"It isn’t that they can’t see the solution. It is that they can’t see the problem."
-George Bernard Shaw

"Nothing is so exhausting as indecision, and nothing is so futile."
-Bertrand Russell

"All problems become smaller if you don't dodge them, but confront
-William F. Halsey

"Nothing is more harmful to a new truth than an old error."

"No one succeeds greatly, who doesn't take the risk of failing
-Robert Kennedy

"A good scare is worth more than good advice."

"We cannot solve today’s problems with the same level of thinking that created them."
-Albert Einstein


Care Enough to Care-front!

Right communication conquers adversity. Cohesion, leadership and training are keys to success.

If You Don't Confront, You Don't Care
We call confrontation, ‘care-frontation’. This means: care enough to confront. If you don't hold people accountable, you'll perpetuate unsatisfactory performance. Giving a positive consequence for a negative behavior prevents change. Not holding people accountable may even lead them to believe they're hopeless.

People and organizations tend to change only when the pain of remaining the same becomes greater than the pain of change. If you want change, you have to increase the pain. How? By holding people accountable for the logical consequences of their behaviors. We can focus the pain of an individual or an organization, so that change is embraced. As Harry Truman said, "I didn’t give anyone hell. I just told the truth and they thought it was hell." Hold people accountable, and the poor performers will leave voluntarily.

When You Don't Confront, You Enable
Confront avoidance and denial. Over time, avoidance can permeate every level of an organization. It only makes things worse. Theodore Roosevelt saw it like this: "In any moment of decision, the best thing you can do is the right thing. The worst thing you can do is nothing." Curb procrastination. End avoidance and begin resolution.

Stand Up and Be Counted!
When care-fronting, people will be less defensive if you ask questions before making statements. Gather accurate information before making final assessments. There is no such thing as "constructive criticism". Criticism is destructive and when it goes to shame and blame, it prevents communication. Applying premature or inappropriate consequences gives people a place to hide, an excuse not to admit to their part. Learn to use objective and logical consequences--those that are related, reasonable and respectful. Begin by modeling personal accountability. Set the standard by owning your part and asking questions first.

Enabling Grows Frustration, Resentment and Defiance
Denial, blame and stonewalling are all destructive. Frustration is anger turned inward on self. Resentment is anger directed at others. Defiance is anger used to keep others out. It's all anger by another name. Pay attention to the unique direction of each form of anger. You can learn to identify and appropriately release hidden anger. We have processes that identify the emotional factors that impact the bottom line.

Who Owns the Problem?
People often see themselves as victim before they see themselves as accountable. The question to ask is: "What if, I create, promote or allow everything that happens to me?" First, find what you are accountable for as you are the only person you can truly change. Awareness of accountability is the beginning of personal change. Personal change is the beginning of organizational change. Organizational change is catalyzed by societal change. Accepting accountability is a giant leap toward finding solutions to problems.

Get to Solutions Faster than You Believed Possible
It takes openness and honesty to get disciplined dialogue. It takes disciplined dialogue to get closure. It takes closure to get commitment. It takes commitment to get accountability. It takes accountability to achieve positive outcomes If you want positive outcomes you must have an accountability culture.

"A Goal Is a Dream that has an Ending."-- Duke Ellington
With Brightman processes you can unscramble the productivity puzzle. Reduce internal dissonance with focused face to face discussion. Care-frontation brings out the best in the best. Don't protect poor managers, rookies or others. An emotionally immature manager will wreck havoc on those around them. When employees doubt management integrity, the indirect cost is astounding.

Change Is Not an Option, Embrace it!
If people can’t (are not able), train them. If they won’t (are not willing), isolate the belief system that drains their motivation. When people are both unable and unwilling, they choose to leave. Truly hold people accountable for the logical consequences of their behaviors and they will change or leave on their own. No one has the right not to change — the general welfare of too many families is at risk. Tolerance of incompetence perpetuates corporate under-performance. Moving people from victim to accountable, unleashes productive energy that benefits all.

Effective leaders deliberately confront their own shortcomings and thereby become the leaders every organization needs. What is it that you'll be remembered for most?

Achieve Necessary Endings and Realize New Beginnings!

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