Brian Jett Creative Missives, Maxims, & Music

Having served in both the Air Force and Army as enlisted first and later earning my commission, I have observed and created a model entitled, "Six Keys To Success" which has been widely broadcasted on the Internet by business owners.  Moreover, having taught Human Relations at a college level with an additional 12 years serving as a family, adult, and adolescent therapist, I have written over 600 maxims, assays, and other cognitive and paradoxical approaches.  I've utilized these with other Team Players with excellent results if and when a group or small enclave of purposed Team Players can or will stick to the initially "hard work" consistent communication and rapport building through patience and trust.

Management has, sadly, a very sordid reputation as being comprised mostly of individuals who generally make the most money while creating the most damage due to not having a living "reality" of what the front line workers' experiences have been and are at the present.  More egregious than the general "perception" being merely a wrong one, studies and on-site visits with honest employees and management bear out a great deal of veracity in this failed fear-based, "faster-is-better" method of employee motivation.  Note motivation is external and individual, not so alarmingly, respond individually and differently to approaches to motivate by oft time new management trainees, and as painfully true, those whose longevity is tossed around to presume its time variable's legitimacy.

Valuable input can be received by all staff without a threat of the truly valuable creative ideas from a "front line" as being one after the, at times, threatened "boss" or "leader".  There is a vast difference between the two semantically values these words hold.  Succinctly, individuals want to follow a leader while the feel they "must" tread water behind a "boss".  

The wordplay is seen as pithy and trite by some in management positions as it creates dissonance in a reality they, if honest, know to be true from within the patterned and learned way of treated and conducting interpersonal discussions with subordinates.  When this occurs and it does disturbingly frequently, there is an impasse and things such as retention rate are, not surprisingly blamed on the externals.  

I.E., "There are only a few good workers here and I am not tough or mean.  If they want mean, I'll give them something to complain about.  I am nice."  

The same is true with the front line staff who "mirror" the manager's communicative style both verbally and non-verbally, or they are, in short, in need of mentoring due to entering the position with a bad attitude based on bad experiences.  

I believe in the servant leadership model so quickly discarded due to, commonly, impatience and personal character traits gleaned as positive but are not.

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