Download Leadership - Etsko Schuitema PDF

TitleLeadership - Etsko Schuitema
TagsLeadership Employment Truth Leadership & Mentoring Supervisor
File Size2.9 MB
Total Pages232
Document Text Contents
Page 1

LEADERSHIP
The Care and Growth Model

Etsko Schuitema

Page 116

108

Leadership

More than anything else, the example of Tony and Fred illustrates
how attention demonstrates whether you are here to give or here to
take. In Tony’s case I have no interest in him, my attention is purely
on the pen, and it is clear that in this case I am attempting to ensure
that I get the pen. In other words, I am trying to control the outcome.
I am trying to get what I want.

In the Tony case my attention is not on the pen, it is on being
correct with Tony. It is as if I trust that if I am appropriate with
him I do not have to worry about the pen, it will look after itself.
To get this right I have to take my attention off the pen and put it
on Tony. I have to open myself to the possibility that I may not get
the pen. Empowerment is about pushing people to realise the best
in themselves.

The more you focus on what you should be putting in, the less
you have to worry about what comes towards you. Being here to
give means acting consistently with golden rules or values. The
golden rule allows you to identify what you should be focusing on
in a given moment, what you should be spending time on and what
you should be paying attention to. Any moment that faces you has
two possibilities. The one is what you want and the other is what is
correct.

If I focus my attention on what I want to get, which is what I did
with Tony, what I want is withheld. If I focus my attention on what
I should be giving, which is what I did with Fred, I do not have to
worry about what I want. That will look after itself because it literally
ceases to be my problem and becomes his.

Finally, there is a connection between discipline and reward in
that there are two sides to the coin of accountability. Accountability
does not just mean being punished for malevolence, it means being
rewarded for benevolence. The same rule of fairness operates in both,
along with the requirement of consistency.

Creativity
Your responses to the following two questions are an indicator of
how much creativity you would tolerate in those around you.

• Your subordinate wishes to carry out a task contrary to
company policy or your specific instruction. Would you

Page 117

109

Means: �e Question of Time

consider the merits of the case?
• Would you spend time on your subordinate’s ‘crazy’ ideas?

About half of the people we at Schuitema train say ‘yes’ to the first
question and most say ‘no’ to the second. One wonders whether they
have ever heard of the Wright brothers! In fact, this is probably one
of the most important things a leader could spend time on and relates
to the heart of our argument.

The technocratic approach insists that everything has to function
according to clearly defined rules because, if they don’t, they can
neither be controlled nor managed. You cannot manage something
that is essentially unpredictable. Let us examine rule-bound
behaviour. If, for example, we were to follow the rule, we would
argue that 1+1+1=3. However, we also argued that an enterprise is
successful if it creates a surplus. The logic of surplus is that 1+1+1
does not equal 3 – it is more like 4+.

Empowerment is about pushing people to realise the best in
themselves.

Talk about a crazy idea! Here you have taken something of a certain
size and by its inner workings it has become bigger than itself. It is
miraculous. It is like picking yourself up by your own bootstraps.
In fact, all growth is about breaking
boundaries. If the acorn insists on
staying within the boundaries of its
shell, it will never become an oak. The
price of the oak tree is that the acorn
becomes more than it appears to be.
It has to break the boundary to grow.

In the same way that growth
implies the breaking of boundaries,
it also implies transcending control.
If I want something from you, your
ability to withhold what I want makes
me manipulable. You have control over me and I am trapped by the
boundaries that you circumscribe. If, however, I look at what I should
be giving, I slip out from underneath your capacity to control me.
I literally break the boundary.

VALUE FOR
SUBORDINATE’S

IDEA

LISTEN:
Be patient.

The nugget of gold is
hidden in a pile of dirt.

Page 231

223

Index

manipulation: 26, 34,
62, 72
manufacturing: iv, 113,
121, 122, 127, 129, 132,
137, 153, 156, 166, 169,
194, 202, 217
Marketing: 134
maturity: 46, 48, 69, 72,
75, 181
means: v, 2, 9, 13, 15,
21, 24, 25, 26, 27, 28, 29,
31, 35, 37, 42, 43, 47, 49,
50, 51, 57, 58, 64, 68, 72,
76, 81, 83, 102, 111, 112,
113, 116, 117, 123, 127,
132, 136, 137, 138, 146,
148, 149, 150, 154, 157,
158, 159, 164, 166, 167,
168, 169, 171, 175, 181,
189, 190, 192, 193, 194,
195, 196, 199, 202, 203,
205, 207, 209, 211, 212,
213, 214, 217
motive: 27, 29, 30, 32,
52, 62, 71, 73, 75, 76,
149, 151, 156, 168

N

natural criteria: 32
natural rule: 32
needs: 11, 28, 45, 53, 56,
57, 58, 59, 61, 62, 68, 72,
81, 111, 127, 132, 139,
155, 173, 193, 196, 211,
212
nurturing: 51
Nurturing: 66

O

organisation: v, 9, 10, 12,
20, 21, 34, 45, 51, 80, 82,
83, 113, 119, 120, 121,
122, 125, 126, 132, 134,

135, 150, 151, 158, 190,
192, 209, 213, 215, 217,
219
Overtime: 121

P

pace: 65
performance: 40, 51, 92,
93, 110, 111, 135, 153,
154, 158, 167, 185, 193,
197, 199, 204, 208, 219
personal excellence: 1
personal problems: 93,
110
Phrasing: 151, 182
planning: 137, 171, 173,
198
policy: 46, 113, 115, 116,
136, 139, 199, 200, 201
potential: 1, 22, 57, 58,
68, 153, 154, 164, 165,
166, 175, 180, 181, 198
power: v, 8, 9, 10, 11, 12,
13, 14, 21, 22, 23, 24, 25,
29, 30, 32, 35, 36, 37, 39,
40, 42, 43, 44, 46, 47, 48,
54, 55, 56, 59, 73, 114,
123, 124, 133, 190, 191
Precision: 65
pressure: 2, 64, 119, 173,
218
Procurement: 121
profit: 147, 149
Promotion: 121
punishment: 27, 60, 102
purchasing: 126, 128,
137, 139

Q

quality: 1, 64, 72, 83, 117,
122, 132, 133, 135, 152,
161, 162, 169, 175, 181,

186, 189, 219

R

recognition: 56, 61, 117,
181, 189, 208, 217
reflection: 10, 68, 150,
168, 176, 177, 181, 189
relationship: v, 1, 2, 6, 7,
8, 9, 11, 14, 22, 25, 30,
31, 35, 36, 37, 38, 39, 40,
42, 44, 46, 52, 53, 54, 55,
62, 65, 76, 93, 127, 128,
129, 148, 153, 158, 164,
169, 171, 173, 176, 177,
181, 183, 189, 192, 193
respect: 57, 66, 137, 181,
189
responsibility: 13, 48,
116, 133, 134, 149, 178,
181, 189, 195, 196
retrenchment: 19, 181,
189
reward: 26, 27, 39, 66,
154, 156, 157, 158, 159,
164, 193, 195, 201
risk: 21, 50, 64, 65, 128,
137, 138, 149, 156, 157,
160, 181, 189
Rogerian Technique:
181, 182, 189
rules: 35, 60, 109, 113,
137, 181, 189

S

safety: 133, 152, 170,
172, 174, 181, 185, 186,
189, 219
sales: 82, 110, 121, 122,
134, 135, 136, 191, 196,
197, 199, 200, 201, 202,
205, 206, 207, 208, 210,
212, 219

Page 232

224

Leadership

satisfaction: 63, 64, 181,
189
Schuitema: iv, v, 12, 25,
38, 51, 62, 80, 109, 135,
147, 165, 175, 220
Second Attention: 76
Second Attention, the:
181, 189
security: 18, 23, 56, 57,
62, 72
self-interest: 49, 52, 54,
66, 147, 149, 151, 152,
181, 189, 215
sequence: 83, 181, 184,
185, 189
service: 112, 121, 124,
126, 132, 150, 157, 161,
181, 189, 190, 217, 218
snake killing: 181, 189
solution: 23, 25, 178,
179, 181, 184, 189
stability: 62, 182
standards: 58, 82, 93,
146, 182, 185, 186, 194,
202, 205, 209
structure: 22, 24, 45, 139
surplus: 30, 31, 32, 109,
182
surrogate management:
12, 123, 182
systems: v, 5, 46, 136,
195, 201

T

tasks: 136, 137, 173, 176,
182, 197, 199, 202, 207
Teacher: 182
teaching: 82, 165
technocracy: 35, 49, 136,
163, 166
testing: 182
Third Attention, the: 76

Three Attentions, the:
163
time: 14, 16, 18, 20, 21,
25, 28, 29, 45, 46, 55, 57,
58, 60, 63, 69, 70, 72, 81,
82, 83, 102, 109, 110,
111, 112, 125, 128, 132,
134, 137, 138, 148,
150, 161, 163, 164,
166, 176, 181, 182,
185, 191, 192, 197,
202, 203, 204, 205,
206, 207, 210, 213, 215
Time management:
121
tools: 34, 81, 194, 200,
205
training: 2, 82, 114,
115, 123, 173, 197,
198, 203
transactionally correct:
57, 60, 75, 76, 149
Transfers: 121
trust: 3, 4, 5, 6, 7, 8, 9,
10, 11, 13, 15, 17, 19,
20, 21, 22, 28, 29, 30,
55, 56, 57, 62, 72, 148,
159, 166, 188
truth: 16, 17, 19, 43,
54, 60, 66, 192
turnover: 135, 155,
157, 158

U

Union, the: 21, 22

V

value: v, 30, 31, 54,
55, 57, 58, 62, 66, 68,

81, 118, 126, 136, 146,
147, 151, 153, 154,
155, 156, 157, 158, 167
values: 2, 54, 55, 57,
58, 59, 65, 66, 68, 72,
110, 198
vertical empower-
ment: 119
virtuosity: 65, 146,
147, 166, 169
virtuoso: 58, 64, 65,
136

W

willingness: 30, 37,
42, 51
work values: 2
worldview: v, 30, 32,
34

Similer Documents