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April 2024
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RUNNING INTO THE EDGE OF CHAOS1/27/2021 When everything is urgent, nothing is urgent.
When everything is a priority, nothing is a priority. Change efforts go by the wayside if there's not enough urgency within the organization to ensure that it will be given an undivided attention and resources it needs. Moving the strategic priorities into implementation requires consistent and constant pressure from management that understands strategic management. 85% of strategic plans do not get implemented. When the rubber hits the road, the tendency is to focus on the day-t0-day mundane issues, relegating the higher objectives into the backburner. This stop-and-go scenario will delay your progress and unconsciously reward inventing obstacles. Managers and leaders- stop treating all crisis as equal. You should know how to treat priorities as real priorities, or your employees will not believe another memo with an urgent stamp. It's not what they hear, it's what they see in action that gets believed.
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BEGIN ANEW IN 202112/8/2020 Tell me that you know what to do next year?
Yes, 2021 is around the corner. Another lockdown is in the offing. Who would have thought a year ago that we will have to endure and even thrive in this crisis? One thing before you start planning is to CELEBRATE your achievements. Do this in a contemplative state where even the minutest things in life are worth rejoicing about. The second thing to do is THINK ABOUT WHAT WORKED as opposed to all the negative issues that arose out of the pandemic. There must be, think hard if you can't find, even a single thing that worked well in your business or organization as you adjusted, modified, and recalibrated your actions. The third thing to do before planning is to FIND THE RIGHT INTERSECTION between your intention (Objectives), where the traction is (Business opportunities), and your passion. This is difficult, especially at this point, where you might have to pivot in a slightly different way, ala curbside ordering or take-out for restaurants, phone-appointments for salons, phone consults instead of in-person, putting on lots of Zoom videos and online courses for academic and training businesses. etc. Ask yourself, if the current business model is not working, how do you get to your objectives without putting monies down the drain? What opportunities exist during this crisis for leveraging? What new passions have surfaced in the course of your adaptation? Finding the right intersection may get you on the long but sure road to recovery and in a new place for your organization. Do these three things and you'll have the right positive mental scape to begin anew.
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BEYOND RESILIENCE8/12/2020 Yesterday, I spoke at Trico Changemakers Studio and it was a delight to have a very engaging discussion with the members present.
What I observed about the resilience narrative is that they are based on patterns and a sense of predictability that is not present right now in a climate of ambiguity, uncertainty, complexity, and volatility. I have made a Beyond Resilience paradigm to show what we are missing out on many important themes. Insead of asking yourselves, are you ready to bring your kids to schools, ask about how education can be reimagined for the future generation. Instead of asking how can we solve homelessness together, why don't reimagine how the vulnerable population can be part of us, not something to be considered separate, different, and wanting? We asked the wrong questions therefore get the wrong answers. We need bold imagination for a future that is not what we desire, but we can thrive and build stronger. Let's start a conversation. |