second group wasn’t disgruntled, butwas disgruntled who thought this was a performance the first group
review process. Which is how it started. But I was kind of relieved once people saw there was going to
be stricter reviews, they were going to shape up. It wasn’t my goal to see how many people I could get
rid of; it was my goal to see how many people we could motivate to work. I don’t think that really did
it. I think that was an attempt ... but I think there was too much of the disparity, too much vagueness
between what “new day” soundwhat it meant. I learned that ironically and found ed like it meant and –
and it took me a while to accept this for it to make any sense to me – that I had to really change my
communications methods. Now as you see, I talk. Most people would say I’m a good communicator.
But what people would actually say to me is, “we don’t really know what you’re saying. We know
you’re being nice, we know you want to do good things, but we don’t really know what you’re saying
that you want us to do. It’s a new day! What does that mean? That we wear a green shirt Great!
instead of a red sheet? What does it mean?” Somebody said to me, “(name), you have to tell us –
drop this bomb on this target at 2 o’clock Tuesday and we will do it. But if you say ‘conduct a raid’,
we don’t know what to do. We don’t know if we’re on target or not.” And what we tried to do was set
up a system where leadership is supposed to set broad priorities – we called it, what was it? PPD –
policy, priority, and direction. That was my job,to micro-manage, but to set policy, priority, and not
direction. And we had a big arrow, and the idea was so long as you were operating within the scope or
boundary of that big arrow, I would endorse it. I wouldn’t make you do it exactly my way. As long
as it’s consistent with the policy, priority, and
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communication -
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Consistency
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people we could motivate to work”
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“I had to really communications methods”change my
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EIOTHERS
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(^) CONNECT
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