There is no doubt in my mind that community based and bottom up approaches to enterprise support like those pioneered by Ernesto Sirolli and subsequently developed and transformed by projects like Bizz Fizz and on a much more modest scale Elsie, provide significant clues to the emergence of truly sustainable and enterprising communities.
Because I choose to let it, Progress School forces me to focus on what I need to do to develop my future plans. Attending the sessions makes me focus at least once a month [if I’m lucky enough to escape work to attend] and that focus is nudging me into taking actions that I might ordinarily push to one side ‘until later’.
The only negative side manifests itself in my frustration when my paid job is too demanding to allow that precious time for me to attend. Precious is what Progress School is to me at the present time. Now I need to find ways to ensure my escape in good time every 2nd Thurs of the month.
“I’ve always known personal development was important, but rarely actually made any time for it. Progress School changes that. It means that at least once a month I’m forced to think about my own development, and better still it gives me the tools, support and motivation for doing so.”
“Joining a group which is focused on self development has focused me on what I need to do. Knowing that I will be “reporting in” once a month has helped me to find the time to put in the effort to do something in readiness for the next session.”
Thank you very much for inviting me to Hull Progress School which I thoroughly enjoyed. I thought that Mike’s presentation /facilitation was excellent. Actually I was able to recall the model verbatim during a conversation over the weekend which either
a) had a lasting and meaningful impact, or
b) means that I am opening my mind as a consultant to new ideas, or
c) makes me sad and I should get out more !
They usually write a lot of sense over at management issues, which is why I was a little surprised to read an article called Anger Doesn’t Pay.
In my book it is perhaps the most important driver for change and innovation. Anger serves a surprising purpose . It gives us a clue, a sign that there is something here that we can have the energy and creativity to make better. Anger pays much more than indifference which at time seems ubiquitous.
What does not pay of course is losing your temper. Shouting and displaying your anger in ways that alienate people rather than recruit them to your cause.
So value your anger, cultivate it, harness it and make progress. Just don’t let it ignite your temper!
I help accidental managers become outstanding managers – if I can help you give me a call – 0113 815 3765 (UK)
- Front liners are capable of taking on far more responsibility than the boxes the system puts them in.
- Front liners are very modest about their own abilities and skills.
- Front liners want to do a great job for patients.
- Managers must learn to let go of more of the power they have thus allowing front liners to get on with the job.
- Managers must be there for support when front liners need it – they are well capable of judging when they need help.
Sensible reflections from Trevor Gay’s Simplicity blog
I am sure that you will agree with much of it.
But do you ACT on it?
Or do you let ‘the system’ get in the way?
If we want engagement, and the mediocrity busting results it produces, we have to make sure people have autonomy over the four most important aspects of their work:
- Task – What they do
- Time – When they do it
- Technique – How they do it
- Team – Whom they do it with.After a decade of truly spectacular underachievement, what we need now is less management and more freedom – fewer individual automatons and more autonomous individuals.