Managing to Make a Difference. Sternberg Larry

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СКАЧАТЬ violation of the company standard for male hair length.

      All the employees on my team started speaking at once. I could see they were talking about Gunter, but I could not understand what they were saying, so I asked one of my interpreters. She said, “They are saying he must be really, really good at his job.”

      Lesson

      Employees are eminently capable of understanding why you are tolerating certain kinds of undesired behavior from top performers. And what's more, they accept it.

      A more challenging situation occurs when the top performer is undermining the culture, mistreating people, or acting immorally or unethically. How much of that should you tolerate? It is up to you. The decisions you make in these situations define what the fundamental values system of your culture really is. Where you draw the line in any situation speaks powerfully about what you really value.

      CHAPTER 6

      MAKE PEOPLE SIGNIFICANT

      Sawubona is an African Zulu greeting that means, “I see you.” It goes far beyond the rote, “Hello,” or, “How are you?” so many of us say every day. Sawubona says, “I see deeper than the surface. I see your personality. I see what makes you unique. I see you as a person with dignity, worthy of my respect.”

      Ngikhona is the traditional response to sawubona. It means, “I am here.” In the Zulu culture, the call “Sawubona” says, “I see you. You are a person.” And the response, “Ngikhona,” says, “Because you see me, I am here.” There is a question underneath that greeting: If you do not see me, do I exist? Indeed, the Zulu proverb “Umuntu ngumuntu ngabantu” means, “A person is a person because of other people.”

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      1

      John E. Hunter, Frank L. Schmidt, and Michael K. Judiesch, “Individual Differences in Output Variability as a Function of Job Complexity,” Journal of Applied Psychology 75, no. 1 (February 1990): 28–42. doi:10.1037//0021–9010.75.1.28.

      2

      Jennifer Robison, “Turning Around Employee Turnover,” Gallup Business Journal, May 8, 2008, www.gallup.com/businessjournal/106912/Turning-Around-Your-Turnover-Problem.aspx.

1

John E. Hunter, Frank L. Schmidt, and Michael K. Judiesch, “Individual Differences in Output Variability as a Function of Job Complexity,” Journal of Applied Psychology 75, no. 1 (February 1990): 28–42. doi:10.1037//0021–9010.75.1.28.

2

Jennifer Robison, “Turning Around Employee Turnover,” Gallup Business Journal, May 8, 2008, www.gallup.com/businessjournal/106912/Turning-Around-Your-Turnover-Problem.aspx.

3

Kimberly Schaufenbuel, “Powering Your Bottom Line through Employee Engagement,” 2013, www.kenan-flagler.unc.edu/∼/media/Files/documents/executive-development/powering-your-bottom-line.pdf.