Email is without question our most popular—and most misused—means of communicating in the workplace. While success depends upon interacting well with the broad, complicated and all-too-intricate tapestry of humanity, we like to pretend that writing and text is as short-cut to doing so efficiently. Whereas every time we get it wrong and course correct (and that’s usually pretty often) we discover we’ve actually taken the long-and-by-no-means scenic route.
We like rules. Rules make life easier. Knowing that there is a right and wrong answer means that we can figure out how to be successful under all circumstances. The only problem is that life doesn’t actually work that way, particularly when engaging in politics and managing in the face of complexity and uncertainty. That’s not to say that there aren’t strategies that can help, but those strategies inherently require adaptation, a willingness to be flexible, and acceptance that the only right answer in any given situation is, “It depends.”
It is a little astonishing how often people presume that change can be forced. In particular, there’s an assumption that all that’s required is for senior management to tell everyone what to do, and they’ll do it. You can try. I guarantee it won’t work; at least, it won’t work for long. Leadership has a role, but it’s not the one you think.
There are a lot of hard-wired presumptions about what constitutes good presentation. There are a lot of conflicts that get created when we feel pressured to “act different, speak different or be different.” Being a speaker is one of the roles that we play in life. We have a lot of other roles, as well. And in each role, we choose how to perform, whether we make our own choices or accept the scripts of others.
There’s a lovely expression that I came across a few years ago, that has helped me through some difficult and challenging situations: “Not my circus, not my monkeys.” Or, in the original Polish, “Nie mój cyrk, nie moje małpy.” The origins of the phrase are a little uncertain, lost to the mists of time and […]
The space in-between where we have been and where we are going is where change and transformation occur. The challenge is that while navigating liminal spaces is challenging enough on an individual basis, it gets exponentially more difficult when we try to do this in groups. Whether planning navigating change or planning strategy, facilitating the creation of an in-between space that genuinely allows for creative exploration is a significant undertaking. Liminality provides some insight into how to make that happen.