The best way out

I’ve had a paperweight on my desk for about the last 30 years. It contains a quote, I believe, from Robert Frost, “The best way out is always through”. The idea of having a paperweight in this day and age may seem somewhat superfluous, but the wisdom is something that endures beyond its physical home.

When things change, when we are under pressure, anxious, when we struggle to understand which way is up and which is down, we can understandably lose momentum. Many of us in organisations undergoing physical or economic turmoil will be tempted to think, “what’s the point?”. At the same time there are students all over the country who have had their lives thrown up in the air and been served a mixed diet of uncertainty and confusion.

In these circumstances, in these moments. It is tempting to stop.  Inaction, unless a conscious and considered choice, is rarely the answer. It seldom makes us feel better nor does it help others around us. Our psyche, our health and wellbeing requires us to feel that we are progressing, even when it feels almost impossible to do so.

The best way out, is alway through. It starts with small steps, slow, steady steps. Placing one foot in front of the other and starting to move. We cannot predict the future, we cannot control the uncontrollables, that was the case six months ago, a year ago, five years ago. It is the same today.

Whatever challenge you’re facing into, whatever uncertainty has been thrown in your way. There is only one direction that you can travel. Forward. And I promise that when you do, it will see you out and through.

 

 

Start somewhere

Here’s a bet…

I reckon I could ask anyone in your workplace, or mine, to name one thing that would improve their work or working lives and they’d be able to tell me within an hour maximum.

And of course, if I asked you the same question, you’d be able to tell me too.

Yet we all sit on all of these ideas every day, because;

  • we don’t have permission
  • it’s complicated
  • we don’t have the time
  • they wouldn’t like it

All of those good ideas going to waste and instead we do a whole series of things that we don’t understand the purpose of, can’t define the value of, do because we’ve always done. We knowingly reduce our potential value.

As leaders our fundamental responsibility is to help teams to deliver the value that they hold, to allow them to contribute to the best of their ability and to fulfil their potential. To do this, we need to remove those things that prevent and get in the way.

Whilst changing cultures and refocusing teams isn’t easy, it is the reason we exist and the duty we have. We should ask ourselves, what other better purpose we could serve? Every transformation had a first step, everyone needs to start somewhere.

 

The power of language

The power of language to engage is nothing new to us. It’s why corporations spend millions each year on their advertising and marketing, testing the ways in which certain words resonate or repel their target audiences. A shift of one word in a sentence can move us from neutrality to engagement, from loathe to love. It’s also why political parties spend hours testing slogans and statements with focus groups, ensuring that the approved words are dropped into speeches and leaflets, time and time again.

Language is powerful, it has the power to change the way in which we think, believe. live and even dream. It can bring us together, or it can push us apart.

Whilst we spend so much time in organisations thinking about the language we use to appeal to consumers, service users or members, we spend so little time focussing on the language that we use with our colleagues internally. In so many organisations I’ve worked in, people who could write an email to their mother which would be warm, engaging and clear suddenly start to write missives to the masses which are almost indecipherable. We use jargon and language which is overly complex and unnecessary, often out of habit rather than intent. You particularly get to see this when you join a new organisation and start to learn the lexicon of the group.

Too often though, when we extend these phrases beyond our “group” they fail to land properly, be understood or to have the desired effect. Either because they’re simply incomprehensible, or because the language that we use does not connect. We write as if we are a business writing to a business, not a human being writing to a fellow human being.

When we talk about making the workplace more human, when we talk about engagement, when we make commitments to inclusion and allowing people to be themselves, we would be wise to start with words. The language that we use sets a tone for who we are, but more importantly it allows others to come along with us. If I understand, if I connect, if I feel, then believing becomes much easier to achieve.

Sometimes it isn’t how clever the message is, it’s how simply you can convey it.

The 7 qualities of exceptional practice

  1. Creativity – Whilst it might seem a strange one to start the list with, the ability to bring creativity into design and problem solving is one of the aspects that really sets exceptional practitioners apart. We can all suggest something we’ve done before, but can we imagine the new?
  2. Empathy – I’m really clear that this is different to sympathy – the cross that the profession has to bear. I’m talking about the ability to put yourself in the shoes of others and consider the evidence from their perspective and to understand their lens.
  3. IQ – Sure, I know this isn’t fashionable, but I see a simple link between intellectual horse power and performance. It isn’t enough on its own, but without it you’re surely going to struggle.
  4. Curiosity – The people who excel are fascinated about learning more and constant discovery. They ask questions, explore and see opportunity in every circumstance. They’re restless and intellectually always on the move.
  5. Structured – I’ve written many times about the benefit of systems thinking in the world of work and the ability to structure and think systemically is key. This doesn’t mean that you need to be PRINCE2 qualified or an engineer, but you need to understand how things fit together and how to get started.
  6. Courage – This manifests in different ways, in the ability to have brave conversations, the comfort in being vulnerable and the drive to constantly want to do more and be better. Courage means that we address ourselves as well as others.
  7. Humility – Most of our practice is not about us and we need to be ok with that. We need to bathe in the glory of others, be proud of the contribution we’ve made and enjoy the success that we help build. Our gift is helping others to be the best they can be, not owning it for ourselves.