I had an idea in mind to present something arboundt this topic for quite some time, and I'm pleased with the initial concept.

While the popularity of the method is primarily due to its use in nurseries, the method has been successfully applied all the way toup till secondary school.

What you wrote is fine, but I preferred "up till" a bit.

The premise of the talk is that I'm genuinely fascinated that such an old method meant to foster children's development is so actualup-to-date in terms of modern personal development and motivation theories.

I know "actual" means "updated" or 'up-to-date' in a lot of European languages, but not in English, lol.

When talking about a child, it is to avoid helping him with a task in which they feels that they can succeed.

It's considered good practice in current English to use "they" when referring to someone who could be of any gender/an unknown gender, be it girl, boy, or other.

Equally so at work, ist means to never step in when your teammate feels like he can do the job, and make sure to find space later to help him understand where you would have done it differently.

Respect it's about having mutual respect.

Equally, for a child and in a workIn both a child-related and a work-related context, this should be the easiest to implement, but in reality, respect is not only about being kind but also about respecting the fact that everyone learns and grow at histheir own peace and in histheir own way.

Your original phrasing was grammatically sound, but sounded awkward.

Intrinsic motivation is likely the aspect that has brought me closest to the Montessori approach.

Using the superlative "closest" here emphasises it against the other points.

Watch this spaceStay tuned for the next posts, where I'll dig more in-depth into the individual principles.

"Stay tuned" is a good expression you can use here.

Last month, I presented a talk entitled "What Leaders can learn from the Montessori Method" during the Italian Agile Day.

I had had in mind to present something aroundrelating to this topic for quite some time, and I'm pleased with the initial concept.

The talk was very well received, and I ended up referring to itsthe ideas it contained quite often, so I decided to do a short write-up that I can poindirect people to until I have an English version live.

While the popularity of the method is primarily due to its use in nurseries, ithe method has been successfully applied all the way up to secondary school.

The premise of the talk is that I'm genuinely fascinated that such an old method, meant to foster children's development, is so actual in terms of moderncurrent in how if relates to modern theories surrounding personal development and motivation theories.

In the Montessori method, children are treated like small adults from the moment they are born, and it is certainly not in my nature to treat grown-ups like children.

The first time I heard this simple phrase, "Help me to help myself", which Maria Montessori describes as the child's cry for independence, it clicked for me.

I find the clashingontradiction of "Hhelp me" withand "to help myself" quite pertinent for the ongoing tension between the leader's need to solve a problem (help me) and the equally vital need to enable the person that is directly affected by the problem to help himself.

I certainly feel that tension every time I'm in a rush to leave the house while my daughter is learning to put their shoes on.

I know I would be already be out of the door if I did thao it myself, but I'd rob her of a chance to practice.

Essentially, this is what we do every time we step in to solve something for our team; we take from themaway an opportunity for them to grow.

As any parent knows, you can't always step back and let your child learn b. But, at the same time, you need to give them plenty of opportunities to grow.

And now that we have a tool to remind ourselves to help your team help himitself, what else thehas Montessori has written that can help us to do itso properly.?

I found the following principles quite helpful to set up an effective strategy and help you navigate day-to-day decisions.

For now, I'm only going only briefly to mention each of the principles briefly, but I'll expand each ofon them with practical examples in future posts.

When talking about a child, it is to prepare a nursery or your house to enable them to breferring to a child, this means preparing the nursery or home to facilitate independentce.

At work, the environment is more abstract: it's made of incentives, social and organizational structures, culture, and process.

When talking aboutreferring to a child, it ithis means to avoiding helping him with a task that he feels he can succeed in.

Equally, at work i, this means never stepping in when your teammate feels like he can do the job himself, and makeing sure to find spacean opportunity later to help him understand wherehow you would have done it differently.

Freedom within limits it's probably the principle that I'm more cautious abouto overuseing, because it triggers controlling behaviours.

Behavior might be okay for US spelling, I'm not sure.

When talking aboutIn the context of raising a child, it's about making sure that they don't hurt themselves or someone else.

InsteadHowever, at work, it is about being transparent aboutregarding the limits of your choices and defining the boundaries inside which you can use your agency.

Respect- it's about having mutual respect.

Equally, forin both a childhood and in a work context, this should be the easiest principle to implement, but in reality, respect is not only about being kind but also about respecting the fact that everyone learns and grows at his own peace and in his own way.

Intrinsic motivation is likeprobably the aspect that has brought me closest to the Montessori approach.

Unlike other methods, there are no gold stars in the Montessori classroom to praise thea child's progress.

TInstead, it's the sense of accomplishment gained from completing an activity it's wthat powers thea child's motivation.

Likewise, a strong focus on extrinsic motivation reduces the intrinsic motivationes in a work environment.

As you can see, none of the principles above isare particularly new.

Still, the simplicity inwith which they counterbalance each other and considertake into consideration the fact that the world is imperfect makes them unique.

While we can't always follow the correct principle, is quitet is crucial to find the right compromise that allows yous to move forward and grow your team.

Watch this space for the nextupcoming posts, where I'll dig more in-depth intoexamine the individual principles in-depth.