Whether we realize it or not, a lot of our practices at work, but also at home as a parent, center around exercising control. How do we get our people to do what is right for the company? How do we get our kids to stop yelling?
We tend to think we know best, and therefore it would be best if our people, or our kids, just do as we say. Right?
This part of the book will cover the topic of control.
It starts with pointing out the responsibility of us as leaders in “No More Finger Pointing.” We, and only we, are responsible for the environment we create for our people. And a lot of our people’s behavior will be a result of that environment. This ought to be our starting point.
Once this is established, in “No More Control” we will look more deeply at the history of control, and why its effectiveness is decreasing. We will also look at an alternative leadership style called “lead with context.”
The remaining chapters in this part focus in different control mechanisms in common use, the primary one being rewards (covered in “No More Rewards”) and its implementations in incentives (covered in “No More Incentives”) and praise (covered in “No More Praise”).