Second Chances

by Rita Burgett-Martell

It’s never too late to become what you might have been.

George Eliot

When Joe’s manager began the conversation by saying: “I want you to know how grateful we are for your twenty years of valuable service to our company,” Joe expected to hear that he was being promoted, or at least receiving a pay increase. After all, his performance reviews had never been less than stellar.it came as a shock when what he heard next was: “our company is moving in a new direction and unfortunately your skills aren’t the skills we need. We wish you the best of luck in your future endeavors.”

It was a defining moment when Joe realized that doing a good job no longer guarantees that you’ll keep your job.

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How To Be A Leader People Want To Follow

by Rita Burgett-Martell

“The days of Command and Control are over. Today’s leaders must Trust and Inspire their employees to be trusted as leaders.”

I was a shy sixteen years old, afraid of my own shadow, the summer I worked as a Nurse’s Aide at our local hospital. The Director of Nursing was a strong loud woman that I found very intimidating. Whenever I saw her coming I would turn and go the other direction, or look for someplace to hide.

One day she stopped beside me, put her arm around my shoulder, and said: “I want you to look at my shoes.”

I immediately thought there must be something wrong with my shoes. They were the wrong kind. They weren’t as white as hers. They weren’t laced up correctly. I was literally “shaking in my shoes,” expecting to be criticized or reprimanded. Instead, her words taught me a valuable lesson in leadership that has served me well in my career.

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If Only “They” Would Change

“Be thankful for the difficult people in your life and learn from them.
They have shown you exactly who you do not want to be.”

I always begin my change management workshops by asking each participant what they hope to learn. “I’m here to learn how to change my boss because he really needs to change,” one woman responded.  She literally thought the workshop was about how to change management instead of how to manage change. 

When life isn’t going our way, it’s easy to get caught up in the blame game and fall into the trap of thinking that if only someone else would change, our problem would be solved.  

If only…

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‘I Want Things to be Better. I Just Don’t Want Anything to Change.’

What we’re really saying is “I want to experience the benefits of change without experiencing the disruption of change.”

And, who wouldn’t? 

When confronted with the reality that achieving what we desire requires more changes than we are ready or willing to make, we often choose the status quo.

I’ve had many projects launched on a giant wave of unrealistic expectations about how much better life will be once the change is implemented, only to come crashing down when the reality of the impact of changes required to realize the expected benefits becomes known.

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