https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2 en-us 2023-02-09 15:33:00 UTC 2023-02-09 17:13:29 UTC hello@padlet.com charlestylerturner https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475198818 The Rider loves to contemplate and analyze, and, making matters worse, his analysis is almost always directed at problems rather than at bright spots. But in situations where change is needed, too much analysis can doom the effort. In tough times, the Rider sees problems everywhere and “analysis paralysis” often kicks in. When the Rider sees that things are going well, he doesn’t think much about them. But when things break, he snaps to attention and starts applying his problem-solving skills. What if the Rider had a more positive orientation? If you are a manager, ask yourself: “What is the ratio of the time I spend solving problems to the time I spend scaling successes?”  ]]> 2023-02-09 15:33:59 UTC https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475198818 charlestylerturner https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475199347 More options, even good ones, can freeze us and make us retreat to the default plan. But in times of change, autopilot doesn’t work anymore, choices suddenly proliferate, and autopilot habits become unfamiliar decisions. When you’ve got a new manager, the way you communicate stops being second nature and starts being a choice. Ambiguity is the enemy. Any successful change requires translation of ambiguous goals into concrete behaviors. Until you can ladder your way down from a change idea to a specific behavior, you’re not ready to lead a switch. To create movement, you’ve got to be specific and be concrete. ]]> 2023-02-09 15:34:17 UTC https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475199347 charlestylerturner https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475199972 When you describe a compelling destination, you’re helping to correct one of the Rider’s great weaknesses—the tendency to get lost in analysis. Our first instinct, in most change situations, is to offer up data to people’s Riders: Here’s why we need to change. Here are the tables and graphs and charts that prove it. The Rider loves this. He’ll start pouring over the data, analyzing it and poking holes in it, and he’ll be inclined to debate with you about the conclusions you’ve drawn. To the Rider, the analyzing phase is often more satisfying than the doing phase, and that’s dangerous for your switch. Notice what happens, though, when you point to an attractive destination: The Rider starts applying his strengths to figuring out how to get there. ]]> 2023-02-09 15:34:41 UTC https://padlet.com/charlestylerturner/cxjacdwrmqcfbyw2/wish/2475199972