Page 162 - Make Work Great
P. 162

Leading Your Crystal

                  things done. Neither of these is what we mean. In fact, both confuse
                  the issue.
                    “Crystalline reputation” is not about formal organizational status,
                  popularity, or speed of results, although it does have a cause-and-
                  effect relationship to those issues. Often, as your crystalline reputa-
                  tion improves, your career will advance, your standing with peers will
                  improve, and the pace at which you produce results will quicken. But
                  what we’re discussing here is a specifi c form of organizational wis-
                  dom that lies behind those issues: the way in which your colleagues
                  regard the cultural patterns you demonstrate.  It is the improvement
                  in your crystalline reputation that precedes and produces those other
                  improvements in your work life.
                    You began this book as a member of the culture surrounding
                  you, following roughly the same precedents and probably produc-
                  ing roughly the same output as others in your crystalline network.
                  As you fi rst began to role-model new cultural patterns, you became
                  a contributor to your workplace, bringing to it new ways of doing
                  things and probably a little more effectiveness. But as you can see
                  from Figure 7.1, your journey will not end there. With continued,
                  consistent, habitual demonstration of your patterns of overtness and
                  clarity, your crystalline reputation will improve. Over time, you will
                  naturally come to play the role of advisor, as others begin to suspect
                  that you have answers and try to seek them out. Finally, as your

                  influence grows even more, your role as advisor will expand further
                  to the role of defi ner of cultural trends. At that point, you will have
                  a growing network of trusting relationships with others in infl uential
                  positions, many of whom owe a small part of their success to your
                  role-modeling.



                  Types of Advice
                  For now, let’s start with your role as advisor. The better you get
                  at role-modeling your new cultural precedents—being overt about
                  your tasks and the tasks of others, and practicing clarity regarding
                  your relationships with others—the better informed you’ll be about



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