Author: Blog

Actions and consequences

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Are we always responsible for the consequences of our actions? It seems that’s the accepted wisdom, but I’m really not so sure. On one hand, it makes for a remarkably neat way of judging others, but it also feels like a convenient “get out of jail card” for absolving others of acting in an appropriate way.

Our social and political landscape is full of judgments on decisions that were made and the unintended consequences;

He should have known…

She should have seen that coming…

And similarly, our organisational rhetoric often places so much onus on individual actions and the subsequent consequences. Particularly the more senior that an individual gets.

I have no doubt that our actions define us, how we choose to be, how we present and behave, how we interact with others. Unless you believe in a higher force, we are all responsible for our actions. But in accepting this, do we throw ourselves open to however the universe responds as entirely fair?

If you choose to go out at night, are you responsible for being mugged?

Or wearing the wrong clothes, accepting of being harassed?

I don’t think anyone would suggest that the individual has to accept these consequences. Yet in the political, social and commercial aspects of life we hold a different burden of proof.

Being able to differentiate responsibility for the choices which we control and the consequences we do not allows us to analyse and interrogate responsibility in a much more balanced way, but it also helps us place responsibility where it really lies.

None of us want to be held to account for events truly out of our control. But whether we set the same bar for others…well that’s a different question.

 

 

 

You’re not here to make friends

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The role of leader is not to seek to be popular, it is to serve in the best interest of stakeholders.  At different stages of your career, those stakeholders will change and evolve, but broadly that means your employees, customers, employers and society. It goes without saying that at times the interests of these different groups will present a tension. But frankly, that’s your job.

When I say this, the immediate reaction is to infer that I believe that the job of leaders is to be unpopular, that in some way I’m suggesting a nasty, brutal model of leadership. This couldn’t be further from the truth. Simply in order to lead well, you need to be prepared for people to not like you or your decisions. If you’re not, you will always shy away from a percentage of choices that could be helpful.

Backing yourself to make unpopular decisions and to lead through them to the other side is the very essence of leadership. In the most simple form, that’s why soldiers climbed out of the trenches, it is why explorers travelled the world, it is why star players are dropped before finals. The ability to make clear, decisive and difficult decisions.

The success of a leader isn’t how many people like them, it is how well they’re respected. I was reminiscing the other evening about a leader that I’d sadly had to remove from an organisation in the past. He was deeply liked and hugely popular, but from an impartial perspective massively ineffective. When he left the organisation there was a lot of emotion. A couple of years later team members voluntarily told me how angry they had been and how wrong they thought the decision was, but how much better things were now that he had gone.

Being a leader means sometimes we have to be unpopular, it means speaking out when it is inconvenient and acting when inaction would be easier. We must never conflate personal popularity with effectiveness or respect, we must be prepared to cause upset, not for the sake of it, but for the greater good.

We’re not here to make friends, we’re here to do the right thing.

You’ve got to have a plan

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Many years ago I was sat talking to a cardiologist who asked me what my plan was. When I asked what she meant she replied, “Do you want to drop dead one day on the commute because you don’t know what else to do? You’ve got to have a plan.” It became one of those conversations that change your life.

Over a decade later I’ve always worked to a clear plan, I know where I am and where I want to go, but I understand that the path that I need to take might change and fluctuate as I progress. Of course not every detail can or will be known, but the broad sense of direction is clear.

In moments of temporary unhappiness (I’m generally an upbeat guy) I’ve been surprised at how often it is caused by losing sight of the overall journey. Becoming too focused on the here and now and losing sight of the why.

So my question to you is the same as the question that was asked of me those years ago, “what’s your plan and if you don’t have one, what’s stopping you?”.

 

Why most management change fails

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Let’s face it, change doesn’t fail or succeed, it just is. When we try to do something and it doesn’t work, that doesn’t mean that change hasn’t happened, it just means the outcomes that we want haven’t been achieved. We need to understand the difference.

If I decide I want to get fit I might buy a pair of running shoes and commit to go jogging every morning before work.  After three weeks when I’m demotivated, tired and laying in bed longer than ever before, a change has occurred, just not the one that I intended. In my head I’d imagined this svelte, athletic new me who absolutely loved this new habit. In reality I developed a belief I couldn’t run, confirmed I didn’t like early mornings and chafed in places I didn’t know existed. If someone was in the future to suggest a run, I’d make my excuses and leave.

What does this mean in an organisational context?

Most of our employees and colleagues have experienced this sensation at work, however, the motivation for the original decision hasn’t been theirs. They’ve been subjected to multiple suggestions over the years that they need to go for the equivalent of a run.  And similar to the runner they start to form beliefs, “it won’t work”, “I don’t like it” or even “what’s the point?”.

Sometimes the most important “changes” that we make are choices to do nothing, rather than to do something. If we litter our organisations with initiatives, if we try to do too much that adds little value we start to create the sort of psychological fatigue that leads to beliefs that ultimately are counter productive to the changes that actually need to achieve. Through our actions we can cause the reaction that we then dub, “resistance to change”.

Nobody is resistant to change, we all make changes every single day. We shop with Amazon, send messages on our phones, we use satellite navigation systems and find love by swiping left or right. We are constantly changing and evolving. Organisations become resistant to change because of the experiences that have happened in the past, because of the belief systems that have developed and because of our inability to keep things simple and clear.