Whatever actions you take after reading this book indicate those ideas you determine are most important to you. Therefore,
* choose your ideas wisely,
* act in service to others,
* reflect critically in and on the actions you take,
* document your learning and
* appreciate and celebrate the journey and destinations you reach.
In your Organization of Work ... Words matter! And, there are no absolute words. However, there are approximations.
People describe and explain their work and workplace as they experience it. It’s though conversation that a common understanding arises.
This book shines light on ways to manage and lead the Organization of Work while
* stimulating clarity, * grounding oneself and * having fun doing so.
It’s about the interplay among Management and Leadership and the Organization of Work using the Wiggly-T Dance Model.
The intelligent guidance given to the Organization of Work determines how people feel about their work. The quality of workplace culture is often determined by the tone of manager-leaders and their Organization of Work.
Dr. Hobbs is about to show you why you should give all who manage a new appraisal. He offers in the pages that follow a direction and a pathway toward building management-leadership talent together. Most importantly, he makes the case that managers and leaders are really the same “animal.” He prefers to use the word manager-leader to remind us all that we have a continuum of managing-leading behaviors within us (all of us), and that more attention should be given to that insignificant little dash between the words (manager-leader).
Organization of Work is the larger concept in which you manage and lead Paradoxes. The most notable paradox is that of managing and leading. To have one is to have the other.
You use Managing and Leading tools and techniques to activate your Organization of Work. A list of competencies are given to highlight the extent of actions involved in managing-leading.
The Wiggly-T Dance Model is a tool and technique to view the complementary connections within, without, between and together for managing and leading your Organization of Work.
The last chapter suggests Organization (Workplace) Culture is the next learning topic useful to extend the managing and leading ideas presented in this book.
Dr Stephen (Steve) Hobbs' business contributions and interests include MAPPing Your Organization of Work for sustainable breakthroughs by navigating your workplace culture in the words of those involved.
And thereafter, support those who manage lead through facilitative mentoring and implementation coaching to develop, implement and evaluate the Plan of Action.
At all times he uses experience-based tools to lead learning and decision-making, and competence verification techniques to manage plans and actions.
He has written and self-published books such as Creating the Well-Living Workplace (2010) and Co-Creating the Well-Living World (2010). In addition, he self-publishes practical books highlighting the important elements of his Organization of Work approach. The series title is Managing-Leading [followed by the subject of the book]. These books are available though this website.
He balances his life with writing, walking, and cooking gluten-free/lactose-free meals. World travel is woven into his life decisions as he reinforces his #YourNextFifty odyssey to live and work around the world. He is doing great, so far!
Stephen’s [Organization of Work] program and thinking was the catalyst to the exceptional success we have today. Leading us on a journey, Stephen’s process created a safe environment for the newly acquired team and the Cervus team to discuss the current realities of the culture, the business and the obstacles to reaching the Cervus of Tomorrow Vision.
On the Journey we were able to create a set of celebrated mutual cultural attributes, a plan to enhance current successes and improve on the current business challenges. This work resulted in the development of our mutually agreed Five Year Strategy.
In each of the acquisition where Stephen’s [Organization of Work] Program was used we have seen the integration time line significantly reduced along with cultural alignment and financial performance well beyond our expectations.
Stephen has a unique way of engaging people in this manner that quickly allows them to open up with an immediate trust.
As with any valuable initiative, there needs to be a[n Organization of Work] framework in order to remain on track and be effective, along with a solid base to work from. Stephen is a master at setting up that foundation from the group’s current reality and instilling a framework through a set of easily learned stages.
Groups align their ideas and statements they have brought forward to a desired set of decision indicators. From here, major goal setting can begin through a simple turn-over of those statements. Once prioritized, a story begins to emerge that shows, not only the desired state of the future, but an identifiable and actionable path to get there via competency verification; all strategically aligned.
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