Duration: 1 hour
Premium Members Price: $36
For better or for worse, the dynamics of credit and blame are at the heart of every team and organization and make or break every career. Unfortunately, credit and blame are rarely assigned in an objective or fair manner, and individual psychology, team dynamics, and corporate culture all influence, and are influenced by, how credit and blame are given and received. Too often, people and organizations get caught up in “the blame game” and the wrong people get blamed for the wrong reasons at the wrong time. The result can be that people are demotivated and demoralized, focus more on organizational politics than on getting the job done, and are too afraid to speak up or experiment with new approaches.
In this webinar, we will consider academic research and theory, as well as real world examples, that illuminate how human evolution, our own life histories, and our personalities impact how we assign credit and blame to ourselves and others, as well as how we react to the credit and blame we receive from others. Credit and blame are also at the heart of workplace relationships, and are critical in determining how teams will develop and interact with each other. We’ll explore the situations in which we can all be susceptible to “the blame game” and will present recommendations for how we can win in our careers by refusing to play. By taking a more mindful approach to credit and blame, individuals, teams and organizations can overcome the “blame game” and successfully adapt to new challenges instead of remaining stuck in the past.
- Learn about how credit and blame lead to career success or derailment
- Explore how credit and blame can illuminate the dynamics within and between teams
- Become familiar with best practices that effective leaders at all levels use to build loyalty and cohesion on their teams
- Learn about common personality “types” that confront unique challenges with respect to credit and blame
Target audience: Managers, Executives and HR Professionals
Ben Dattner has helped a wide variety of corporate and non-profit executives and managers become more successful. His coaching and consulting services enable individuals, groups and organizations to enhance their leadership skills and effectiveness, configure more productive teams, build commitment and cohesion, and reduce or eliminate non-constructive interpersonal and intergroup conflict. Ben is an industrial and organizational psychologist, and has over 10 years of experience coaching and consulting all over the world. Ben founded his consulting firm in 2000, has been an adjunct professor at New York University since 2002, and has been affiliated with CCL since 2009. Ben worked in financial services for three years at Republic National Bank of New York, where he completed the management training program and served as special assistant to the CEO. Ben believes that even high-potential and successful managers can benefit from the candid and constructive feedback of an executive coach. There are two primary steps in all of his coaching engagements--first, the client learns to more accurately assess his or her strengths and development needs, both in the task and the interpersonal realms, and second, the executive or manager sets and achieves challenging goals which build on identified strengths and remedy identified skill gaps.