Professional Documents
Culture Documents
Unit 1 Script Gap Fill Exercise
Unit 1 Script Gap Fill Exercise
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unenthusiastic: adjective not feeling a lot of excitement and interest about someone or
something
2
long haul: noun a difficult task that takes a long time and a lot of effort to complete
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silo: noun a system, process, department, etc., that operates separately or is thought of as
separate from others
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flip side: noun a different way of looking at an idea, argument, or action
within new roles that they’re taking on. Because one thing that happens in
organizations is a lack of clarity creates a lot of chaos.
Connolly: Right.
Ross-Graham: And, so, it really doesn’t create an environment where people thrive 0. It
creates an environment where people are muddled0 and sometimes not
achieving all of the goals that they set out because they actually don’t know
what those goals are. So being really clear on the roles and expectations is a
big thing you can do.
Connolly: But obviously, um, everybody can’t be a leader, right? You can’t have that
expectation of everyone, can you?
Ross-Graham: Well, I think that you can have the expectation that everyone can be leader-
like.
Connolly: Mm-hmm.
Ross-Graham: But it’s impossible to have an organization of two hundred people and all of
them be in leadership roles . . .
Connolly: Right.
Ross-Graham: . . . uh, in the traditional sense of a leadership role, which, because that
would mean that all three of us would be in supervisory roles and we’d be
tasked with supervising, but we’d have nobody to supervise . . .
Connolly: (laughs)
Ross-Graham: . . . and nobody to set expectations with, and we’d have all different things
that we would be doing, so it isn’t realistic to think you’re going to create
two hundred jobs in a two-hundred-person organization that are considered
management.
Connolly: So, so, what does leadership look like, then, if you’re in your role, uh, you’re
doing your job? I mean, are there qualities, are you talking about qualities or
things that you do or how you approach your job, or — ?
Ross-Graham: Absolutely. So, I’d say an example would be 9______________, so,
demonstrating initiative. So, rather than sitting and waiting for someone to
give direction, so in a traditional form a supervisor gives you direction and
you take that direction and you go and do it, and then you hopefully evaluate
how you did, but for sure your supervisor would. In a leader-like
organization, individuals would take initiative without waiting to get
direction, because they were very clear on what the organization was doing
and where they were going. They were clear in their own expectations of
their job, so they don’t need to wait for direction.
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thrive: verb to become, and continue to be, successful, strong, healthy, etc.
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muddled: adjective confused
Connolly: And, and that’s where the organization comes in, to make that, that clarity, as
you said earlier, right?
Ross-Graham: Exactly! So if . . .
Connolly: If you know what that is, then you can . . .
Ross-Graham: You can go do it. Which 10______________ for people . . .
Connolly: Yeah.
Ross-Graham: . . . because people are just doing what they need to do to get things done.
But also that means you might be 11______________ in how you approach your
work, and you would be encouraged to be more creative, which is more
leader-like, because it requires different skills to be creative than it does to
be a task- or a rule-taker. So I think that’s some qualities: motivation, how
you are motivated at work and how you bring that motivation to the people
that are around you. An example I could think about would be when you
come to work in the morning, or you guys come in the middle of the night.
Connolly: We come in very early in the morning.
Ross-Graham: Very early in the morning, or whenever you start work, wherever that is in
a workplace, whatever time of day you show up at work, the attitude that you
bring to work. So are you excited to be there? Are you talking with people in
the environment around you? Are you welcoming and saying hello? Versus
you come to work, you put your head down, you get your job done, you don’t
engage0 with anyone, and you get out. Which actually is what we would want
an employee to do. We pay you to come to work to do your job . . .
Connolly: Right.
Ross-Graham: . . . to do it well, and then to go home and come back the next day. And, so,
both of those are things that we expect, but leaders in organizations or
people who have leadership qualities come to work with an enthusiasm and
a motivation that’s infectious . . .
Connolly: Mm-hmm.
Ross-Graham: . . . which creates other people to be excited about being in the workplace.
So, in the past, I’ve talked about the importance of leaders or bosses walking
around and saying hello to people at work . . .
Connolly: Right.
Ross-Graham: . . . and really excited to see people, but that goes to employees, too. So, you
and I, if I came to work every day and never said hi to you, it’s not my
responsibility to say hi to you, but I create an environment where you might
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engage: verb to become involved with and try to understand something/somebody
0
amicable: adjective done or achieved in a polite or friendly way and without arguing