I had the rare experience a couple of weeks ago of coming close to losing my cool.
In the same 4-hour period I had an emotional personal blow, an annoying work blow, some (helpful) but very direct feedback that felt like a sucker punch and, finally, a scheduling nightmare (not my creation) on a very important meeting.
Layering in additional stuff just leads to distraction and overwhelm. All organisations have a finite capacity for change – regardless of how much money you choose to throw at it.
It might not surprise you to know that one of my most annoying habits as a child (I’m told there were several) was relentlessly asking why.
I didn’t accept anything on face value. And the arbitrary ‘because I said so’ was like a red rag to a bull to me.
What have you learned about making change stick in the pandemic?
We all need a safety net of collaborators and friends to turn to in a crisis, but how do you maintain these relationships to ensure a network of trusted advisors when needed?
The pandemic has shown us that there are better ways to deliver change – cheaper, faster and with fewer people.
Heavy, cumbersome transformation programmes have no place in a post-COVID world.
Research from McKinsey and Company shows that 70% of all transformations fail – and not communicating a powerful vision is a key contributing factor.
Have you pushed decision-making as low as you can? Or are you finding yourself marking others’ homework?
The higher achieving you are, the more likely you are to set high standards for yourself. Therefore, the more likely you are to resent being a beginner. And to learn new skills you have start, well, at the beginning.
The success of the NHS vaccine rollout, combined with the meeting of all key dates so far, is making future promises feel more credible. More reliable.
And some of those same principles underpin any successful change roadmap.
You’ll be pleased to know that improving the speed and quality of decision-making doesn’t have to involve a headache-inducing re-structure of your teams and meetings.
But it does involve some thought.
Try these tips and reap the rewards.
The things that feel like missed opportunities right now are telling you a lot about your priorities going forward.
Do you tell yourself you were always destined for greatness? Perhaps evidenced by your powerful portrayal of ‘Tree in Wood’ in the school play?
Good quality feedback is FREE development, it just involves some time and effort in asking and interpretation.
Having fun to anticipate is a basic human need. And it manages anxiety.
Your team have been through a lot. But you can help them bounce back. What can you create in their diary now for them to look forward to in the future?
I get the idea of selling a dream, but this email was totally out of touch with reality. And, most importantly, out of touch with their end users – their customers.
It reminded me of why so many change plans are going wrong right now.
New perspectives solve problems.
But we’re not getting new perspectives right now. Think about the exchange of ideas you’re missing out on in the coffee queue or the quick drink after work. You may even be solving an old problem because you didn’t get the update in that 5-minute lift ride that yesterday’s crisis has evaporated.
Sure, you can get new ideas from reading or research but there’s a better way.
At this time of year when reflecting on aims, I often hear a desire from my clients to “manage time better,” “be more productive,” or “focus on what matters.”
Even very successful clients, whose role would prematurely age the average genius, struggle with time management
So, hands up if you thought that the craziness at the end of 2020, had to give way to a more measured and manageable 2021?
It can’t carry on being this chaotic, right?
Ah, apparently it can.
Usually at this time of year I spend lots of time looking forward.
But this year is different. There’s far more ‘here and now’ activity that’s taking up my time.
And it’s concerning me.
Hands up if your brain is trying to solve multiple ‘crises’, your end of year energy levels are sapping and you’re finding yourself in various states of inertia.
You too? You’re not alone.
A few years ago, I had a team member called Melissa. She was excellent at her job as a senior programme manager and had many successes. But unlike other members of my team, public recognition was not her bag.
Change is about taking calculated risks and managing them.
It’s about setting a direction, accepting you don’t yet know how to get there and gathering a team who just might help you find the way.
It seems we’ll be in varying degrees of lockdown for the foreseeable future, but the impact on working life hasn't all been bad.
In the increasingly frequent, and occasionally baffling, updates from the government, it’s become clear that the advice for the foreseeable future is to work from home if you can… which could last for 6 months.
I loved horror B-movies when I was younger. Who can forget The Fly? Or Halloween? But there’s a horror story unfolding in many organisations right now: The Revenge of the Cancelled Project!
What makes a memorable leader? For one of my most memorable bosses it was his consistency and his style.
I’m not a betting woman, but if I was, I’d put good money on you not being as adaptable or flexible as you think you are.
You’ve probably thrown most of your plans from January 2020 out the window. I’m afraid it’s time to throw out one more – your development plan – and here’s why…
Your team doesn’t need a Superhero: Here’s how to be a better leader right now.
I’ve been talking to my network of Sponsors – some of whom I coach – about how they are finding life at the moment.
