Helping you succeed despite relentless change
Relentless change and complexity make success difficult. Radical events like the current pandemic make things worse.
Those conditions guarantee that we aren’t guaranteed to know what to do.
So what do you do if you don’t know what to do?
[Read more…] about Remote work: what to do when you don’t know what to do
Remote work isn’t just about getting the technology and logistics right for telecommuting.
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It changes the dynamics of human interaction and will magnify ineffectiveness of existing practices and management.
See my post on LinkedIn https://www.linkedin.com/pulse/remote-work-4-reasons-yours-fail-mike-russell for the 4 reasons and 4 solutions that you can implement now!
Maybe, but often not for everyone.
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Why?
First, if everyone else are doing the “best practices,” you will have no differentiation.
Second, if best practices are picked off a menu, or worse yet, different menus, you are likely to end up with what a client CEO called “a dog’s dinner” … a hash of not very appetizing stuff to us. And quite possibly stuff that really doesn’t work well together or at all, or not for your situation, making things worse.
Third, read this LinkedIn post by colleague Tom Meloche:
Note: I am reposting this from 2017, amid current fears about COVID-19 coronavirus and a possible pandemic, financial market gyrations, continuing terrorism, escalating political dramas, locust swarms in Africa, and so on. The message remains the same, even as it did in 2017 with the then-update of a post after the 9/11 attacks.
Terrorism, war, and acts of hate have a grip on our consciousness these days. Media, including movies and books, capitalize on our fears and add to them by projecting visions of future evil. Worries mount.
Fear stifles innovation and agility.
We must know how to keep our fears manageable. Otherwise, we will unnecessarily retreat from life … personal, and business.
Have you seen the movie “Wall Street”? If so, you may now be thinking of the scene when character Gordon Gecko pronounces “greed is good” to shareholders.
The problem with Gecko’s statement, and mine of “fear is good!,” is that the qualifiers are missing. A desire to improve one’s condition can lead to good things, and fear can lead to good things. The key in both cases is to avoid the downside.
And no more so than in current times.
Here are some changes in thinking and concrete actions that will help you manage your fears.
A fundamental formula for business agility and success in general is quite simple.
Simple enough that third grade sports teams can understand … and I know, because I have used it in coaching them … yet powerful enough for business.
Here it is:
Teams continue to be a key aspect of most company organizational strategies. A team is often needed to do more than one individual can accomplish. Teams are also seen as an effective way to improve productivity and performance. Most agility transformation approaches also hinge on effective teams.
Unfortunately, most companies also have a team “killer” in their midst. One that is ubiquitous yet not always recognized. One that is assumed to be “status quo” yet needs major change for teams to actually work.
What is this team killer?
