Page 229 - Make Work Great

Leading Your Crystal

mal 360-degree feedback or as informal sharing of what they’ve seen
others in your position do successfully. And external experts will
offer it—footnoted with an impressive variety of degrees, credentials,
and references—via books, webcasts, seminars, and consultations,
free or for a fee. The spirit in which the advice is offered and the
agendas of those offering it will differ widely and may not always be
easy to deduce.
The quality of the advice itself, however, can be evaluated far more
simply. Whoever you think you can believe, whatever advice you con-
sider following, check it fi rst with two straightforward tests:

1. Is it consistent with your disciplines of overtness and clarity?

2. Does it support your avoidance of the roles of rescuer, persecu-
tor, and victim?

If it passes both tests, then it may be worth considering. But if it
fails either one—if it runs counter to your practice of overtness and
clarity, or if it encourages you toward or traps you in the three scripts
of the drama triangle—walk away from it quickly! No matter where
it comes from, no matter how impressive the credentials or noble the
intentions of the person offering it, such advice does not benefi t you.
As compelling as it may be, it will ultimately serve only to disrupt the
very crystal you’ve tried so hard to build.

Nothing Left but the Doing
With that, it seems we’ve run out of things to talk about. Thank good-
ness! We have covered a lot of ground in a relatively small number of
pages. We began with just a mind-set, the choice to change. We moved
quickly to workplace practices for you to use alone and ultimately
ended up suggesting ways to mobilize groups of people and to role-
model patterns of activity for an increasingly large environment.
Some might argue that we’ve covered enough material for more
than one book. Yet all we’ve really done is explore the various mani-

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