A Quote by Charles Handy

A consultant solves other people"s problems. I could never do that. I want to help other people solve their own problems. — © Charles Handy
A consultant solves other people"s problems. I could never do that. I want to help other people solve their own problems.
Furthermore, worrying about people and problems doesn't help. It doesn't solve problems, it doesn't help other people, and it doesn't help us. It is wasted energy.
Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
Most of us are experts at solving other people's problems, but we generally solve them in terms of our own and the advice we give is seldom for other people but for ourselves.
Teaching and writing, really, they support and nourish each other, and they foster good thinking. Because when you show up in the classroom, you may have on the mantle of authority, but in fact, you're just a writer helping other writers think through their problems. Your experience with the problems you've tried to solve comes into play in how you try to teach them to solve their problems.
If I had criteria, it would just be that I want to play active people who can solve problems, not people who have things thrust in their lap and need somebody to solve their problems for them.
Miscommunication is the number one cause of all problems; communication is your bridge to other people. Without it, there's nothing. So when it's damaged, you have to solve all these problems it creates.
Solving problems is a practical skill like, let us say, swimming. We acquire any practical skill by imitation and practice. Trying to swim, you imitate what other people do with their hands and feet to keep their heads above water, and, finally, you learn to swim by practicing swimming. Trying to solve problems, you have to observe and to imitate what other people do when solving problems, and, finally, you learn to do problems by doing them.
There aren't enough professionals to solve the world's problems. There will never be enough doctors to solve the health problems of the world. There will never be enough teachers to solve the education problems of the world - illiteracy. There will never be enough missionaries to care and comfort and share the Good News. It has to be done by normal, ordinary people.
We are more than our problems. Even if our problem is our own behavior, the problem is not who we are-it's what we did. It's okay to have problems. It's okay to talk about problems-at appropriate times, and with safe people. It's okay to solve problems. And we're okay, even when we have, or someone we love has a problem. We don't have to forfeit our personal power or our self-esteem. We have solved exactly the problems we've needed to solve to become who we are.
I tended to write poems about both social and spiritual problems, and some problems one doesn't really want to solve, and so the problems themselves are solved. You certainly don't want to solve problems in poems that haven't been solved in the world.
We certainly would resolve the problems of the charities that are working in areas where they can do the most good. So if you consider that the U.S. foreign aid budget is 30 billion, yes, we could make a major contribution to reducing global poverty, start to deal much better with some of the other big environmental problems that the world faces. So I think we could solve a lot of problems.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
People think that by getting in touch with some being outside the body, it will solve their problems. This only creates problems. It won't help you a bit.
When people come to you with problems or challenges, don't automatically solve them. As a mama bear, you want to take care of your cubs, so you tend to be protective and insulate them against all those things. But if you keep solving problems for your people, they don't learn how to actually solve problems for themselves, and it doesn't scale. Make sure that when people come in with challenges and problems, the first thing you're doing is actually putting it back to them and saying: "What do you think we should do about it? How do you think we should approach this?".
When one's own problems are unsolvable and all best efforts frustrated, it is lifesaving to listen to other people's problems.
The skill-providers want to have more impact and solve problems; the problem people want new tools to get their problems solved.
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