Real leaders don’t “give assignments”—they ask for commitments. They understand that the initial conversation is a chance to frame the entire subsequent experience. When people make a commitment—a choice—they feel a far deeper connection to their work. When it is assigned to them—or others sell them on it—a subtle and insidious agreement is made: that the leader is responsible for their motivation. The worker is consenting to this work as a favor to the leader.
"Leadership Lessons from Ex-Cons" Crucial Skills. 9/15/2015
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