one of his great messages was recorded - he reduced them to two rules – and it was even – rule #1
was: no adminrule #2 was: all decisions are administrative istrative decision is ever final. His
(chuckle). That rule was humorous but it was reflective of how things work: rules are fluid,
decisions are fluid, they happen not necessarily because after step (a) you do step (b). But it
reinforces the realization that there are more opportunities than it often seems there are, and that
people can find ways to achieve the results they want to achieve even when it seems you’ve reached
a from a perspective, the cookbook says this is how dead-end. And that, again, was different: I came
you get there. But you don’t always get there, you find you run into obstacles. What he taught me was,
well, you can also look around for another way to skin the cat. Great lesson, especially in bureaucracy
and at the time I came up. You earlier remark about a shortage of emotional intelligence – a lot of my
fellow managers were still in the “here’s what the cookbook says, here’s what the rules are in
regulation 1.5.4.2. And that’s what wregardless.” Not so much, really. There are ways to e do,
figure it out, if you are persistent and pay attention. I’m having trouble expressing this, but it comes
down to the idea that you as a leader can accomplish a lot more than you may think you have
“permission” to do, if you are imaginative, learn to work with people, and most of all, just recognize
that there’s more room to maneuver than you think.(^)
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Resilience
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Resilience
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Learn to work with others
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“you as a leader can accomplish a lot more than you may think you have
‘permission’ to do, if you are imaginative, learn to work with people,
and most of all,there’s more room to maneuver than just recognize that
you think.”
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EIPRESSURE
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EIPRESSURE
EIOTHERS
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R9R8 Responses embedded elsewhere in narrativeResponse embedded in narrative above^