Page 174 - Fearless Leadership
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Standing for the Success of Each Other  161


               ated considerable damage and ill will, one apology was not
               enough. She had to demonstrate authentic remorse and a notice-
               able change in her behavior before others were willing to trust her
               again. Isabel was determined to stand for the success of her team
               and she did not give up. One by one, team members began to stand
               for her success.

               To build committed partnerships, start by ending conspiracies against
             others and redirect underground conversations to the appropriate per-
             son or venue so the issue can be resolved. Fearless leadership is a
             methodology for quickly changing direction and taking accountability
             to get things back on track. But even so, do not be deluded into think-
             ing that a high performance team and committed partnerships are the
             panaceas for curing all ills. The cure is to build an organization in which
             people are resilient and agile. High performance teams are not models
             of perfect behavior; they are imperfect teams that know how to recover
             quickly.

             Listening For Positive Intention
             In standing for the success of others, committed partners listen for posi-
             tive intention. They start with the belief that people want to do their best.
             They trust others and recognize that there are times when people are
             unable to clearly articulate what they need or want to contribute.
             Committed partners listen generously and focus on the positive inten-
             tion to discover the spoken or unspoken commitment.
               Let’s contrast this with the automatic way of listening which is to
             be right and have a know-it-all attitude. It takes work to genuinely lis-
             ten to others while the mind is judging what they are saying. Notice the
             chatter in your head (judging, criticizing, assessing), and realize that
             you need to override it in order to hear what people are attempting to
             communicate.
               The first step is to catch when you listen against others. For example,
             you may find yourself frustrated in a conversation or meeting and your
             mind is screaming loudly “This is absolute crap.” The moment you have
             this reaction, you stop listening, and your attention is on what you want
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