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April 2024
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THE POSITIVE EQUITY6/9/2022 I was speaking to a group this week. We polled them if they have a positive outlook during the pandemic and less than half confirmed that they had. They also reported that their supervisor supported them a lot. This showed that even their supervisors might not be feeling positive as well. We can only surmise. Positivity in the age of post-pandemic emergence is a pre-requisite and it's the basic quotient to have before you can build along changes that come into your life. I know for a fact that this is not easy. But I chose to be positive, persistent, and hopeful, despite several setbacks I experienced last year. We can never know what other people are experiencing. If you can count the people in LinkedIn that have critical illnesses, jobless, with family and personal challenges, you will know that your troubles aren't comparable to these situations. It's better to go beyond resilience: benefit from shocks, stresses, raise the bar, and go along with changes and welcome ambiguity. Cultivate opportunities even in the midst of trying conditions and know that you're not alone. You can be in a lockdown but isolation is a choice. You can still be connected in the deepest, most humane way if you choose to be. I can say that the distance between our efforts and what we have as external impacts is our positivity equity. Increase that positive equity now and as you move up, lift others along the path to your recovery.
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WINNER AND LOSERS6/6/2022 You must have heard this from somewhere, that in any change initiatives, there will always be losers and winners. But this is not as clear-cut as we think this to be. With varying degrees of complexity, everyone can be in the same page on issues but with different positions approaching solutions. Problem-centric people try to diagnose the problem and beat it until it's blue in the face. Solutions-centric people deny the magnitude of the problem and want to jump straight to solutions. Radical change leaders want to overthrow the whole organization from bottom to top. While the incrementalists are taking their sweet time to effect changes. These are stereotypes and the binary of losers and winners, if you still have that perspective in your organization is very 60s. Champion a win-win approach to any substantial changes in the organization. Yes, there will be groups that will be mostly affected and mitigation should be front-and-centre and not an afterthought. I just recently observed a massive transformation in a large organization. When asked, middle managers don't know what's actually going on. The top executives will gladly do a rodeo on each unit/department, taking the most expensive, yet direct route to engagement. What about these middle managers who can act as natural bridge between those at the top and those at the bottom? What about these natural spokespersons and representatives of specific groups, are they engaged in a way that ensures change outcomes are retained in the best way? People will believe in the change based on what they see, not on what your Townhall proclaims. |