Bottoms-Up: Reversing the “Top-Down” Approach to Leadership

In a heirarchical system, when those at the top are in control, have all the answers, and make all the decisions, there is often a split between those in power and those not in power. While this split creates conflict, friction, and disharmony, it also breeds ignorance. This ignorance leads to problems that affect the system financially, morally, operationally, and countless other ways. For purposes of this article, I’ll use Barry Oshry’s terms of “Tops,” “Middles,” and “Bottoms” to simplify three tiers of a given organization. Many organizations operate using this model. People at the top make decisions without seeking input from key stakeholders, namely employees. Instead, they look … Continue reading

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Five Reasons Why Trainings Don’t Work

You might find it ironic that, as a trainer, I don’t believe that trainings work. The truth is that I believe they can work – it’s just that many organizations either don’t know how or when to use them. The following five examples are almost surefire ways to guarantee that you will waste time and money as well as lower morale and trust through your trainings: 1. Not Addressing the Real Problem In many cases, organizations don’t do their homework to find out what the real problems are. Instead, they make assumptions, follow the latest trends, or don’t gather enough information to make informed decisions. Offering trainings on diversity … Continue reading

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Creating Thriving Organizations for a Thriving Planet

Everyone has blind spots. Whether these blind spots fall into areas in which we have minimal experience, aspects of ourselves (or others) that we simply can’t see, or habitual ways of behaving that don’t produce the results we desire, these blind spots keep us from thriving. This is true for both organizations and the individuals within them. As a trainer, coach, and consultant, my job is to help identify these blind spots and create and implement a plan for overcoming them. My position as an outsider provides the opportunity to see things that others cannot. For example: – Unspoken or unacknowledged norms in the organization that are creating ruts … Continue reading

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