Page 213 - Appreciative Leadership
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186  Appreciative Leadership




           Carol is a VP who reports directly to the CEO. Audrey is an internal
           consultant working with both the CEO and his three peers in other
           business units. Carol and Audrey were having a monthly meet-
           ing to keep each other informed, when Carol offered the follow-

           ing advice: “People are saying that there is something wrong with
           James [business unit CEO]. I don’t think he will be able to do the
           interviews you asked him to do without help. Would it be possible

           for you to offer him an assistant for the process, someone to take
           notes for him and be sure the right ideas get factored in?” Audrey
           thanked Carol for the input, and she said she would talk it over with
           colleagues and then get back to Carol with what was decided.
              Audrey and her two colleagues discussed the situation. Was it
           really Carol’s place to say that James needed help? What if he really
           did need help? What if James had a serious emotional or health
           issue? Should someone talk to James? If so, who? Should someone
           let James know what people were saying? Was it Audrey’s place to
           find a way to provide help to James when he didn’t ask for it?

              After talking about the situation and considering a number

           of options, Audrey and her colleagues based their decision on
           the notion that it is not appropriate to say something about some-
           one that you have not said or are not willing to say to that person,

           directly. They decided that Audrey would get back to Carol and tell
           her that if James asked for help, they would be happy to provide
           it. Otherwise, they felt they would be acting inappropriately and
           jumping into someone’s life without being invited.



            As this story makes apparent, the quality of relationships is an essen-
        tial factor in the quality of performance. Determining what is relationally
        appropriate takes time, consideration, and care. And it is worth it. Right
        relationships are joyful sources of positive power, intimacy, learning,
        collaboration, and productivity. Appreciative Leadership fosters integ-
        rity through right relationships within departments and organizations,
        with customers and vendors, and across cultures, ages, and interests, as
        well as across business and community lines.
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