People do things for two reasons, because they want to (motivation) and because they can (ability).
Who you’re with his how you act.
We experience conflict when we perceive a threat to our sense of self or our values. In other words, conflict reveals values.
The key to managing ... conflict in the moment is in the understanding of the motives and emotions that people are experiencing during the conflict.
But the key to getting past that and truly resolving conflict is in understanding what triggered the conflict in the first place. Conflict triggers reveal what matters to us – and we are most often triggered when something goes against our values. This is why we say that conflict can reveal values. We only go into conflict about things that are important to us.
I’ve heard it said that we teach others how to treat us. How we deal with accountability issues sets a precedent for future encounters.
What is the most important part of a puzzle? Most people say the edges. ... I would argue, however, that the edges aren’t the most important. The most important part of the puzzle is the picture on the box. Have you ever tried putting together a puzzle without the picture? It can be maddening. If you’re working on a puzzle with others you may find yourself fighting for the box. It’s nearly impossible to put the puzzle together when you can’t see the finished product.
Our tendency when listening is not to really listen at all. We often listen with the intent to respond. While others are speaking, we are crafting our next clever comment. Challenge yourself to carry on the conversation without input, anecdotes, correction, criticism, or counsel. Just keep asking clarifying questions. Just learn.
It seems that when it matters most, we are often at our worst. As parents, we let our emotions get the best of us and we end up behaving in ways that are completely contrary to our good motives. And when we reflect on “What do I really want?” we often amend the question with the following words: from them. This approach is limiting. Our motive can’t be merely to have the other person change. We are better to reflect on what we really want for them. This is a stronger motive and one that will encourage dialogue and not provoke emotion.
Leadership is more than a title, it’s a mindset.
Great leaders have great vision—the ability to see situations clearly and the impact these situations will have on future outcomes. Often, for many reasons, leaders suffer from impaired vision. Some leaders are nearsighted, having the ability to see objectives and situations that are close. Others are farsighted and can properly see objectives that are far away. When it comes to accountability, the goal of every leader should be twenty-twenty vision. We should be able to see each situation for its ability to impact objectives that are both near and far.
People do things for two reasons, because they want to (motivation) and because they can (ability). 