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Making Things Right?

[fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ last=”yes” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”” background_image=”” background_repeat=”no-repeat” background_position=”left top” border_position=”all” border_size=”0px” border_color=”” border_style=”” padding=”” margin_top=”” margin_bottom=”” animation_type=”” animation_direction=”” animation_speed=”0.1″ class=”” id=””][fusion_text] As managers, can we go too far too fast in “making things right?” This issue has surfaced in several recent coaching sessions – entirely understandable because managers often have a strong desire to fix things. Perhaps it’s in their nature, maybe it’s just a misguided byproduct of responsibility, but when managers see something wrong, they tend to want to make it right. Unfortunately this particular urge can be over-developed into triggering an automatic response or even a routine, called reflexive management style. See if this sounds familiar: [/fusion_text][/fusion_builder_column][fusion_builder_column type=”1_1″ last=”yes” spacing=”yes” center_content=”no” hide_on_mobile=”no” background_color=”” background_image=”” background_repeat=”no-repeat” background_position=”left top” border_position=”all” border_size=”0px”…

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