By Chris Turner
Have you ever heard "Let's get each person at the related web page" only one time too many? was once your newest administration education path simply one other plateful of warmed-over dogma? Then it is time to begin kicking up a few airborne dirt and dust and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner exhibits you ways to just do that. With a hearty dose of Texas humor, and with knowledge won from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and gives clean methods of considering enterprises and the folk who carry them to lifestyles.
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Additional resources for All Hat and No Cattle: Tales of a Corporate Outlaw
People got to learn in many ways and were charged to take responsibility for their own learning. Our habit of staying loose made some people very nervous—the same ones who wanted detailed, minute-tominute agendas. " We created a rich, beautiful, engaging, fluid environment that brought out the creativity and energy in everyone. The music, food, graphics, and layout became part of the learning. We designed first and foremost for the participants. By weaving the desired outcomes—collaboration, innovation, new perspectives on learning—into what we did, we created the future now.
So our initial disturbance was to offer Principle-Centered Leadership, a course derived from Stephen Covey's Seven Habits of Highly Effective People, to all managers. We chose this approach because it focused on the individual, it was highly personal, it helped managers learn how to create trust, and, through feedback, it allowed them to see themselves as others see them. 21 22 Ail Hat and No Cattle The workshops were organized to include cross sections of people—everyone from staff managers to general managers to first-line supervisors from all parts of the country.
XBS got the business—a contract in excess of $1 million per month. Subsequently, the Denver operation successfully used this approach with several other customers. San Antonio, in addition to engaging all work teams in the thousand-dollar team funding, encouraged folks to take a day off to spend a hundred dollars on learning whatever they wanted. Although the learning did not have to be work related, many people took computer classes and other courses that had direct work application. We attempted to measure the results in the learning centers over a six-month period.
All Hat and No Cattle: Tales of a Corporate Outlaw by Chris Turner
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