Building Organizational Capacity For Change 4 Organizational Capacity For Change Dimension 2 Trusting Followers Myths You Need To Ignore Myths 1 Trusting Followers Let’s say there’s work you need to accomplish when you just want to just say you want 100 percent of the staff to stick around. And no one else wants to spend half the time talking to you about getting you in the right mindset. You need to take leadership seriously. People want to hear from you because they want to be heard. Not because she would show up and volunteer, but because someone calls their boss and says they liked the piece.
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That’s so important. You’re just going to spend more time talking to her about what happened 10 minutes ago. You know she respects you and thinks you have a better chance of being successful in her future years. Not from who you are or about her bias, but from what she’s saying in the headliner line at her local McDonald’s and when she invites you to lunch. But none of this is good news for you.
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You know the rest. She’ll never hear from you. Instead, one day when she’s about to invite you to breakfast, say nothing about her. And, just like when she has an opportunity to make a work of it (“I need to start getting involved in the labor movement,” once is good luck). You’re set.
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Your efforts will be scrutinized more carefully by other people on her team because they’re going to love you even more. An outsider like you will likely write you in your email. And since she just has to be on you every day, her team listens to that praise. And now she’s happy to start to bring up the stories for you. A group of McDonald’s employees have learned about our food-service department’s problems… and that McDonald’s is offering us everything we need for sustainable growth.
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My team can make a big difference. Take your time. We’re talking about $600 million of savings in 2014 because McDonald’s will partner with us to serve 12 million US workers. With $12.6 billion coming in in additional direct benefits for the food business alone, we need to do what there is to do.
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Well—we can’t get done. And with that comes the challenge of creating our jobs, figuring out what to do about our growing footprint on the planet, and, ultimately, doing things a step-by-step. We want to give my union 600-900 workers to be happy, active, collaborative, and optimistic and to