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Creating your Unique Value Proposition to gain your Competitive Edge.
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8 Signs You're a Control Freak

8 Signs You're a Control Freak | Competitive Edge | Scoop.it
You might not know it, but your controlling behaviors are making your employees batty. Here are a few ways to ease up already.

Control freaks rarely know that they are one. They believe that they are helping people with their "constructive criticism" or taking over a project because "no one else will do it right."

They don't see their controlling behaviors as symptoms of what's really going on--their own anxiety has run amuck.

Irrational thoughts abound in our high stress world: If I don't get this contract, I'll get fired. If I'm not home by 6:00, I'm a terrible parent. If I don't get that raise, I suck at my job.  All of these thoughts might be true, but probably not.

Rather than tackle our own irrational thinking and massage it into more realistic thinking, we attempt to control the situation, usually by trying to control other people.

Want to know if you're a control freak? Here are eight signs for your self-diagnosing pleasure.

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Marc Kneepkens's insight:

Hot issue, in every aspect of who you are, in business and in your personal life. Of course, running a business or a startup requires a good balance of control. The last word hasn't been said about this.

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Management Be Nimble - NYTimes.com

Management Be Nimble - NYTimes.com | Competitive Edge | Scoop.it

“We aspire to be the largest small company in our space.”

When Dominic Orr, the chief executive of Aruba Networks, said those words, he crystallized a goal I had heard many leaders express during the hundreds of interviews I’ve conducted for the Corner Office column: they want to foster a quick and nimble culture, with the enviable qualities of many start-ups, even as their companies grow.

All leaders and managers face this challenge, regardless of the size of their companies. Even the founders of Google have worried about losing the magic that helped propel their search engine’s phenomenal growth. When Larry Page announced that he was taking over the chief-executive role from Eric Schmidt a few years ago, he explained to reporters that the company needed to move faster and recapture the agility of its early days, before it grew into a colossus.

“One of the primary goals I have,” Mr. Page said at the time, “is to get Google to be a big company that has the nimbleness and soul and passion and speed of a start-up.”

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Via Beth Kanter
Marc Kneepkens's insight:

Excellent views on how to align people in companies to get focused and treat each other with respect.

The viewpoint of Beth Kanter on email is worthwhile reading too. Email is truly an issue because it is so bland, not only emails in the workplace but also in any kind of human interaction. It's so easy to misinterpret a few words since we ususally project our own images and emotions into the situation. Isn't that why 'emoticons' were invented?

Great article and comment.

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Beth Kanter's curator insight, January 5, 2014 8:40 PM

The Hazards of Email

Bring up the subject of workplace email during conversations with C.E.O.’s, and the mood often shifts. Email is a hot-button issue, and clearly a source of endless frustration.

The problem, of course, is that for all the obvious benefits of email in speeding communication, it is also a dangerous trap. Emails are too easily misinterpreted, with often-disastrous consequences for the culture of an organization, because they can damage whatever connective tissue exists between colleagues. Yet the allure of email is powerful, and people fall repeatedly into the same trap, thinking that email is the best way to accomplish a lot of work in a short time.

Many C.E.O.’s are perceptive observers of the hazards of email, and they establish a variety of rules in their companies to discourage its use and encourage people to talk instead.

“If there’s a conflict and you need to resolve it, you cannot really do it in an email because people don’t know tone,” said Nancy Aossey, chief executive of the International Medical Corps. “They don’t know expression. Even if they like you and they know you, they might not know if you were irritated or joking in an email. There are things we can say in conversation that you can’t say in email because people don’t know tone and expression.

“People change when they talk in person about a problem, not because they chicken out, but because they have the benefit of seeing the person, seeing their reaction, and getting a sense of the person. But arguing over email is about having the last word. It plays into something very dangerous in human behavior. You want to have the last word, and nothing brings that out more than email because you can sit there and hit ‘send,’ and then it just kind of ratchets up and you don’t have the benefit of knowing the tone.”

By talking over the phone or in person, you’ll not only avoid dangerous misunderstandings, but you’ll also develop relationships and a sense of trust with colleagues — essential ingredients in fostering the kind of high-performing culture that drives innovation.