Julio’s Value System

“And what if he is just not interested in the work?” I asked.

“At this point, I don’t really care if he is interested in the work,” Nelson protested.

“I understand, but if he is not interested in the work, then the best you will ever get is compliance. You will never get commitment.”

“So, what do you mean interested? It’s work. It’s not supposed to be interesting,” Nelson pressed.

“What are those things we are interested in? What things do we have passion for?” I stopped. “We are interested in those things in which we place a high value. And it doesn’t have to be the task, it just has to be connected to the task. A bricklayer may be stacking brick with mortar, not very interesting, but he may also be building a school for his children.”

“I get it,” said Nelson, “but we don’t build schools. How am I supposed to know what Julio is interested in? How am I supposed to know about Julio’s value system?”

“You are his manager. That’s the work of a manager.”

2 thoughts on “Julio’s Value System

  1. AJ

    Susan Scott wrote a great book “Fierce Conversations” ((It’s a MUST read)) it’s about how to use everyday conversation to cut through the politics of work relationships and start talking about what really matters.

    Many people go through life putting off those “difficult” conversations, and letting things just happen by default. This book makes it clear that those very conversations that people avoid are the really important ones that can change your life. By having them, you can change your destiny.

    Aside from getting honest with ourselves, one of the topics discussed is called “Mineral Rights”, a type of conversation designed to get deep, past the surface and into the truth of what is going on. The approach accomplishes four purposes: Interrogate reality, provoke learning, tackle tough challenges, and enrich relationships.

    And although it’s designed with work in mind, the use of these techniques will also enrich your personal life…

    Reply
  2. Dennis Blanchard

    Managers must know their resources to be an effective delegator. Not just a job pusher but a person who knows the potential of each of their associates.

    Reply

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