10-25-2012, 05:47 AM
My life is full of examples of self-censorship, not speaking up when I had something to contribute, or to call foul when I saw something wrong.
Stage 3 appears to have removed that, and replaced it with something that works better for me. I'm no longer inhibited from making an impassioned argument supporting my position on something. I've no respect for anyone's sacred cows, questioning the wisdom of uncritically-accepted norms.
The way we do business is one example, above, where I made the argument during our team meeting. Another was where I pushed back on my boss yesterday, requiring him to write a stronger rejection of a request made by a project manager. In my evaluation of the PM's request, which is part of my job, the paraphrase looks like this, "It would be unconscionable to allow them access to our resources and begin work before the contract is signed." The boss followed my recommendation, but his reply was uncharacteristically weak, asking the PM to resubmit with a better plan. I told him I needed a stronger rejection, and he gave me something that was a smidge better, but insufficient. So I told the PM his request was impossible, and to do 'x' and 'y' to achieve his goals. I've found that our outsourced PM's require a firm hand, and I'm completely uninhibited from giving them this.
The lack of self-censorship comes with a good delivery mechanism: I'm not delivering these arguments like a sailor, but more like a good businessman. I admire and take pride in this result, because it is this grace that delivers the message successfully. The arguments are delivered like the moves of a fencer, rather than crude force of a wrecking ball.
Well done, Shannon. I did not expect this level of refinement to be present so quickly.
Stage 3 appears to have removed that, and replaced it with something that works better for me. I'm no longer inhibited from making an impassioned argument supporting my position on something. I've no respect for anyone's sacred cows, questioning the wisdom of uncritically-accepted norms.
The way we do business is one example, above, where I made the argument during our team meeting. Another was where I pushed back on my boss yesterday, requiring him to write a stronger rejection of a request made by a project manager. In my evaluation of the PM's request, which is part of my job, the paraphrase looks like this, "It would be unconscionable to allow them access to our resources and begin work before the contract is signed." The boss followed my recommendation, but his reply was uncharacteristically weak, asking the PM to resubmit with a better plan. I told him I needed a stronger rejection, and he gave me something that was a smidge better, but insufficient. So I told the PM his request was impossible, and to do 'x' and 'y' to achieve his goals. I've found that our outsourced PM's require a firm hand, and I'm completely uninhibited from giving them this.
The lack of self-censorship comes with a good delivery mechanism: I'm not delivering these arguments like a sailor, but more like a good businessman. I admire and take pride in this result, because it is this grace that delivers the message successfully. The arguments are delivered like the moves of a fencer, rather than crude force of a wrecking ball.
Well done, Shannon. I did not expect this level of refinement to be present so quickly.
Fear is a liar.
There is nothing noble in being superior to your fellow man; true nobility is being superior to your former self. -- Ernest Hemingway
There is nothing noble in being superior to your fellow man; true nobility is being superior to your former self. -- Ernest Hemingway
