The brain was constructed to change.
MICHAEL MERZENICH (1992)
Our standard practices for improving performance involve techniques that are largely ineffective at helping others: giving advice, solving problems, or trying to work out how people need to think. To maximize our effectiveness as leaders, it’s time to give up second guessing what peoples’ brains need, and become masters of helping others think for themselves. The best way to do that is by defining solutions rather than problems, and helping people identify for themselves new habits they could develop to bring those solutions closer. Pivotal to all this is the art of enabling other people to have their own insights.
Once people ...