Assume positive intent when analyzing the actions of others, especially directs.

Lots of managers spend an awful lot of time worrying about why their directs are doing what they're doing. They figure, if I can understand the rationale, then I can be more persuasive getting them to change. Yeah ... no. It doesn't work. Here's why, and what to do instead.

This Cast Answers These Questions

  • Why do my directs do things wrong?
  • How can I correct their intentions?
  • How can I spend less time worrying about what my directs are thinking?

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