After eons of approaching the getting‘interpersonal behaviours’ working, freed-up, enabling, with the focus on theleader and working from the notion that a leader would take personalresponsibility it has now become apparent that most just blame ‘the other’.

The ‘they should’, ‘why don’t they’, ‘we have triedeverything’, seems is just too imbedded. It seems leaders think it is theresponsibility of ‘others’ to change their behaviours / thinking and that‘they, the supposed leader’ has done as much as they should be expected to!

It beats me why people (leaders) should expect others, tojust suddenly decide to change their thinking, behaviours without anyadditional skills and in the face of behaviours from their leaders exampling inso many cases, behaviours that demonstrates that they have lost hope of thatvery change.

People do live up to or down to expectations and that isself-fulfilling.

So, as of today – 01.04.2013, I am changing my approach.

As it is these so called leaders (some ofcourse are not stuck but many are) that I most work with or come intoassociation with and just generally have a view of, oversee the hiring,more often than not ineffective counselling or performance management and thenlook to manage out those who are demonstrating behaviours that are notsupportive of the so called company culture.

This is culture based on taking no responsibility for thedevelopment of personnel in fixing of ‘pebbles in the shoe’, of behaviours thatare counter productive, people who have moved into ‘b’ behaviours. A culture basedon taking no responsibility for the development of personnel and the fixing of those‘pebbles in the shoe’ until the individual becomes patterned and those aroundthat person equally patterned – expectations being met with the behaviours.

Of course that person remans on the payroll for some time,no effective remediation but actually authorising the behaviours by thispayment.

It is up to leadership to find ways forward that in thefirst place call the bluff on poor behaviours, fix situations and ‘causes’, setnew ground rules and the call the person, processes and others accountable.Should with clarity a situation not remedy, then there are effective IR waysforward, all about gap analysis, effective counselling and then with this establishedclarity no fix, removing that person from the organisation.

All this happens so much more effectively where the leadertakes responsibility early, leads various strategies to fix. So often the causeis lack of leadership in fixing other peripheral causes.

So much more can be said a bout this – so much can be doneto put into effective very positive organisation structures, through, coaching, consulting, recruitment, training andcommonly just being more connected as a leader - knowing the team, inclusion, sharing, delegating, listening .........