Some situations have become difficult problems because the doing, and some of the habits of mind connected to that doing, aren’t working anymore and are also connected to ways of seeing reality that people can be fiercely, unreasonably loyal to - despite clear as day evidence to the contrary.

It’s precisely the folks who’ve been aware for awhile of a growing problem, have a sense of when it started, what its possible sources might be, what's happened since then, and really want to understand their own part in the process - those are the people who use consultation well.

the key quality that "makes" someone as a manager is his or her courage and willingness to step up and take responsibility for the successful completion of the work product.

In terms of Emotional Intelligence, Phil’s EQ was roughly in the sheltered workshop range.

Good or effective management: it's not about holding their hands enough, or wasting time wishing they weren't who they are, but instead it's about - first and foremost - managing yourself, modeling the adult perspective, and keeping the focus on the work.

Workplaces are far more relaxed and productive when the supervisor is comfortable inside his or her skin, doesn't need to play one-upsmanship with the supervisees, really wants to know and understand what's going on, and doesn't need to let everyone know who's in charge.  They know anyway.

I’m concerned about how dispirited my professional colleagues have become, how much everyone's heads are down, and how focused we are on news about how much or how little funding has fallen under the budget axe. I’m discouraged that a major conversation we're not having is the one among ourselves as professionals about what we’re seeing – and what we might do about what we’re seeing.

Conversations between supervisors and employees are supposed to be about the work, not have an undercurrent of judgment and personal power.