SLOW DOWN OR ACCELERATE?
Competition, globalisation and technology are inevitable accelerators of our busy work lives. To be effective today, one needs to keep up with the pace of change. Especially managers are often ambassadors of this viewpoint: quick decisions and quick action may provide a feeling of ‘being in charge’. Should you focus or broaden your view?, Slow down or accelerate? Slow down to accelerate?
THE MINDTRAP OF MINDSET
Quick and informed judgement helps you each and every day. Judgements and prejudice allow you not to question everything and move in one certain direction. CEO’s love this and call it ‘mindset’. A clear and shared mindset seems a fantastic driver of strategy implementation. What if direction changes more often than you can review your strategy? The ‘mindset’ may have become a ‘mindtrap’. How do you get people to challenge the status quo, if they have learnt to take direction for years?
THE PARADOX OF SUCCESs
Pino Audia wrote a brilliant article called: the paradox of success. He discovered that companies which are successful tend to be more persistent in their strategies even after radical environmental changes. Success breeds self confidence as well as persistence about the way in which we do things. This applies equally well to individuals and teams. What if work requirements changed radically after a promotion? What if you were to train successful people? How successful are you? Is this a blessing or a curse?
THE MYTH OF PARTICIPATION
Today’s consumer world offers a wealth of convenience. We can ‘outsource’ almost every part of our daily life’s. The spectrum spans from the cooking until the upbringing of our children. From the cleaning to our legal responsibilities. And of course you can consume the learning too. Someone else will tell you what to do! This often remains somewhat unsatisfactory: Knowledge does not seem to stick. Skills are not applied in the workplace. Learning specialists struggle with the famous ‘knowing doing gap’. Action learning seems an answer. Do you do how to know?
THE ILLUSION OF CONTROL
Tools and methods provide a lot of certainty in the world of business. From ERP to performance management: All tools convey one crucial message: ‘you are in control’. What happened to trust, personal judgement and craftsmanship along the way? Did we lose the job description and career path to become a craftsman? Should we make one?
THE DISTANCE TO STAY CLOSE
“Our senior management does not have a clue how our clients needs have changed”. One needs to keep some distance to understand the full scope of an issue and develop a strategic view: You can get caught up in your own system. At the same time one needs to get close to really see what is going on and understand, especially when issues relate to people. Can you be close and keep a distance simultaneously?
THE QUEST FOR ANSWERS
Have you finished all paradoxes? Does that reassure or unsettle you?