We were sent this thought the other day by Neil Crofts, founder of Authentic Transformation, and decided to pass it on:
It is very tempting to hide behind the mask of prudence, to temper our efforts with caution, to avoid exposure to risk or danger. And not just tempting, it is positively encouraged in our society to play safe.
The English have a subtle double-speak to indicate when you have gone too far: "you are brave", (with the emphasis on 'brave') translates as - "you are a mad and irresponsible fool". "The tallest trees catch the most wind", "keep your head below the parapet", "play it safe" - are the subtle mantras fed into our consciousness.
But where does it lead? Where do you get to with a life led below the parapet? Do you get to your full potential? Do you achieve the extraordinary? Do you do amazing things?
So where is the edge? If our cultural conditioning places such an early limit on our potential, how do we know where too far is? The reality is that we don't. The "edge" is not a constant thing, it is a constantly moving, morphing thing. It depends on so many variables that, like the weather or financial markets, the only way to have any certainty about even the very short term, is to get very close to it and make subtle adjustments the whole time.
Colin Chapman, the mercurial founder of Lotus Cars, genius motor racing engineer and innovator used to say that "Any car which holds together for more than a race is too heavy". Meaning that if you want to excel, you have to be prepared to face the edge of failure.
If we want to innovate, change, succeed, be fulfilled or do anything meaningful in life, love or business, we simply have to be prepared to stretch. Stretch is where the learning and development starts. If we don't stretch we don't improve. If we don't push ourselves beyond our comfort zone, nothing changes, we just loop around, same old, same old. What is next for you? More of the same, or more of life?
We couldn't put it better ourselves!
You can find out more about Neil and his work on his website at www.authentictransformation.co.uk.
27 June 2008
26 June 2008
When the glass is half empty...time to change yourself?
Your day is going quite well, and you’re cracking on with some work. Then a certain email pops into your inbox, and you think: ‘oh no’. Your gut starts to churn, and all your positive feelings and good intentions fade away.
It’s the effect of the Negative Person (let’s call her NP) – the person who you feel always criticises, points to things they think you should have done, the person for whom the glass is always half empty.
Instead of being dragged down or drained of energy by NP, try stepping back, observing her way of working, and analysing why she does what she does. Maybe she’s unhappy in her job or life, maybe being negative is a behaviour that gets her what she wants, or perhaps it’s the only way she feels some self-esteem.
To neutralise the effects of NP, it also helps to observe the emotions that come up for you. Does her attitude make you feel guilty? Perhaps she reminds you of someone in the past who you didn’t deal with effectively, or is it that you secretly feel worthless, and NP taps into that feeling?
If you can work out exactly what’s going on for you, acknowledge and accept it, you’ll find that NP doesn’t affect you any more. Then you can smile, and think: ‘I’m sorry you feel so negative and that you have to try to drag me in. But I know what buttons you’re pressing, so I’ve disabled them!’
When NP doesn’t get the reaction she expects, she’ll either go elsewhere, or – even better – realise that being negative isn’t such a great strategy for living her life.
Remember: NP’s behaviour is a reflection of her. It tells you what kind of person she is and what issues she may be dealing with. And your reaction is a reflection of you - it can only get to you if you let it!
If you have comments or reflections on dealing with a Negative Person, why not post a response here?
It’s the effect of the Negative Person (let’s call her NP) – the person who you feel always criticises, points to things they think you should have done, the person for whom the glass is always half empty.
Instead of being dragged down or drained of energy by NP, try stepping back, observing her way of working, and analysing why she does what she does. Maybe she’s unhappy in her job or life, maybe being negative is a behaviour that gets her what she wants, or perhaps it’s the only way she feels some self-esteem.
To neutralise the effects of NP, it also helps to observe the emotions that come up for you. Does her attitude make you feel guilty? Perhaps she reminds you of someone in the past who you didn’t deal with effectively, or is it that you secretly feel worthless, and NP taps into that feeling?
If you can work out exactly what’s going on for you, acknowledge and accept it, you’ll find that NP doesn’t affect you any more. Then you can smile, and think: ‘I’m sorry you feel so negative and that you have to try to drag me in. But I know what buttons you’re pressing, so I’ve disabled them!’
When NP doesn’t get the reaction she expects, she’ll either go elsewhere, or – even better – realise that being negative isn’t such a great strategy for living her life.
Remember: NP’s behaviour is a reflection of her. It tells you what kind of person she is and what issues she may be dealing with. And your reaction is a reflection of you - it can only get to you if you let it!
If you have comments or reflections on dealing with a Negative Person, why not post a response here?
19 June 2008
We’re all in it together – how do you deal with change management?
We hear a lot about change management, and how to deal with it effectively. But what about the period between the old and the new regime – the Neutral Zone?
It can be a difficult time, and it can go on for some while. This is happening to clients of ours whose administrative department in a large public sector organisation is being restructured.
The hatchet has fallen: people know what the new structure will be, but it hasn’t actually taken effect yet, and won’t do for three months. So there are huge feelings of anxiety around, motivation is low and there is confusion about whether to do things in the old way (which feels much safer) or whether to start working in the new way.
In this situation our job is to manage the psychological processes which will minimise staff members feeling out of control. The day to day tasks still need to be done, and it is vital to feed back to senior management how people are coping and getting on with their work.
It’s perfectly normal to feel anxious and confused in this in-between period. Acknowledge that everyone's in it together, and work out strategies to manage the turmoil. Create a regular time when people can sit down informally and talk to you about how they’re feeling. This helps everyone feel included and cared for. If this isn’t practical, set up a team of representatives who feed back on behalf of the group.
Produce a regular piece of internal communication – say an e-newsletter – during this period, to let people know what’s going on and any likely timescales that will affect them. It's a great way to knock the rumour mill on the head, and helps everyone feel included.
If your supervisors and managers feel out of their depth, offer them special training for team building and problem-solving during the transition. They will feel more in control and be able to help their team members more effectively.
The Neutral Zone can be a good time to experiment and think creatively. Try out some brainstorming or mind mapping. How about: 'OK – so we’re not going to be doing this task in the same way when the new structure is in place. In an ideal world, how should we approach it?' It will get people involved and enable them to contribute to the new regime, rather than feeling it’s something being done to them.
And, finally, try not to impose your own timetable in a period of uncertainty. Keep it realistic, acknowledge that it might be different for other people, and you’ll be able to carry them with you.
If you have any strategies for managing people through transitions, we’d love to hear from you. You can post a response here.
It can be a difficult time, and it can go on for some while. This is happening to clients of ours whose administrative department in a large public sector organisation is being restructured.
The hatchet has fallen: people know what the new structure will be, but it hasn’t actually taken effect yet, and won’t do for three months. So there are huge feelings of anxiety around, motivation is low and there is confusion about whether to do things in the old way (which feels much safer) or whether to start working in the new way.
In this situation our job is to manage the psychological processes which will minimise staff members feeling out of control. The day to day tasks still need to be done, and it is vital to feed back to senior management how people are coping and getting on with their work.
It’s perfectly normal to feel anxious and confused in this in-between period. Acknowledge that everyone's in it together, and work out strategies to manage the turmoil. Create a regular time when people can sit down informally and talk to you about how they’re feeling. This helps everyone feel included and cared for. If this isn’t practical, set up a team of representatives who feed back on behalf of the group.
Produce a regular piece of internal communication – say an e-newsletter – during this period, to let people know what’s going on and any likely timescales that will affect them. It's a great way to knock the rumour mill on the head, and helps everyone feel included.
If your supervisors and managers feel out of their depth, offer them special training for team building and problem-solving during the transition. They will feel more in control and be able to help their team members more effectively.
The Neutral Zone can be a good time to experiment and think creatively. Try out some brainstorming or mind mapping. How about: 'OK – so we’re not going to be doing this task in the same way when the new structure is in place. In an ideal world, how should we approach it?' It will get people involved and enable them to contribute to the new regime, rather than feeling it’s something being done to them.
And, finally, try not to impose your own timetable in a period of uncertainty. Keep it realistic, acknowledge that it might be different for other people, and you’ll be able to carry them with you.
If you have any strategies for managing people through transitions, we’d love to hear from you. You can post a response here.
10 June 2008
Teamwork, not Groupthink
During one event, we encouraged participants to discuss examples where trust and partnership between team members had been damaged or lost. The MD of the Divisional Board told a recently appointed team member that he had lost confidence in him because he was not ‘producing the goods’ in some key parts of his job. The team member agreed with the facts, but then went on courageously to reveal, to everyone’s astonishment, that he feared he couldn’t do some parts of his job, that he was losing sleep over it and that it had seriously affected his home life.
The reaction from the rest of his team, including the MD, was equally astonishing. One by one, they apologised; they had recognised he was struggling and had done nothing about it. Some shamefacedly admitted to wanting him to fail – it was an unpopular new role, and if he failed, they would be proved right in their argument that it was unnecessary. The MD said he had been too angry and embarrassed to offer help – after all, it was his appointment.
Bingo! The penny dropped – what kind of teamwork was this? A key obstacle to the team’s success had been identified and the underlying mindsets and groupthink exposed. The next step was obvious – give the team member all the skills he needed to do his job well, and provide him with support until he felt he was fully competent.
The outcome? A year later, all key metrics for the job in question were being met comfortably, under the authoritative management of the jobholder. Not only that, but the new level of partnership and support had permanently transformed the whole experience of coming to work for every member of the team.
The reaction from the rest of his team, including the MD, was equally astonishing. One by one, they apologised; they had recognised he was struggling and had done nothing about it. Some shamefacedly admitted to wanting him to fail – it was an unpopular new role, and if he failed, they would be proved right in their argument that it was unnecessary. The MD said he had been too angry and embarrassed to offer help – after all, it was his appointment.
Bingo! The penny dropped – what kind of teamwork was this? A key obstacle to the team’s success had been identified and the underlying mindsets and groupthink exposed. The next step was obvious – give the team member all the skills he needed to do his job well, and provide him with support until he felt he was fully competent.
The outcome? A year later, all key metrics for the job in question were being met comfortably, under the authoritative management of the jobholder. Not only that, but the new level of partnership and support had permanently transformed the whole experience of coming to work for every member of the team.
03 June 2008
Hold that Vision. How do leaders create inspiring visions?
During the space race, a group of US senators visited NASA. One asked a man cleaning the floor: ‘So what do you do?’ The man replied: ‘I’m helping to put a man on the moon!’ The cleaner felt himself so involved in the organisation’s vision that he felt inspired and excited by it. And how often does that happen? Unfortunately, not often enough.
To create that inspiring vision, leaders need to create a process that involves everyone, that allows people to contribute to a shared view of the future, which is powerful and engaging for all. It’s not easy – but it is simple.
How do you fulfil the vision? Design a plan that focuses everyone’s efforts solely on its achievement. A strategic plan might sound good, but until it’s implemented and the results measured, it’s just a document.
Now comes the tricky bit... Live, breathe and role-model the vision every day. Successful leaders never assume that their organisation is ‘on board’ with the vision – they go on and on and on about it. This is the primary job of leadership and not the day-to-day detail.
Concentrate on clearing the obstacles to fulfilling the vision. Every person needs to understand why they’re doing what they’re doing, and why it’s important to the overall vision of the organisation. Don’t do people’s jobs for them, or chase them to do their jobs; clear the way for them to do their own jobs effectively.
Then you’re really holding that vision, and doing your own version of putting a man on the moon.
To create that inspiring vision, leaders need to create a process that involves everyone, that allows people to contribute to a shared view of the future, which is powerful and engaging for all. It’s not easy – but it is simple.
How do you fulfil the vision? Design a plan that focuses everyone’s efforts solely on its achievement. A strategic plan might sound good, but until it’s implemented and the results measured, it’s just a document.
Now comes the tricky bit... Live, breathe and role-model the vision every day. Successful leaders never assume that their organisation is ‘on board’ with the vision – they go on and on and on about it. This is the primary job of leadership and not the day-to-day detail.
Concentrate on clearing the obstacles to fulfilling the vision. Every person needs to understand why they’re doing what they’re doing, and why it’s important to the overall vision of the organisation. Don’t do people’s jobs for them, or chase them to do their jobs; clear the way for them to do their own jobs effectively.
Then you’re really holding that vision, and doing your own version of putting a man on the moon.
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