People Development through Inspiration, not Authority.

Deliberate practice activities are so demanding that no one can sustain them for long without strong motivation. How can an enterprise contribute to that motivation? The traditional answer was that it made people do what it wanted by firing, demoting, or otherwise punishing those who didn’t. That never worked very well, and it works even worse in today’s information-based economy, where most employees aren’t turning wrenches but instead are using knowledge and relationships with results that may not be easily observed day-to-day. Try making them do what you say, or even telling them exactly what to do. A. G. Lafley or Procter & Gamble says, “The command and control model of leadership just won’t work 99 percent of the time.”

-Geoff Colvin “Talent if Overrated”


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