Quadrant 4: Original Action

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Donna continued to be delighted and amazed at how her team was

finding new ways to learn more about their clients and find innovative

solutions to meet the clients’ demands. Most of her managers

had shown a great deal of initiative infusing their own teams with a

new spirit of teamwork. As Donna reflected on the changes that the

department had made, it occurred to her that her organization primarily

waited for clients to make a request or file a complaint before

taking action. Although they had become much more effective and

creative in responding to clients’ needs, little or no proactive effort

was being made to work directly with their clients to prevent issues

from occurring in the first place. Reaching out and working directly

with the client teams represented a major change in thinking and

approach not only for the department, but also for the company as

a whole.

Donna had never been one to deliberately stick her neck out too

far. She preferred to stay safely inside the box of clearly set expectations

and deliver on those as quickly as possible. Donna knew that

leadership meant taking risks, and this was one risk that she felt

strongly was worth taking. Working with her coach, Donna began

to crystallize her thinking around creating proactive service teams.

As she engaged her managers in conversations to explore this idea

further, she received a wide range of reactions. She found herself

using every level of insight as she listened carefully to her managers’

hopes and concerns. Her coach encouraged her to take a much

broader organizational view and begin to discern the kind of

support that Donna would need to bring her idea to life. Influencing

this complex network would put her leadership skills to the test.

Although she was not sure how it would turn out, Donna felt ready

for the challenge.