Ever Felt That Working
in a Circus Would be a
Better Option
Have you ever wondered
if it might be easier to
run away and join a
circus – at least it
would be part of your
job description to keep
all the balls in the air
while maintaining
balance at the same
time!
When you think about
your competing
priorities – do you ever
wonder where to start?
What choices to make?
How to identify what is
the ‘right thing’ to do
when the options appear
to be in stark contrast
to each other?
For example, have you
been in a leadership
position during
restructuring,
downsizing, cutting
costs, outsourcing or
implementing a new IT
system? Were you under
pressure, as a leader,
to get the project
happening “yesterday”
and the results on the
‘bottom line’ today?
Yet you might have been
torn by the competing
desire for time to
assist your people
prepare for the change
knowing that in the long
run, it would be more
productive in terms of
morale and hence
outcomes.
Maybe you are lucky
enough to work in an
organization that does
decent forward planning
or has good antenna to
foresee most of the
events that appear
without warning. However
I doubt there are many
organizations like this.
Even if the change is
expected, it can be
personally challenging
as a leader if you don’t
agree with the new
strategic direction or
response you have to
implement.
For example, a new round
of downsizing has begun
especially in the air
transport and tourism
industries. Most
pragmatic executives
know that downsizing to
prop up profits simply
does not pay off in the
long term.
Even the Governor of the
Reserve Bank, Ian
Macfarlane said last
December, it is “a
serious error to think
that companies in
general can protect
their earnings this
way”. But taking this
example further - what
if you have to retrench
people who are close
social friends or
teammates? Or there is
no downsizing but you
have to counsel them or
‘let them go’ for poor
performance?
These challenges apply
to all leaders whether
the CEO, a supervisor,
the manager or team
leader. How to approach
them?
Perspective Principles
and Priorities
First – get
things into perspective.
I feel like a well-worn
record when I say that
few people on their
deathbeds wish they had
spent more time at the
office! However I have
an approach that works
for me on a day-to-day
basis. I have shared
this in my leadership
programs and am assured
that it works for others
too. It is the 2 x 2 x 2
approach.
You can use whatever
measure you like but ask
yourself: will the
problem / deadline /
challenge that I am
getting myself worked up
about still be
significant in 2 days, 2
weeks or 2 months time?
Or 2 weeks, 2 months, 2
years? Use whatever
measurement units suit
you. If it will matter,
then why? Who will
remember it? Who will it
impact? What will be the
consequences?
There is of course, no
substitute for planning
and time management. But
beyond that realistic
expectations on yourself
and using perspective
can often help.
You should also be clear
about your own response
to unexpected change. Do
you know how you react
to sudden departures
from an expected course
of action? This is about
your emotional
intelligence – knowing
what you are feeling,
how you are showing it
and the effect on
others. This knowledge
is very powerful as a
leader and the good news
is, you can increase
your EQ.
Next –
Principles
Do you know how your
values fit in with your
organization’s? Are you
clear about what you
stand for, and what you
will stand up for?
I am amazed by how few
people have identified
their values, the
principles that guide
our behaviour
consciously and
unconsciously,
especially when we are
under pressure.
A value analysis can
guide you in the way you
react to unpleasant
tasks or the
implementation of
strategic direction you
don’t think you agree
with.
Take the earlier example
of firing someone who is
a friend. I am assuming
that all the appropriate
counselling and other
steps have been taken.
Your immediate reaction
based on the value of
‘loyalty’ to your friend
may make this an
incredibly difficult and
painful experience for
you and you may delay
doing it.
However if you also have
‘respect’ amongst your
values and if you ranked
it higher than
‘loyalty’, it would
still be unpleasant to
terminate your friend
but it could be far more
respectful to do that
than obstruct their
opportunity to find a
position better suited
to their skills.
Priorities
Values also play a role
in determining
priorities. Do you know
your operational (i.e.
the way you live your
life) and terminal (i.e.
your end goals in life)
values? How do they
align with the formally
stated values where you
work? More importantly,
how do they line up with
the real culture, the
unspoken or implicit
rules that guide
everyday actions in your
workplace?
If your priorities are
aligned with your
employer’s, then it will
be easier to determine
how to best use your
time – it will be on
whatever will get the
organization faster to
where it wants to go.
In my experience,
procrastination or
energy spent on
procrastination or
peripheral or non-main
stream activities is
often the result of
misaligned or simply
unclear personal values.
Think about it. Do your
organization’s values –
the real ones fit
comfortably with you?
Would you stand up and
fight for them?
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