As we respond to the chaos around us, it can be tempting to look forward to when we are past this and “things are normal again.” Our current environment feels overwhelming and uncertain. The most appealing thing is to hide under a blanket. The most strategically important thing might be to take action. The key challenge lies in defining the action to take, and figuring out how best to coordinate and lead in a time where nothing feels certain.
I have been a consultant working inside organizations for three decades and more. In that time, I have been involved in the creation of numerous methodologies and practices, and the implementation of many organizational change efforts. I have described myself as an organizational consultant of some variety or other. So you might reasonably assume that I consider my clients to be the organizations that I serve. You couldn’t be further from the truth.
Feedback and criticism are generally seen as negative. We don’t like it, we get defensive and we very often resist it. That deflection is often our brains looking for the easy way out. And it’s arguably keeping us from doing our best work.
It’s easy to think, “Once I get through this next thing, I’ll have some time.” We often spend time living for the future. We also often resent the lack of time to focus on what we think is most important to us. But we have a choice.
I saw a great presentation this morning by Andrew Soren, an internal leadership consultant at BMO Financial. His topic was resilience, which—as he admits—is a bit of a loaded term. Unpacking his particular emphasis in usage (which itself draws on a pretty large literature out of the positive psychology movement), resilience explores how we overcome […]