Thursday, February 21, 2008


Wise managers and leaders do a lot of nudging.

Nudging can consist of asking open-ended questions to introduce topics, brainstorming, bringing in speakers who have new ideas, thinking out loud, sending people out in the field, and circulating articles. [It can even, I am told, include referring people to blogs! A dangerous nudge indeed.]

We nudge because we know that simply directing certain actions may create dependency and that the nudged may develop a different approach which is superior to anything currently in mind. By not drawing maps for others, we give them the powerful experience of discovery; an experience that may be far more memorable than clear guidance from the boss.

If you ever reproach yourself for not being the order-barking executive seen in films, relax.

You're probably nudging.

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