So often, we are encouraged to overlook a critical reality: that people are complex individuals.\u00a0 No one title or \u201cpersonality type\u201d is sufficient enough to truly describe someone.\u00a0 The more a leader can recognize and work with complexity, the more good ideas tend to emerge from people (many of which you never would have thought of), including more solutions to sometime complex problems.<\/p>\n
Stephen Covey stated in The 7 Habits of Highly Effective People<\/em> that we must be efficient with projects, but effective with people.\u00a0 That is, the most “efficient” ways to do things with others (for example, a quick email to someone telling them what to do) are often not the most effective ways to get things done with others (it may take a longer phone call to truly and consistently get the results you are looking for from someone).\u00a0 Recognizing and appreciating your own complexity and the complexity of others is a huge step toward achieving effectiveness with others.\u00a0 Its been our experience that the more we appreciate (or, in Carl Rogers\u2019 terms, the more we \u201creceive\u201d others in their totality) the more loyalty you get back (along with what my colleague Brian Mistler<\/a> calls\u00a0\u201cdiscretionary effort\u201d from individuals).<\/p>\n