Have you ever thought the world was there only to make you fail? Do you think that If you didn’t have bad luck you wouldn’t have any luck at all? This is an example of stinking thinkin’!
In reality, you make your own luck, your own failures and successes with your choices. Yes, we can blame others but we are responsible for how we handle the external impacts of outside services, products or people.
If you are one of the positive ones who think everything happens for a reason! ?
Excellent, good for you! You are correct! Well, sort of…
In times of change, “What’s in it for ME?” (WIIFM) is the “BIG” question everyone wants an answer to as soon as possible. Basically, we are all self-centered so this should be no surprise.
As a leader, it is your responsibility to see that the communications are clear, concise and authentic. Where possible, we need to understand another component in change and that is “What’s in it for “US” as a group?” The answers to question WIIFM can actually be included with a WIIFUS response.
In my experience, the biggest mistake most leaders make when trying to change something in the life or structure of the enterprise is to lead by announcement, by propaganda, or—worse yet—by executive dictate.
What may make perfect sense in your mind may not be understood so clearly by the rest of the organization. To you, the idea is completely logical. Trouble is, to win the support of others you must appeal to the intellectual and emotional bandwidth of people.
As a leader, you are probably interested in the sustainability of your company, if you’re not then it may be time to find something else to do for a living. The key to continually being on the sustainable path, you really need to focus building blocks that can provide the base of a culture of innovation. That’s because, in a fast-moving, VUCA world, where people expect things to get better and better, and cheaper and cheaper, innovation is your primary tool that can be used to get ahead of your competition and stay there.
Innovation is not some mystical, close your eyes and with wishful thinking have something appear that is new, improved or revolutionary. It is something that must be done intentionally, proactively and with full participation by all within the company. Building blocks can make it easier for everyone.
Back in the 90’s the U.S. Army came up with the acronym VUCA to describe the world situation at the time. VUCA stands for an environment that is Volatile, Uncertain, Complex and Ambiguous.
While this was very descriptive of the world situation at the time, the term and conditions have really become more visible in many business eco-systems around the world. It generally describes an environment that changes rapidly and frequently that reflects disruption to systems, people and markets. With this disruption, it also lacks predictability in terms of depth and areas of impact, encompasses a variety of process which may conflict and confuse.
Most importantly it lacks clarity in being able to define the scope and possible solutions to issues because there may be many possible solutions and external influences which can cloud the decision-making process.
If we are perfectly honest about our own situation, we are most likely working in a VUCA environment but just didn’t have a term that fit our perception. Now we do!
Are you faced with an internal or external reorgs, or are you planning a merger soon? Here are some very brief tips to keep in mind when starting the process.
Determining the value of a re-org is based on learning to measure success across the critical (and equal) elements of results, processes, and relationships. These are interdependent aspects that can make a difference once everyone realizes that there must be balance.
Generally, we recommend doing a performance assessment and based on the results, the team can be shown how to realize that it must answer two critical questions:
How will the members would work together with revised or new reporting relationships (for example, moving from being a direct report to a peer) and,
How will the team add value and be held accountable in revised or new relationships. (For example, being collaborators rather than silo employees.