“….you may not like each other, but you have got to go ahead as a partnership if you want to take the game forward.” Sage advice from Ian Chappell, former Australian Cricket Captain, for Cricket Australia and the players.
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We’ve been ‘con-formed’ by our neighbours. They asked for our block’s ‘tolerance and understanding’ during their building project – via email through our owner’s corporation and one week after they’d moved out to a rental property on the other side of the river. That’s when we found out that the ‘build’ would take nine months.
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You can’t touch the connection created between tango dancers, but you know when it’s not there. A bit like trust between partners.
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It’s a given that organisations need to invest time, effort and money into onboarding new staff to set them up for success. Make them feel welcome, help them get to know the culture and align expectations. Partnerships also need such induction processes.
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Trust is complex. Easily lost, hard to regain. It can be eroded gradually or in one fell swoop. What is clear is that there’s no trust without transparency. In supply chains. In banks. In politicians. In partnerships.
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Delighted to share what Rebecca Cattran says she learnt at my recent workshop on visual notetaking. Over to Rebecca.....
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A cool name for working with highly emotional people.
Coined by a fellow facilitator, Paul Micallef (‘mick-a- leff’, not like the bloke on the ABC) the title drew a curious group to our most recent session at the Victorian Facilitators’ Network (VFN).
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As a young au pair living in the 17th arrondisement in Paris, I loved watching Madame Vié cook. She seemed to know exactly what went with what. A roast called for peas, cooked slowly in her blue Le Creuset. Chicken called for coq au vin. Only a certain type of cheese was used in an omelette - I never did figure out exactly which.
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