The “naked” approach, described by Patrick Lencioni, is about service providers behaving like partners instead of consultants when dealing with clients. Two weeks ago Dawna Maclean launched a new blog series featuring some of her fellow “naked” fans.
Patrick Lencioni has just over 1,000 followers on Twitter but he doesn't follow anyone back (he basically broadcasts on the account), his site has no comments or feedback at all, so I think I will stick some masking tape on the cover of his book and write 'Getting Naked, by Myself'.
Jokes and commentary aside, I love Sybil's take on why people fear getting naked...(snipped below)
- Fear of losing the business can be interpreted as leaders should not make their tenure all about a popularity contest and focus on their own career development. Leaders should instead focus on understanding and improving the organization’s performance, i.e. ensuring the leadership team performs well together and articulates the vision and values clearly to the entire organization, and ultimately communicating the organization’s performance – good and the not-so-good. Focusing on the organization’s successes, not your own, is what this is all about.
- Fear of being embarrassed can be interpreted as leaders should not behave as if they have all the answers and solutions. Leaders should ask the “dumb questions”, but should also ensure they are surrounded with people who can provide the answers. Leaders will face the situation of having to move forward without all the answers, so how they behave when the results come out is crucial – if the decision was not the optimal one then will the leadership’s reaction be of hiding the outcome, or deflecting the responsibility onto others, or perhaps punishing the organization for their failure? Leaders should instead take full responsibility for the failure and put mechanisms in place for the organization to learn from their mistakes. Learning from the organization’s failures, not punishing, is what this is all about.
- Fear of feeling inferior can be interpreted as leaders should not fear in participating in the every-day activities, or as some might call it “doing the dirty work”. By no means am I suggesting that leaders should become micro-managers and do their staff’s activities, but instead apply the concept that you should never ask another to do a task that yourself would not be willing to do. This is about building respect and trust because of who you are and what you can do – not to be confused with what title one holds and what was done in the past to get there.”Read more at dawnamaclean.com