Stephen Crampsie is …

…  first and foremost, beyond happily married …

… an indulgent father, an underdog-backer, a video game-lover, a sci-fi geek, a football-cultured (the REAL football of Pele, Best, Zola and Chelsea) sports nut, a right-handed signer, a left-handed eater, a pun-spinner, a persnickety editor, a detail-oriented writer, a careful listener, a skilled interviewer, a quiet negotiator, an avid but cynical reader, a passionate debater, a tenacious advocate, a wine appreciator and beer explorer, a deep inhaler, a critical viewer, a puzzle solver, and poor sleeper …

… clued in to what Hemingway meant when he said: “… all stories, if continued far enough, end in death, and he is no true-story teller who would keep that from you.”

… finally understanding that every problem is an opportunity …

… a writer for hire …

“Essential ingredient”

Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships. Stephen Covey

The human element always matters

The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem, of what to say and how to say it. ― Edward R. Murrow

Why do we communicate?

Communication is a tool with which we exercise our influence on others, bring out changes in our attitudes and the attitudes of others,
motivate the people around us and establish and maintain relationships with them. Communication makes a major part
of our active life and is a social activity. This social activity is pursued verbally through speech, reading and writing or non-verbally through body language. Communicationtheory.org

Every successful team depends on trust, communication and accountability

Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll’s findings:

Only 37 per cent said they have a clear understanding of what their organization is trying to achieve and why
Only one in five was enthusiastic about their team’s and their organization’s goals
Only one in five said they had a clear “line of sight” between their tasks and their team’s and organization’s goals
Only 15 per cent felt that their organization fully enables them to execute key goals
Only 20 per cent fully trusted the organization they work for

Then, Covey superimposes a very human metaphor over the statistics. He says, “If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.
Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

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