Get Less Busy

source credit: geniusbeauty.com

People in our workforces are under serious strain.  They are constantly being asked to do more with less. Our businesses and government departments are responding to the austerity drives by trimming more and more from their budgets, which inevitably means fewer people are left to do the work. Meanwhile the demands are increasing. With everyone in the economy tightening their belts, company profits are falling, which means that a smaller and smaller workforce is being challenged to work smarter, harder, more innovatively and to ‘keep their chins up and stay engaged’.

In the midst of this, what are our leaders getting up to?  Well, from what I can glean, I see leaders who feel a great deal of responsibility for this state of affairs, and who are responding by working themselves harder and more intensely than ever.

The irony is, that at this time, perhaps more than ever before, our leaders need to be making themselves much less ‘busy’, and focusing more than they ever have done on nurturing their workforce.So, what can we be asking our leaders to be thinking about right now that will help them to do just that? Continue reading

Slow Down, you Move too Fast

“Slow Down, you Move too Fast”… so go the wise words of Simon & Garfunkel’s “59th Street Bridge Song” ……

Many people are inclined to jump to action rather quickly.  After all, isn’t this what people feel they are being paid for? To make decisions, to be decisive, to act !

Acting, in my experience, is rarely the biggest problem we face within our boardrooms, executive groups and operational teams. Our businesses and organisations are replete with people who plan, manage tasks, monitor activities, schedule, organise and control. I don’t sense that we need to build more skill in these areas.

The bigger challenges that face our business leaders are in the quality of conversations they undertake, their depth of problem analyses, and their ability to reach universal agreements on what actually needs to be done to bring about the major changes that will transform our businesses and organisations to turnaround their fortunes.

People tend to “over-analyse” the detail (or the parts we are most comfortable with) and avoid  tackling the real, hard, knotty issues. As teams, our conversations, seldom focus in on the major issues that would bring about significant and transformational change.

We tend not to bring sufficient attention to the most significant issues. After all, it is easier to focus on the trivia, or those issues that are most comfortable to discuss.  Bringing attention to significant issues is, after all, risky. We risk upsetting people, we risk our reputation, we risk being alienated if no-one else supports us, and we risk upsetting the status quo.

As a result, true agreement is rarely reached to the extent that it is clarified, confirmed and restated to everyone’s level of unambiguous satisfaction. How many meetings have you come away from where people start initiatives to resolve what they believe is the ‘agreed’ issue, but which is, in reality, subject to their own individual perspective?  This typically results in duplication of effort, conflicting initiatives, confusion and frustration.

Our organisations are action-generating machines,creating an illusion of efficiency, and productivity. Down the line, the most significant issues, which, if addressed and tackled, would result in radical change and improvement, remain untouched, lurking in the shadows in corners of meeting rooms around the globe (the proverbial elephant in the room?).

Here is a simple step by step guide – “The 4 As” –  to help leaders navigate Continue reading