#23: Your unreasonable people matter
George Bernard Shaw once wrote that “The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.”
How do you react to the unreasonable people in your organization? Do you heed them and engage with them? Do you sanction and discipline them? Or do you ignore them and hope they go away?
A prime role of a leader is to evaluate, influence and direct the behavior of others. In doing so, the leader defines the context within which behavior will be perceived as either reasonable or unreasonable.
But deciding on what is reasonable and what is not depends far more on what is in your mind than on the state of mind of the person whom you are observing.
Now you know that your perception of what is reasonable and your response to unreasonableness could determine your organization’s rate of progress.
I’m james@nonsenseatwork.com
Copyright: 2006 James Henry McIntosh
How do you react to the unreasonable people in your organization? Do you heed them and engage with them? Do you sanction and discipline them? Or do you ignore them and hope they go away?
A prime role of a leader is to evaluate, influence and direct the behavior of others. In doing so, the leader defines the context within which behavior will be perceived as either reasonable or unreasonable.
But deciding on what is reasonable and what is not depends far more on what is in your mind than on the state of mind of the person whom you are observing.
Now you know that your perception of what is reasonable and your response to unreasonableness could determine your organization’s rate of progress.
I’m james@nonsenseatwork.com
Copyright: 2006 James Henry McIntosh
posted by James Henry McIntosh at
7:20 AM
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