Here is the important distinction: problems, when addressed, are solved. Patterns, when addressed as if they were only a problem to be solved, remain. This is where many leaders get stuck, as they often are depending on someone’s performance to turn around, yet it continues to be the same. They just keep telling them to do better. They only address the problem when they really ought to be addressing the underlying pattern. And sometimes even addressing the pattern won’t change things. That’s when the boundary of a “necessary ending” (as described in my book of the same name) may be required. A
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