Status Updates From Leadership Material: How Pe...

Great insightful book. Reading and discussing with a colleague. We’re pretty slow to finish but every chapter so far is very though provoking and we want to delve.

Key point:
The key thing with a default response is that you are deprived of your ability to think. Realizing that this relates to the originating events, rather than your current situation, begins the process of repair.

Key point:
The key thing with a default response is that you are deprived of your ability to think. Realizing that this relates to the originating events, rather than your current situation, begins the process of repair.

Need to work on this:

... overdeveloped default behaviors often fall into traps such as
Taking feedback as personal attack
Responding aggressively , blaming, accusing, and being defensive
Losing confidence, having low self- esteem, and self-doubting.

Need to work on this:

... overdeveloped default behaviors often fall into traps such as
Taking feedback as personal attack
Responding aggressively , blaming, accusing, and being defensive
Losing confidence, having low self- esteem, and self-doubting.

Like this bit:
Positive working experiences are essential for achieving results. Leaders may have all the technical and professional skills in the works, but if they rub their peers or staff the wrong way, this results in people moving away from them.

Like this bit:
Positive working experiences are essential for achieving results. Leaders may have all the technical and professional skills in the works, but if they rub their peers or staff the wrong way, this results in people moving away from them.

Like this bit:
Positive working experiences are essential for achieving results. Leaders may have all the technical and professional skills in the works, but if they rub their peers or staff the wrong way, this results in people moving away from them.

Understanding why people behave in certain ways is unimportant; the main thing is how you respond.
Be aware of your own response to others’ behaviours.
Know where your response originates.
Understand your current impact on others.

Understanding why people behave in certain ways is unimportant; the main thing is how you respond.
Be aware of your own response to others’ behaviours.
Know where your response originates.
Understand your current impact on others.

the experience people have of working with you is just as important as the result you produce.

the experience people have of working with you is just as important as the result you produce.

On the right track if people come to you for help/seek your counsel and advice.

Page xxvi: By signing up as a leader, you have signaled your capacity to create positive futures for others.

Page xxvi: By signing up as a leader, you have signaled your capacity to create positive futures for others.

Page xxvi: Peers who interact as equals never behave as if they were superior or inferior to one another regardless of their structural relationship.

Page xxiv
Intervening with peers is not about doing something wrong or being reprimanded, it is about peers sharing experience simply and genuinely.

- what about if it isn’t peers? Is it still the same. Can you use this in a manager to staff member situation?