April 06, 2010
MORE LEADERSHIP TIPS
From
www.Better-Leadership.com
Level 3 Priority Setting
SITUATION:
Some issues in the workplace
drive you NUTS! Seems that the everyday challenges can get under your
skin, and the more you resist, the less they go away.
TRY THIS:
Step back and look at just what
eats at you.
Sometimes we get caught in the circle of letting uncontrollable items actually control us. So use this quick reference to categorize the issues in your workplace.
Type I Issues - Control
Sometimes we get caught in the circle of letting uncontrollable items actually control us. So use this quick reference to categorize the issues in your workplace.
Type I Issues - Control
You have complete control of
these issues. They are in your realm and authority. Ergo, they should
not be bothering you, my friend .. change something.
Type II Issues
- Influence
The key: Type II Issues can fall into a vast range. If something is slightly influencable (new word), then set a guideline for how long you may push on it before going on to Plan B.
Another key: Type III Issues are great for bemoaning. It feels good to vent, but only to a degree. At the heart of them should be an acceptance that we cannot change them.
An Example of a Type III = a decision that someone else made (perhaps a higher-up) that affected the way YOU get your work done. Criminy! Don't they know what they are doing up there?
Well, cannot change it. Cannot affect it. Perhaps it is your responsibility to send feedback up the flagpole as to how it is affecting your level. This can be done diplomatically and is often appreciated.
NEW: Visit the video version of this tip.
You
do not have complete control
over these, but you have some degree of influence. With a plan, you can
affect this.
It may be that your boss or a co-worker may see this issue as a Type I for him. What does that tell you about how you may influence it?
Type III Issues - Out of YOUR control, out of YOUR influence,
essentially leave them aloneIt may be that your boss or a co-worker may see this issue as a Type I for him. What does that tell you about how you may influence it?
Company
policy, legal limitations, distant clients, the weather!
The key: Type II Issues can fall into a vast range. If something is slightly influencable (new word), then set a guideline for how long you may push on it before going on to Plan B.
Another key: Type III Issues are great for bemoaning. It feels good to vent, but only to a degree. At the heart of them should be an acceptance that we cannot change them.
An Example of a Type III = a decision that someone else made (perhaps a higher-up) that affected the way YOU get your work done. Criminy! Don't they know what they are doing up there?
Well, cannot change it. Cannot affect it. Perhaps it is your responsibility to send feedback up the flagpole as to how it is affecting your level. This can be done diplomatically and is often appreciated.
NEW: Visit the video version of this tip.
Note
to men: you are indeed welcomed at this site!
Disregard the references to "skirts" ... :)
Disregard the references to "skirts" ... :)
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