How proficient are your people?

As a senior manager you probably have very high levels of awareness and technical expertise in your chosen field.  You can effortlessly make decisions that actually require reflecting on your vast experience, and sorting through millions of mental maps with various levels of complexity.  But what about your people?  What level are they at and what are the steps they need to take to get to the next level?  What are the steps you need to take to help them?

Are you getting the tension just right?

You can only control that of which you are aware, that of which you are unaware controls you.  Awareness is very empowering but we often neglect it because we are too busy; addicted to the urgency of crises and fire fighting.  But there is another way . . .

Are you giving negative instructions? (and programming people to deliver what you DON'T want?)

It can be frustrating when people don’t do what they are supposed to do and yet many managers unwittingly make things worse by emphasising what they don’t want rather than what they want.  The science has proven that this only perpetuates the problems because the brain can’t ‘not think about things’.