Treść książki
Przejdź do opcji czytnikaPrzejdź do nawigacjiPrzejdź do informacjiPrzejdź do stopki
HOWTOREPLICATESUCCESSANDAVOIDFAILURES
Theadageof“thebearerofbadtidings”hasbeenknownsinceancientBaby-
lon.Backthen,suchmessengerswerekilled.Itiseasytoimaginehowmany
itemsofbadnewsdidn’treachtherecipientinthefirstplace.Perhaps,it
evencontributedinsomewaytothefallofBabylon?
WENEEDTOUNDERSTANDEACHOTHER
Effectivecommunicationisaskillyoucanlearn;thisrequiresopenness
andhonesty.Itisaguaranteeoftrust,notonlybetweenthebossand
theemployee,butatalllevelsoftheorganisation.
Alongtimeago,duringadisciplinaryconversation,theeditor-in-chief
ofGazetaPrawnapointedoutthatweneededtounderstandeachother.Then,
Irealisedmyclaimswereunfounded.Ididn’tunderstandhimandhedidn’t
understandme.ItwasonlyafterafewyearsthatIhadlearnedmylesson.
Sincethen,Ihavebeentryingmyutmosttounderstandmyco-workerswell.
Thisdoesnotalwayswork,butIstrivetomakethemopenup.Then,Itry
tounderstandtheproblemthoroughly.Also,Iattempttoseethingsfrom
theirperspective.Suchadiagnosismustbeanin-depthoneandcanonly
bemadeafterawhole“communicationsession”,conductedwithabsolute
sincerity,inwhichbothsidesopenup,tellingeachotherhonestlywhat’son
theirminds.Ibelievethatonlythenisthereachanceforacatharsisand,con-
sequently,healingtherelationshipbetweenthesuperiorandtheemployee.
Ibelievethattheabilitytocommunicateisaskillthatcanbelearned.I’ve
alwayshadaproblemwiththat.Ihadtopracticeforalongtime,buteventu-
32
