Are you running a marathon, or becoming a marathon runner?

 

One of the fundamental reasons organisations struggle with change is that they frame it in the wrong way. I’m not a huge fan of sporting analogies, but forgive me this once.

One day I wake up and say that I want to run the London marathon. There are clear success criteria, clear steps to take and a very clear deadline. I can get my friends and family energised, maybe get them to sponsor me or come and cheer me through to the finish line. Of course, there are things that might get in the way – I might not get a place, I might pull a muscle, but other than that it’s a pretty straightforward (if daunting) task.

This is the “change” that most organisations like to face and are well equipped to achieve.

Now what if I was to wake up that day and say that I wanted to be a marathon runner? How would that change the approach and the context? When would it be achieved, when I’ve done one, two, ten? When I can run a marathon at will? My friends will probably not be too interested, they might even find me a bore and wonder why I’m slogging my guts out after work rather than going for a pint.

This is the change that most organisations are trying to achieve and are struggling with.

The joy of the first scenario is that once it’s done we can forget about it. Go to the pub and have a pie and a pint and spend every weekend on the sofa watching other people run around. We can revert back to our previous behaviours, with the task complete.

The issue with the second scenario is that we are talking about sustainability underpinned by behavioural change. We are transitioning into a new form of being, with no real sense of measurement, but a pretty clear sense of whether it has been achieved or not.

The difference between acting with agility and being an agile organisation.

The problem comes when organisations approach sustainable change with the mindset of task completion. We want to know when it will be done, why it hasn’t happened yet and why no one is coming along on the journey with us. We want the razamataz of the finish line and the medal and all we get is a pile of sweaty training clothes.

Creating meaningful, sustainable change is hard. It takes time, practice and repetition, it takes failure and despair. Worst of all, you’re never really sure if you’ve achieved it, or when or if you’ll arrive. Despite all the sweat, blood and tears, despite all the hard yards, you will only see how far you’ve gone, not how far you need to go.

 

 

Abolishing university fees is not the answer

Our problems with education are much deeper and more complicated than the debate about whether university fees should be free or not. In fact, I’d go as far as saying that making our current university system free would be catastrophic financial mistake that would increased debt without providing the necessary economic benefit to the country.

Let’s consider the two arguments for attending and progressing through higher education. Many people argue that learning is simply an enriching process that is rewarding for the individual and broadly beneficial to society as a whole. I’ve heard this expressed on numerous occasions. The problem with this argument is that places value and priority on only one form of learning or enrichment, generally based on the proponent’s own personal experience.

One could reasonably see an argument that taking a year out and travelling across Asia, learning about different cultures, seeing different cultural sites and immersing yourself in the culture could be equally, if not more, enriching to the individual. Or spending time in your bedroom pulling apart computers, searching the internet and learning about how to code, But of course, we don’t see many people proposing that the state should fund people’s travels and trips or internet explorations in their bedroom.

The second, more plausible, argument is that the country should have a high skilled economy and this is driven by university attendance. The problem with this argument is that the proponents of fee free university attendance don’t discriminate in their approach to the courses that should be available and the number of places. In other words, the value of the subsidy that is placed on a medical degree is exactly the same as the value that is placed on a degree in forensic psychology. Yet demand for the skills in the labour market is entirely different.

Add to this the complexity of the entry requirements for various subjects and the provision of places not matching with the needs of the economy (we reject bright, dedicated students away from degrees in medicine and then have shortages of doctors and a need to hire in from abroad) and you have a highly imperfect system. Is this a system we want to subsidise at significant cost to the taxpayer? Personally, my answer is no.

It seems to me that a level of government subsidy in the subjects that we are short of and need to build a thriving and dynamic economy, could and should be a good thing. But that should also extend into postgraduate development and in technical and professional development in vocational education – in the way that we’ve seen this applied to teacher training. Simply, applying a one size fits all approach to tertiary education misses the point and is a blunt and inefficient use of taxpayers’ money.

A well though through economic and industrial strategy linked to educational end vocational incentives for the subjects with skills shortages supported by a realistic and progressive graduate tax for other subjects feels like a more sensible and joined up way of approaching the topic. The links between education, skills and the country’s economic prosperity are complex and interwoven, but the job of government is to unpick them for the benefit of all – not simply as a means to buy votes.

What’s your ambition?

Do you have an ambition? I’m not talking personally – whether you want to walk on the moon, play the violin, or live by the sea is really a matter only for yourself and your loved ones. I’m also not talking about your career trajectory. I’m talking about the work that you do and the impact that you have.

It strikes me that we often make a big leap between personal ambition and organisational vision, but miss some of the most important elements in between. Most of us work every day, we attend a place of work and we do a lot of tasks – but for the sake of what?

As good corporate citizens we all adhere to the broader corporate visions and of course, we understand the role that we contribute towards them. But is there something else that falls in between? Something that operates on more of an emotional level?

For me that’s ambition.

When I work, I know what I want to deliver and I know what I want to achieve. I know what I need to do and I know the difference I want to make. It won’t necessarily happen immediately, often it takes significant time and effort. But it connects the work that I do to an overall purpose – it’s what is important to me.

I wonder what the power of team ambition would and could be, how it could help shape and form the work that we do into something that means and matters more. Not just about vision – that can feel too far away and ethereal – but something more concrete and emotionally engaging.

By its nature, ambition is big, bold and beautiful. It forces the mind to think beyond the immediately achievable, but to something that generates both sense of positivity and reward. It is worth the struggle, because it means something and it matters.

What’s your ambition? And how would achieving it make you feel?