My Ever-Evolving Intellect Suites Organizational Change
When given my opportunities to grow an intellect suitable for putting aside the very ego that involuntarily clashed with other egos in the workplace, I genuinely learned a lot about truths defining my evolving character. I read books about the potentials for enabling my sensitivity as a strength. I am an empath, and this factor does not have to be a bad quality to wield.
Bottom to the top, every team member must learn to act as a sincere communicator adept with leadership qualities that suite organizational change. Especially, when such lacking support fails to enable role modeling in every position while adhering to not-so-great philosophies possibly distrusted by one’s employees. I think a learner must be a subject matter expert lending to the teacher and likewise learning through a compromise in the lessons.
Our capacity for listening gains feedback’s lessons and evolving philosophies, theories, and logic solve challenges most often due to a broader capacity for favoring necessary change agents. No one person is as valuable as a team equal in ownership of productivity. Growth never stops in a team’s efforts to continue as a culture bought into opportunities for change. People are the most important factor for gaining change agents and the worst case in some cases where favoritism causes doubts. In some instances, a single egotistical entity can poison the entire well with insecurities with a team atmosphere, as a company becomes ill-equipped with a revolving door of distrust.
I have also learned it is not easy to grow positive organizational change in a culture lacking absolute accountability, honest communications, and strength building through integrity. A management system meant to pigeon-toe positions fuels completing personalities incapable of emotional intelligence and fears of replacement haunts such a culture.
If a chain reactive awareness lacks its links to departmental trust, a team will surely fail at one phase or at many stages in processes. If change is a need––some lacking agents create a reality where an unequal exploration of responsibilities fails to correct poor behaviors ingrained through favoritism and the fear of losing a position filled in a tough job market. Each role must offer opportunities for accessing leadership qualities and knowledge in all collaborative roles must lend well to their educational track as career-minded people.
I question whether leadership can trickle down adequately to a learners’ capacity for equaling sincerity through even the most committed expectations. If a manager lacks the expertise to lead and leadership is a privy to a small group of people directing a larger body, failure appears imminent to such traditional team building techniques. Time has little to do with the growth of every professional role, especially, if feedback fails to lesson further a team’s knowledge of repetitive problems.
A greater means for repetitively making the same mistakes leads to a need for more feedback and so forth. A leader leads by example and trust in peers to do the same.
Resolve: Managers manage to achieve goals daily using tactics that place value or devaluing individualized roles for reasons relatable to avoiding emotional investment. Due to the inadequate efforts to improve feedback and proper training demean a manager’s voice for ensuring successes—fear fails to encourage leaders who believe successes come from demanded respects. Change as cultural influencers depends upon a willingness to allow an employee to relate to failures and understand how growth takes place. Learning how an employee best serves as an asset can enable better training and create productivity as a result.
No one person learns equally. Every pesky ego standardizing a repetition of personalities conflictive by the very nature of egos. Valuable mindsets can fall prey to the inaptitude for favoring cliques and bullying. Risks force doubts into irresponsible efforts and irrespective attempts at business growth loses valuable team members over unnecessary stresses. Intimidations and favoritism both demeans a team member’s willingness to grow as a leader.
Mistakes remain prevalent to achieve a greater means of unity amongst the human elements typical where emotions get involved when managing relationships. Where the actual work depends on feedback most, a systematic process for shifting blame has no true value for lessoning egotistical behaviors to no longer exist through leadership training and more feedback.
System recording processes like intervals place people into pressured roles to account for scenarios with many participants involved—causing chaos due to those factors incapable of full inclusion without emotional disruptive behaviors. If such a behavior exists in a management role, then an example of lacking integrity cast doubts on every team member asked to account for their daily actions to comply to a disruptive model of doubts.
Culture means equal value and growth befits applicable training and allowing for feedback enables leaders to encourage greater efforts that evolve and rightfully so. A future where no one group rules over a potential for ownership of organizational successes leads to confidence and surely profits.
~ R. Everett Maynard