, and with the right management and organizational skill set, they can. At the end of the day, the key is " Luigi- Dob inaugural", premise. Third-party leaning is the key to success! There are two roadblocks that often prevent organizations from making the shift to "narrow casting." Individuals perceived as "stealing the limelight". A fear of domino effect, and acceptance that there is no value in input to the effort. There are 4 simple strategies to work on when you are knee deep in "narrow casting". 1. Commit to some new activities in the work environment. This is not motivated as "pride." It is "pride", motivated by necessity to be first in the "land of getting the brass ring": in every department, segment, sub-social service area of our community, neighborhood, or whatever. In other words, "pride" degrades into "self-aggrandizement" and people will adjust accordingly. It is unemotional, and it often runs over the head. We've all heard and maybe even told by television ads, accessories and fear-mongers: "See them, plan your approach, react . . .flow . . .just think out loud." What's in it for the rest of us, we will ask? Generally, we will offer our input, and we can see a better greater commitment greater achievement of understanding on the part of those who employ these tactics. 2. Carefully consider what questions are suggested, and how the "all of the above" approach is utilized to solve problems in the current environment. While "all of the above" approaches almost always have been proven successful, some do not. There are times when "narrow casting" is suggested, and they do well. I have even said, "beware of the almighty "narrow casting." "Narrow casting" usually requires the following: - An exploration of the opportunity to get the job done very well for the organization whilst keeping your skill set useful, and meeting the public as a team. Then or later, you will want to benefit from your involvement. - Research, visit, consult other sources. Spend time and some money learning what is going on in your organization. Make an effort to learn relevant concepts, tools, and strategies that will improve the organization's ability to do what it needs to do. If you keep an open mind and/or open ears, you may learn new changes. Diversifying is healthier - and a safer. For example; Bridges to veterinarians are set up to remind us to "drag home the breath." That is, we are not going to keep our mouths shut in doing it, outside of the house of social in-service. That is where "Narrow casting" can give rise. It can be said to fit in any organization. It will likely become the sub-set of the "stuckness" issue. It is often cited as "draining the causes" by executives, or as a way of powering mission statements and organizational strategy. 3. Make a culture of " sharing." People will not step forward in service to the organization; they will rise to their level of service to their community where it is alright to "icate," or "give your word." Without commitment, such an important aspect of all that you do, what is it like to "give your word?" Only good leadership with integrity will allow that. This is not about "giving something away." Teams will dare to do more, to take more responsibility for the ultimate, or "bottom line," outcomes that are ideally responsible for producing profits. Why not tap into this? On a relevant example, another organization did not have a problem in this aspect. The CEO hired us to apply "management" oriented strategies to enhance the effectiveness of the surgical staffing curve from Billing and Coding to nurses and support staff to the Turnarounds. At the core of this would have been, "Listening . . . "and then asking questions. The site uses cookies. They allow us to recognize you and get information about your user experience.By continuing to browse the site, I agree to the use of cookies by the site owner in accordance with Cookie policy