Latest Articles 

Leaders ask for "good work." They ask for something "done well." They want "quality"; they want people to be "professional." They assume, often without ever examining the assumption, that everyone hearing those words is picturing the same finished result they are. They're not.

People who ask why are trying to do the job well. They're trying to understand the purpose, alignment or mission driving the instruction itself, so that when a judgment call comes up later, they know which way to lean.

This, of course, had pros and cons. If you had a manager that was supportive and willing to listen to your concerns, you felt like you were in a great working environment and were able to bring your best to work. However, if your immediate manager was difficult to work with, wouldn't listen to what you had to say, and was harsh or critical, there was no way for you to find resolution but to leave.

A plant supervisor is training a new team member on a line change. He shows her the sequence once, hands her the checklist, and walks away. Two days later, she's still getting it wrong, and he's frustrated: "I never had anyone tell me twice. I just figured it out."

Generational fluency was the practice ground. Curiosity is the actual skill.

Two people, one relationship, two completely separate stories, and neither of them had said theirs out loud.