I came across this blog post on another website recently and felt it worthwhile copying both the original question and my response here for everyone to read.
Im 27 years old and got a job as a PM in a highly prestigious organization. Unfortunately, I look a bit young even for my age and every body else I am working with is at least 20 years my senior. the look on their faces when i step in the room says it all " would you like a barbie to play with,little girl?" How do i not let this get to me?
This was my response:
Your age is not the issue, nor is the lack of respect from others your issue it is their issue. Can I suggest you focus on the things you can control. You have control over your demeanour, how you behave, how you present information and how much knowledge you have. These are the things that will gain you respect - in particular how you relate to, interact with and build relationships with people.
I would like to suggest you try to identify at least one, influential old timer you can build a relationship with, develop a way to work together where you share your combined knowledge and he/she becomes a mentor. Others will see this and understand you are not coming across as a 'know all'. That you are open to learning from the experiences of others.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Facebook: johncoxon1
Twitter: john_coxon
Email: john@johncoxon.com.au
Skype: john_coxon
LinkedIn: John Coxon, Australia
Tuesday, February 23, 2010
Monday, February 1, 2010
Action Centred Leadership
John Adair, British-born expert on leadership is renowned for his work on leadership and on how to motivate people.
Adair developed the action-centred leadership model, essentially three overlapping circles representing the individual, the team and the task. Effective leaders focus on all three elements. The task needs work groups or organisations to come together in a collaborative manner as often one person alone cannot acheive the outcome. The team needs constant attention to who is in the team, differing skills and experiences, personalities. Adair believed in the 'united we stand, divided we fall' principle. The individual needs must be attended to, in addition to remuneration is physical comfort and safety, recognition, being engaged in the process and a social need to share with others. Adair's model suggests that for organisations to be effective leaders need to focus on all three circles without neglecting any single one of them. Key reading - Action Centred Leadership. 1984. McGraw Hill.
Do not be fooled by the simplistic nature of Adair's model. Leadership and management is not rocket science. Leadership becomes complex for some due to an inability to understand what is expected or required of them. There is no mystery about leadership. As a leader you need to have some knowledge and understanding of the people you work with, and other stakeholders. You need to be able to motivate them in a manner that will see them work together and helping each other. This is not 'command and control'. You need to have a clear vision of the task and the desired outcome and be able to involve others in that vision. Adair's model is applicable today as it was 25 years ago. Sure the contemporary organisation, in some instances, has moved towards a flatter structure however this doesnt reduce the need for leadership. The elements of success remain the same, develop the potential of your people, create a collective vision, manage time, tasks and processes and encourage people to work together collaboratively.
If you would like help to develop the leadership capacity in your organisation please call John Coxon on +61 03 55612228 or email john@johncoxon.com.au
Let The Journey Continue
John Coxon
Taking You From Frontline Manager To CEO
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Join us at nfp2010 a conference in Open Space to discuss generational change in our non profit organisations. Auckland (May 21-23) and Geelong, Victoria (August 11-13)
Friday, January 15, 2010
Living Out Our Expectations
For the past 80 or so years organisational managers have taken a reductionist approach to organising labour and achieving productivity. The theory being that if we understand what makes people tick, and we break down a task into its necessary component, then marry predictive behaviour with prescriptive tasks, work will done in the most efficient manner.
The benefit of hindsight and access to far greater amounts of information than ever before means that we now understand people are not machines, they do not perform in a preformatted manner and even when a task is broken down, there are often environmental factors that impact in an unpredictable way. This means we manage and work in a world of uncertainty.
Imagine arriving at work tomorrow. As you wander into work you ask someone where shall I begin? They respond, begin where you believe you will achieve the most impact. You ask who will I work with? The response is, we don't know, whoever else has an interest in the work. You ask how well will they work together? The response is, that is for the future. Finally you ask what are the work procedures? The response is, there are not any, they will evolve with time! Now you have to make some decisions. In this situation there are no correct answers. What is right is what is best for the circumstances, both known and emerging.
Would the work get done? Yes it would. Would you find the right people to work with? Yes you would. Would everything collapse and fall into a heap? Not likely. Why not? Human beings have the ability to self organise. They are able to think, they are creative and they are adaptive.
Brian Arthur in his book titled The Economy As an Evolving Complex System talks about how we make decisions based upon our expectations. This is a place somewhere between reality and fantasy land - where based upon our expectations we can convert something to reality or otherwise. For example, you arrive at work with a vision of being treated with dignity and respect. If you remain open to that vision you will behave in a manner that sees you treat others in this manner and results in you being treated as such. If on the other hand your expectation is that you will be treated indifferently then your behaviour as you walk through the door will likely be very different.
Management techniques of the past 80 years, along with an indifferent education system, have robbed people of their ability to think and causes them to duck for cover behind rules and procedures. We are scared of complexity as it requires us to adapt to an uncertain future. Yet as a species, as an individual you have the ability to work, to manage and to live in a complex environment and survive.
Today, there are millions of people in Haiti that are homeless, without water or food and without employment. Their environment, poor as it may appear, has been flattened in a devastating earthquake. Many have died and many more will die; yet many will be saved. As a community they will survive and they will rebuild. The people of Haiti have the very same abilities as you do; without the benefits. Don't tell me you need rules and regulations and procedures to enable you to work, to survive. What you need to do is develop your inherent ability to observe, to avoid harm, to adapt, to make a decision, to work with others, to the do the right thing and to achieve the best outcome.
As the Nike advt once said - Just Do It! (Please make a donation to help those in need in Haiti)
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email: john@johncoxon.com.au
Skype: john_coxon
Facebook: johncoxon1
Twitter: john_coxon
The benefit of hindsight and access to far greater amounts of information than ever before means that we now understand people are not machines, they do not perform in a preformatted manner and even when a task is broken down, there are often environmental factors that impact in an unpredictable way. This means we manage and work in a world of uncertainty.
Imagine arriving at work tomorrow. As you wander into work you ask someone where shall I begin? They respond, begin where you believe you will achieve the most impact. You ask who will I work with? The response is, we don't know, whoever else has an interest in the work. You ask how well will they work together? The response is, that is for the future. Finally you ask what are the work procedures? The response is, there are not any, they will evolve with time! Now you have to make some decisions. In this situation there are no correct answers. What is right is what is best for the circumstances, both known and emerging.
Would the work get done? Yes it would. Would you find the right people to work with? Yes you would. Would everything collapse and fall into a heap? Not likely. Why not? Human beings have the ability to self organise. They are able to think, they are creative and they are adaptive.
Brian Arthur in his book titled The Economy As an Evolving Complex System talks about how we make decisions based upon our expectations. This is a place somewhere between reality and fantasy land - where based upon our expectations we can convert something to reality or otherwise. For example, you arrive at work with a vision of being treated with dignity and respect. If you remain open to that vision you will behave in a manner that sees you treat others in this manner and results in you being treated as such. If on the other hand your expectation is that you will be treated indifferently then your behaviour as you walk through the door will likely be very different.
Management techniques of the past 80 years, along with an indifferent education system, have robbed people of their ability to think and causes them to duck for cover behind rules and procedures. We are scared of complexity as it requires us to adapt to an uncertain future. Yet as a species, as an individual you have the ability to work, to manage and to live in a complex environment and survive.
Today, there are millions of people in Haiti that are homeless, without water or food and without employment. Their environment, poor as it may appear, has been flattened in a devastating earthquake. Many have died and many more will die; yet many will be saved. As a community they will survive and they will rebuild. The people of Haiti have the very same abilities as you do; without the benefits. Don't tell me you need rules and regulations and procedures to enable you to work, to survive. What you need to do is develop your inherent ability to observe, to avoid harm, to adapt, to make a decision, to work with others, to the do the right thing and to achieve the best outcome.
As the Nike advt once said - Just Do It! (Please make a donation to help those in need in Haiti)
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email: john@johncoxon.com.au
Skype: john_coxon
Facebook: johncoxon1
Twitter: john_coxon
Saturday, December 19, 2009
Are You Passionate About Your Work?
This may seem a strange question to ask of people working in the non-profit sector where common mythology would have us believe people work in this sector due to their passion. There is a difference between being passionate about a cause and having passion for your work.
If you have no passion for your work you are simply working for wages. This can lead to disillusion and you may eventually become negative about your work. You can eventually become trapped in a vicious cycle of dislike and negative thinking; unable to be fully effective yet unable to find a way to do something different.
Check out your values. What are the things that excite you? What turns you on each morning and drives you out of bed with a spring in your step, raring to go?
Everyone has the option of choosing the work they do. In today's environment the opportunities to create your own work are limitless. By that I don't mean you must run out and start your own business, though that is an option. You might consider looking at areas of need in your organisation that you have an interest in. You might combine paid work with study and volunteer work or with part time self employment.
How can you become passionate about your work? Firstly, follow your heart. What excites you? What dominates your thoughts and conversations? Ask yourself, if you had a choice what would you love to do? Well you do have a choice and you can do what you love. Think outside the square. Today there are countless opportunities for employment. Avoid being corralled by past experience or by qualifications. Instead look to your strengths and ask yourself what you would bring to this new experience?
Shivani Gupta, author, Passion @ Work refer to this as flying like a butterfly; learning to grow beyond your own boundaries and being in charge of your own destiny. This journey begins when you do something different to what you are currently doing and you realise the world hasn't collapsed around you. You create an environment where you can learn and live and be excited.
Change isn't easy. Taking a risk is scary. So don't go it alone. Seek ideas from others. Note I said ideas rather than advice. The majority of people will advise you to stay where you are. Change is just as fearful to those that don't want to change as it is to those making the change. This means you should surround yourself with people who will be positive, will be mentors and will encourage you. People who will feed you with ideas.
Write down your goals. Establish an action plan and time frame. Face your fears and accept that you will always be fearful. Convert negative thoughts to positive alternatives. Remember you will make mistakes. These are not a sign of failure, rather they are a sign that you are experimenting and learning.
Put a little bit of 'me' into your thinking and ask yourself will what I am about to do make me happy. If not then don't do it or change something. Being wealthy is a bonus; it is not the reason for living. You and the people you help are the reason for living.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Facebook johncoxon1
Twitter john_coxon
Skype john_coxon
If you have no passion for your work you are simply working for wages. This can lead to disillusion and you may eventually become negative about your work. You can eventually become trapped in a vicious cycle of dislike and negative thinking; unable to be fully effective yet unable to find a way to do something different.
Check out your values. What are the things that excite you? What turns you on each morning and drives you out of bed with a spring in your step, raring to go?
Everyone has the option of choosing the work they do. In today's environment the opportunities to create your own work are limitless. By that I don't mean you must run out and start your own business, though that is an option. You might consider looking at areas of need in your organisation that you have an interest in. You might combine paid work with study and volunteer work or with part time self employment.
How can you become passionate about your work? Firstly, follow your heart. What excites you? What dominates your thoughts and conversations? Ask yourself, if you had a choice what would you love to do? Well you do have a choice and you can do what you love. Think outside the square. Today there are countless opportunities for employment. Avoid being corralled by past experience or by qualifications. Instead look to your strengths and ask yourself what you would bring to this new experience?
Shivani Gupta, author, Passion @ Work refer to this as flying like a butterfly; learning to grow beyond your own boundaries and being in charge of your own destiny. This journey begins when you do something different to what you are currently doing and you realise the world hasn't collapsed around you. You create an environment where you can learn and live and be excited.
Change isn't easy. Taking a risk is scary. So don't go it alone. Seek ideas from others. Note I said ideas rather than advice. The majority of people will advise you to stay where you are. Change is just as fearful to those that don't want to change as it is to those making the change. This means you should surround yourself with people who will be positive, will be mentors and will encourage you. People who will feed you with ideas.
Write down your goals. Establish an action plan and time frame. Face your fears and accept that you will always be fearful. Convert negative thoughts to positive alternatives. Remember you will make mistakes. These are not a sign of failure, rather they are a sign that you are experimenting and learning.
Put a little bit of 'me' into your thinking and ask yourself will what I am about to do make me happy. If not then don't do it or change something. Being wealthy is a bonus; it is not the reason for living. You and the people you help are the reason for living.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Facebook johncoxon1
Twitter john_coxon
Skype john_coxon
Monday, December 14, 2009
It's time for non-profits to bounce back
A recent report into not for profit remuneration in Australia (http://bit.ly/4LGiJw)found that in 2009 executive remuneration fell almost 2% on that of 2008. Anecdotally, well not really anecdotally, as we have emails from clients that confirm this, not for profits, over the past twelve months have battened down their hatches in other areas including professional development, bonuses and hiring of staff.
It's time to bounce back. Let's acknowledge that we have emerged from a global financial crisis in better shape than some other nations but not without cost! Let's acknowledge that there remains still some downside risk, in particular uncertainty of ongoing funding from the Commonwealth as it moves to reduce stimulus spending debt in coming years. Let's also acknowledge that continuing to operate with the battens firmly in place could allow the ship to drift onto dangerous rocks.
There comes a time when Boards of Governance, Chief Executive Officers and management teams need to stand up and be counted. That time is now. Yes you are trustees of community organisations however continuing to duck for cover will serve noone in the long term, not the community, not staff and not Government funding bodies. Every management team needs to be able to manage its way through turbulent times and it also needs to be able to identify creative ways of moving out of turbulence and into calmer waters. It is time for the Captain of the ship and the entire team of ships officers to emerge from below, take a place on the bridge and look out over the bow of the ship into the future rather than out over the stern at the past.
Many not for profits will emerge from the current financial crisis seeking a different and better way of doing business. They will seek a model that is more sustainable and less at risk of funding issues. I am prepared to project that over the next 5-8 years many will be forced to reexamine their business model and to look at alternatives forms of revenue. As the movement towards social enterprises continues to grow Government funders will also reexamine how they distribute funds. Any shortfall in Government funding in the foreseeable future will increase the demand for greater accountability by the sector. This in turn will place pressure on management teams to perform to higher standards and become more creative.
The for-profit sector will emerge from the current crisis at full tilt. The demand for employees in the for-profit sector will be insatiable over the next two decades. Not for profits will have difficulties retaining and recruiting staff. Many, many key staff will be enticed away from the sector.
How do non profits minimise the impact of these emerging events? For a start give your current management team something to get their teeth into, something that stretches and develops their potential. In other words give them a reason to stay in the sector, with your organisation. Encourage them to reinvent the future of non profit service delivery rather than asking them to maintain the past.
Encourage your managers to join the Boards of Governance of other non-profits. The sector needs collaborative alliances to move forward into the future. Your organsiation needs managers with a broad perspective of the emerging environment. Every Board of Governance needs a shake up. Too many Boards are sitting on an age old belief that they are there to be trustees of some ideal or a pot-full of old money. Communities need to learn that not for profit organsations must be operated in a business-like manner and that this requires people on the Boards able to look to the future while being mindful off, but not beholden to the past. Even centuries-old, bluestone charities will need a tsunami every couple of years if they are to maintain their level of donations.
Finally, bring your Board members, management team and staff together, frequently to talk about the future. Don't leave this discussion to the board only. The future will not be dependent upon one person, it will happen because of such collaborative activities.
Well that's my opinion. This is my final blog for 2009 for the not for profit sector. I have a parting request. If you disagree with me, or take issue then say something, respond to the blog, send me an email. Let's have some healthy and robust debate about the future.
For those that have followed this blog throughout the year, I thank you, I wish you well for the festive season, however you celebrate, and you should know that I will return in 2010. May each of you mention the word 'peace' at least once in your New Year wishes.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager To CEO
Follow john_coxon on Twitter
Share with johncoxon1 on Facebook
Email: john@johncoxon.com.au
It's time to bounce back. Let's acknowledge that we have emerged from a global financial crisis in better shape than some other nations but not without cost! Let's acknowledge that there remains still some downside risk, in particular uncertainty of ongoing funding from the Commonwealth as it moves to reduce stimulus spending debt in coming years. Let's also acknowledge that continuing to operate with the battens firmly in place could allow the ship to drift onto dangerous rocks.
There comes a time when Boards of Governance, Chief Executive Officers and management teams need to stand up and be counted. That time is now. Yes you are trustees of community organisations however continuing to duck for cover will serve noone in the long term, not the community, not staff and not Government funding bodies. Every management team needs to be able to manage its way through turbulent times and it also needs to be able to identify creative ways of moving out of turbulence and into calmer waters. It is time for the Captain of the ship and the entire team of ships officers to emerge from below, take a place on the bridge and look out over the bow of the ship into the future rather than out over the stern at the past.
Many not for profits will emerge from the current financial crisis seeking a different and better way of doing business. They will seek a model that is more sustainable and less at risk of funding issues. I am prepared to project that over the next 5-8 years many will be forced to reexamine their business model and to look at alternatives forms of revenue. As the movement towards social enterprises continues to grow Government funders will also reexamine how they distribute funds. Any shortfall in Government funding in the foreseeable future will increase the demand for greater accountability by the sector. This in turn will place pressure on management teams to perform to higher standards and become more creative.
The for-profit sector will emerge from the current crisis at full tilt. The demand for employees in the for-profit sector will be insatiable over the next two decades. Not for profits will have difficulties retaining and recruiting staff. Many, many key staff will be enticed away from the sector.
How do non profits minimise the impact of these emerging events? For a start give your current management team something to get their teeth into, something that stretches and develops their potential. In other words give them a reason to stay in the sector, with your organisation. Encourage them to reinvent the future of non profit service delivery rather than asking them to maintain the past.
Encourage your managers to join the Boards of Governance of other non-profits. The sector needs collaborative alliances to move forward into the future. Your organsiation needs managers with a broad perspective of the emerging environment. Every Board of Governance needs a shake up. Too many Boards are sitting on an age old belief that they are there to be trustees of some ideal or a pot-full of old money. Communities need to learn that not for profit organsations must be operated in a business-like manner and that this requires people on the Boards able to look to the future while being mindful off, but not beholden to the past. Even centuries-old, bluestone charities will need a tsunami every couple of years if they are to maintain their level of donations.
Finally, bring your Board members, management team and staff together, frequently to talk about the future. Don't leave this discussion to the board only. The future will not be dependent upon one person, it will happen because of such collaborative activities.
Well that's my opinion. This is my final blog for 2009 for the not for profit sector. I have a parting request. If you disagree with me, or take issue then say something, respond to the blog, send me an email. Let's have some healthy and robust debate about the future.
For those that have followed this blog throughout the year, I thank you, I wish you well for the festive season, however you celebrate, and you should know that I will return in 2010. May each of you mention the word 'peace' at least once in your New Year wishes.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager To CEO
Follow john_coxon on Twitter
Share with johncoxon1 on Facebook
Email: john@johncoxon.com.au
Monday, November 2, 2009
Managing Conflicts
At a recent workshop with hospital supervisors a question was posed along the lines of why is conflict management so difficult? And by inference, often so unsuccessful.
I put forward a perspective that as managers we focus primarily on the term 'management' - in other words having a solution. The risk here is that we move to the solution phase to quickly, before we have spent time actually determining the facts of the conflict.
Conflicts are emotionally driven events. People relate their experiences as interpretation of what took place. They don't always intend to mislead; though they do intend to present their perspective in a manner that reflects their desired outcome. They also use emotions to bully their manager towards making a quick decision. Conflicts rarely arise from an instantaneous set of circumstances; they often build up over a prolonged period of time. This can add to the complexity of the situation. The more complex the situation the more difficult it can be to resolve.
Take a step back. Ask questions. Facilitate conversations. It is unlikely you will have the answer yourself, instead you need to enable the outcome to emerge through skillful questioning and conversation. Instead of setting yourself up to be the fall person, be seen as the one that facilitates an outcome. In this way you shift the responsibility for the outcome back to those directly engaged in the conflict.
Yes this takes time. You have plenty of time. Believe me an unresolves, or poorly resolved conflict will take far more of you time and energy that all the time you spend establishing the truth before moving towards a decision. Suspend judgment and seek to establish the facts - when the evidence is on the table it is much, much easier for all parties to move towards a self selected resolution.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
I put forward a perspective that as managers we focus primarily on the term 'management' - in other words having a solution. The risk here is that we move to the solution phase to quickly, before we have spent time actually determining the facts of the conflict.
Conflicts are emotionally driven events. People relate their experiences as interpretation of what took place. They don't always intend to mislead; though they do intend to present their perspective in a manner that reflects their desired outcome. They also use emotions to bully their manager towards making a quick decision. Conflicts rarely arise from an instantaneous set of circumstances; they often build up over a prolonged period of time. This can add to the complexity of the situation. The more complex the situation the more difficult it can be to resolve.
Take a step back. Ask questions. Facilitate conversations. It is unlikely you will have the answer yourself, instead you need to enable the outcome to emerge through skillful questioning and conversation. Instead of setting yourself up to be the fall person, be seen as the one that facilitates an outcome. In this way you shift the responsibility for the outcome back to those directly engaged in the conflict.
Yes this takes time. You have plenty of time. Believe me an unresolves, or poorly resolved conflict will take far more of you time and energy that all the time you spend establishing the truth before moving towards a decision. Suspend judgment and seek to establish the facts - when the evidence is on the table it is much, much easier for all parties to move towards a self selected resolution.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
Monday, October 19, 2009
Virtuous Intent and Ingrained Beliefs
I recently spent some time with the Chairperson of a small non profit organisation. This organisation has been experiencing problems between the committee of management and a paid employee. At our meeting I suggested to the Chairperson that nothing was changing because everyone kept doing the same ol things, that if she wanted a different outcome then she needed to do something different to achieve it.
The Chairperson nodded and agreed with everything I suggested yet it was clear to both of us that nothing was likely to change. Why not? My belief is that the Chairperson is conflicted between her desire to be consultative and conciliatory and the need to be decisive and provide leadership. The next day I watched a television doco showing how religous belief in India was preventing those people reliant upon the Ganges river from taking steps to minimise pollution or even avoid harming themselves through bathing or drinking from the Ganges.
These two experiences caused me to reflect upon how our ingrained beliefs can become barriers to our own wellbeing or success. How often have you observed someone in a management position defy reason and maintain practices that have passed their use by date? Our fear of change can also be a barrier. Change is hard work, it requires new practices which in turn mean we must challenge our own beliefs and assumptions, we must accept the possibility that we are no longer right. This is not something any of us find easy to do. It is much easier to maintain the status quo.
The issue here is not that we cannot change. The real issue is the impact our reluctance to change has upon other people - the very people we want to help. The more reluctant someone is to change the more energy and time they must invest in maintaining the status quo or avoiding change. This is so wasteful. While this is taking place more positive and productive outcomes are being missed. People who once respected you cease to do so. People who once supported you start finding reasons to support others. People who once wanted to work with you now prefer to work elsewhere.
The irony is that change is inevitable. You become blinded from reality by the sheer investment you have to make to maintain the status quo. You not only fail to see the opportunities; you also fail to see the forces marshalling against you. The inevitablity is created by you as you provide those forces with a reason to seek your replacement.
The challenge is to avoid remaining stuck in the past. While you have one eye on the present the other eye should be on the future. You should be constantly asking yourself what more can I do for our stakeholders, or what can I do better?
Are you stuck in the past? Are you still doing the same thing as you always have? How relevant is what you do and how you do it to current stakeholder needs? Are you failing to achieve a desired outcome? If so, then now is the time to do something different before someone else forces you to change against your will.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
The Chairperson nodded and agreed with everything I suggested yet it was clear to both of us that nothing was likely to change. Why not? My belief is that the Chairperson is conflicted between her desire to be consultative and conciliatory and the need to be decisive and provide leadership. The next day I watched a television doco showing how religous belief in India was preventing those people reliant upon the Ganges river from taking steps to minimise pollution or even avoid harming themselves through bathing or drinking from the Ganges.
These two experiences caused me to reflect upon how our ingrained beliefs can become barriers to our own wellbeing or success. How often have you observed someone in a management position defy reason and maintain practices that have passed their use by date? Our fear of change can also be a barrier. Change is hard work, it requires new practices which in turn mean we must challenge our own beliefs and assumptions, we must accept the possibility that we are no longer right. This is not something any of us find easy to do. It is much easier to maintain the status quo.
The issue here is not that we cannot change. The real issue is the impact our reluctance to change has upon other people - the very people we want to help. The more reluctant someone is to change the more energy and time they must invest in maintaining the status quo or avoiding change. This is so wasteful. While this is taking place more positive and productive outcomes are being missed. People who once respected you cease to do so. People who once supported you start finding reasons to support others. People who once wanted to work with you now prefer to work elsewhere.
The irony is that change is inevitable. You become blinded from reality by the sheer investment you have to make to maintain the status quo. You not only fail to see the opportunities; you also fail to see the forces marshalling against you. The inevitablity is created by you as you provide those forces with a reason to seek your replacement.
The challenge is to avoid remaining stuck in the past. While you have one eye on the present the other eye should be on the future. You should be constantly asking yourself what more can I do for our stakeholders, or what can I do better?
Are you stuck in the past? Are you still doing the same thing as you always have? How relevant is what you do and how you do it to current stakeholder needs? Are you failing to achieve a desired outcome? If so, then now is the time to do something different before someone else forces you to change against your will.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
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