Page 125 - Make Work Great

Organic Growth

Quick Video: Manage the People Managing You

Visit www.MakeWorkGreat.com for a short video segment about how
to use the ICE model (identify, connect, explain) with your role set. This
is also an easy bit of information to share if you’re trying to describe
the contents of this chapter to a trusted friend or colleague.

tural precedents and the associated mutual benefi t relationship. This
also makes it easy for you to see how receptive each of them is and to
note the most receptive ones as natural candidates for enrollment in
your new crystal.
One frequent objection to the ICE model is, “So-and-so is in my
role set but I don’t trust her, so why should I do this?” Notice that
there is nothing in the model requiring you to trust the other person,
only that you become trustworthy to her. It is possible to be actually
(and visibly) trustworthy to someone you yourself don’t trust. Often
in the process, mutual trust develops and the relationship improves.
If not, you are still the one taking the high road, and you can simply
avoid trying to add that person to your crystal for the time being. But
to say, “I won’t try to be trustworthy to her until she is trustworthy to
me” is a bit like standing before a cold fi replace and saying, “I won’t
give it any wood until it gives me heat.”

Broadcast to Your Mentorship Relationships
Do you have a mentor? If not, maybe you should consider fi nding
one.
Are you a mentor to someone else? If not, perhaps you should
consider becoming one.
Mentorship relationships take many forms and work on many
levels of formality or informality. They can be geared toward the
broad-based development of the mentee (the person being mentored)
or limited to specifi c skills or information. Not all organizations have
formal mentorship programs, yet in almost any group of people with
a shared purpose, it’s commonplace to fi nd those who have been

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