What’s holding you back? II

“One thing is certain; these five business killers will stand in your way from making the changes you need to win in today’s business environment.”

To reason the quotes by ‘Albu Consulting’,

1. Lack of clear direction:

“If people do not know or understand the organization’s strategy, they will not know how they can help.  Make clear your strategy and goals to everyone in the organization.  Show your employees how they can align their work to the strategy and they will become energized and engaged.”

TRUE – Individually we know that we have the ability to face change by accepting our “normal” feelings of discomfort. If we can align ourselves with this acceptance and in fact acceptance that we will accept them as they come along (often unexpectedly as its change remember), we will possess the same kind of clear directions multinational company strategists use.

2. A focus only on planning and not on execution:

“Many organizations spend more time and energy planning strategy and very little time translating those plans to specific action.  Without investing time in strategy execution, the tendency of most organizations is to relapse to the status quo. 

Document strategic initiatives, and assign activities to specific employees with measurable outcomes to get the results you want.”

TRUE – While actions speak louder than words, the mind processes logic and emotions quite differently so that we can even imagine emotions are elsewhere, it needs to join intellect and emotion to give a concrete reason to act in a specific way next time something (different) happens.

However in practicing the ‘processing’ of emotion we join the planning to the outcome.

3. Distaste for risk:

“Unfortunately change often happens quickly when it becomes urgent.  Don’t wait until you are in a difficult situation.  Change needs to happen well before the crisis occurs.”

TRUE – Why do we procrastinate and wait for the urgent to become the emergency. Apart from those who seek chaos in order to avoid emotion, apathy always seems easier. Sometimes, just sometimes, ‘managed’ delay is appropriate.

I used to work for an old dentist in Ontario who owned half the local town, he said ” I don’t bother to make decisions as half sort themselves out and the other half didn’t matter”.

While this may be going too far, sometimes to act rashly without considering the facts (and these may not be correct either then or in the unknown future) may not be the best approach either. A ‘balanced’ decision making process appears best – ‘due diligence’.

4. Excusing mediocre performance:

“Do not excuse sub-par performance.  Help people by establishing a system of open communication.  Top performers will rise up when given the opportunity, while underperformers will become quite visible as well.”

TRUE – excusing is just giving way to the fear and, apathetically using a poor personal outcome as a result of avoiding ‘feeling the fear’, ‘accepting and understanding the fear’ before being able to rationally deal with the facts and make a decision in the face of change.

5. Reluctance to hold people accountable:

After seeing the world or ourselves in a certain light for an extended period of time, we develop core beliefs to make sense of our paradigm for how life is supposed to be.

As children we tend to have the most long-lasting and influential beliefs instilled because they represent ‘prototypical experiences’ that future experiences will be compared to and may help us survive in the future. They will likely play a key role in the development of our ‘worldview paradigm’ for life.

Since our brains are still developing then, childhood experiences have a greater chance of influencing how future neural connections will develop, whether good or bad. Children tend to adjust better to change since they don’t have as much “baggage” to deal with when encountering change.

As we age and our brains become less plastic, we not only encounter more difficulties processing change because our paradigms are more ingrained but our world view is altered by those core values and beliefs that we have already developed.

Children can change more easily as they have less experience, ingrained beliefs and consequently fear of consequences. They have greater neural plasticity and this allows them to catch up with adults, you could say they were becoming “adult-erated”.

Back to the illusion of asymmetric insight in which you believe the same thing about groups of which you are a member; as a whole, the group understands outsiders better than outsiders understand them, and you understand the group better than its members know the group to which they belong.

The illusion of asymmetric insight allows the discounting of conflicting information as bias and the determination and belief to stick with what you know. There is reluctance (sometimes aggressive) to consider the possibility of change because the group is seen as bigger than the individual, so the (bigger) group must be right.

Loss is a different (but related) form of change as it may remind us of our own mortality, the fear of loss may touch one of the greatest fears, that of rejection and being alone.

Dealing with change appropriately, requires effort, psychological effort and almost invariably produces discomfort and sometimes frank pain but accepting that its normal to recognize and feel the fear of change as completely normal and therefore acceptable, is the first step in controlling your incorrect perception of the environment and the changes taking place in it.

“Nothing to fear but fear itself”- Franklin D.Roosevelt

Dr. Stephen Bray 2019

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