Washington cultivated a culture of open dialogue, practicing his famous self-discipline of silence, encouraging arguments to compete, listening and probing, until he made up his mind to act.
Related Quotes
...heās tapping into his ability to provide wise counsel to inspire others as they scale new peaks and remake themselves. He summarizes his approach to change in this simple phrase (inspired by Aristotleās āWe are what we repeatedly do. Excellence, then, is not an act, but a habit.ā): āWe are what we practice and weāre always practicing something. Thus, to make changes we need to practice something new and different.
But while in the early days his opinions would swing wildly and his delivery could be abrupt, he became more articulate and observant of peopleās feelings as time went on. He learned to read the room, demonstrating skills that, years earlier, I didnāt think he had. Some people have said that he got mellower with age, but I donāt think thatās an adequate description of what happened; it sounds too passive, as if he just was letting more go. Steveās transformation was an active one. He continued to engage; he just changed the way he went about it.
Observing their own behavior, the coaches learn the lessonāhow they found it easier to criticize than to support, to think of ten clever insults rather than a single consolation. Thompson found a way to transform his point into a testable credential, something the coaches could experience for themselves.
Afterward, I tried to take this same commitment to being honest back to the office. I began encouraging everyone to say exactly what they really thought, but with positive intentānot to attack or injure anyone, but to get feelings, opinions, and feedback out onto the table, where they could be dealt with.
My attempts to mold him failed, and I felt increasingly frustrated. He thought Iād fire him. Fortunately, for him and me, I began to grasp that he had not failed me; rather, I had failed him by putting him in a role out of frame with his encodings. Furthermore, I felt somewhat responsible for his future; I did not want to see this wonderful young man start his professional life getting fired. So, I began making a series of iterative steps, testing him with different tasks that drew upon what I sensed to be his intellectual gifts, and he showed signs of flourishing.