The cherub faces in my leadership class looked up, all smiles, ready to take notes, write down all the answers.
“Why are you here?” I asked.
“Well, to listen and learn,” came a response from the back.
“Listening to me will not make you a more effective manager,” I replied. “What I have to say is only my understanding, for me.” I stopped. “So, how will you learn? Listening to me will not make you a more effective manager. Reading my blog will not make you a more effective manager. How will you learn?”
There was an uncomfortable silence. Sometimes silence does the heavy lifting.
“What you learn will only get started in this room. The real learning happens outside of this room, when you take the words and try them out in your own problems and decisions. My understanding means nothing (except to me). What is your understanding?
I have been asked to make a presentation at an international conference sponsored by the Global Organization Design Society at the IBM Palisades Center NY, July 31-Aug 5, 2014.
I need your help in my preparation for that presentation. My subject at the conference will be how companies have applied the Time Span principles contained in the research of Elliot Jaques. I am looking for both informal application in how a manager sees decision making and problem solving to formal application in hiring systems or organizational changes in structure.
If you have attended one of my Time Span workshops (I have delivered 400 workshops over the past ten years) and you have used some principle or understanding to help you in your managerial work, I would like to hear from you. Please use the form at Ask Tom to send me a short note.
Thank you for your interest in the Time Span research of Elliott Jaques.