chapter 20
In pursuit of a positive workplace
‘Start by doing what’s necessary; then do what’s possible; and suddenly you are doing the impossible.’
Francis of Assisi1
As well as curiosity about why someone can seem so difficult and how working relationships might be improved, this book was partly born out of frustration and concern.
Frustration that leaders sometimes failed to tackle the obvious issues that can make a tough situation worse. Concern that colleagues of a difficult person were tolerating and suffering from the impacts. And that there weren’t enough growth-focused interventions for those difficult people themselves.
A complex reality ...
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