Respect the old please

'Push the new. Drive the change. Create urgency. Move on.'

These phrases are part of transformation at work - everyone’s on 'a journey' and many a leader wants us to ‘move on’. Those labelled 'laggards', are derailing change efforts, resisting the new.

But maybe it’s those who are 'pushing the new' who cause problems by resisting the old, not acknowledging the past. 'We’ve got to move on’ is so dismissive; I never use it in workshops or sessions.

During change, it's vital to spend some time acknowledging and respecting the way things were. For longer-term employees, dismissing the past, asking them to move on could feel like their efforts are dismissed, their purpose, previous roles, the work they did and their commitment ... dismissed.

Could we respect the old before moving on with the new, please?

In Stockholm last week - speaking at the software architect's conference - I visited the ‘old town’; part of the city that’s been preserved, recognised and curated so that in the present day we can understand, learn and respect it.

We learn where things come from, what it used to be like and it builds empathy and respect.

What happens when we 'move on' too swiftly? 

Stop throwing your status around

Careful throwing your status around.

Leaders in organisations, wherever they go, wherever they walk, sit, stand, eat ... come with status attached. It can't be hidden.

At a client workshop, the senior leader tip-toed in after about two hours, trying not to disturb the session. But really? They couldn’t be missed. Their status comes in the door first! At other sessions, leaders have said, ‘ I’m not participating today, I’m just observing’.

What's that caper!?

Now even more status is pouring out of you. Stop making yourself even more separate, different and higher. Make a decision: either be IN it with the team in the room, or get OUT of it and leave them to do the work of the workshop.

Why and what are you 'observing'? Why not get involved? I don’t see any need for leaders to be 'on the fringes’ of a workshop, doing this watching, checking, observing, judging. Participate, do the work, connect and listen to people, get your hands dirty, hear their stories. Your special title isn’t special when it comes to working with the team in a practical session.

Remove yourself and your status completely. Or reduce your status and sit at the table. How else do leaders throw their status around, perhaps unknowingly?

You will need all types

You might like tables and spreadsheets, but other people don’t.

We often default to our preferred way of communicating to influence, engage and bring people up to speed. But the problem is, it’s our default… not theirs. While we’re banging on with our information in ways that work for us, they’re sitting there going, ‘What the? Huh? Don’t get it yet.’

In this world of cultural and linguistic diversity, and different ways of processing information, it serves us and them to pause before barrelling on with information.

Thinking of your audience first can sound a bit cliched; it's often overlooked; we hope people will just ‘get it’.

We must put information in ways, packages and modes that work for diversity.

🍎 So your spreadsheet, if you love it, may not work for others.

🍊Your list of dot points, that you love, may not work for others.

🍉 Your stories, may not work for others.

🍋 Your imagery, may not work for others.

We need it all. Skim, step and fly across all of these styles. Heartfelt stories, captivating and clear imagery, meaningful data, useful lists. Don’t dwell anywhere, in any one sphere for too long. Bob across all types. Suspend the default.

What's your preferred type of comms? 

Learning and Development

L&D: does it stand for learning and development or long and drawn-out.

Is it time for L&D to be more responsive, to lead the way in agility, experiments and lean solutions?

I was speaking with an L&D team about running my ‘ish' workshop for the organisation - where people learn to challenge perfectionist tendencies and work until it's 'good enough', working in increments and iterations. The L&D team said, "Actually, WE need that!"

Often an organisation’s learning program is embedded in an annual calendar; by the time the dates come around there’s other/better/more responsive things out there, the market has shifted, and the skills need has shifted. Does your organisation still work on an annual calendar? (Sure, a calendar works for availability, logistics and managing budget).

Is it time to get more agility into L&D? How responsive is something that’s planned a year or more out? How does a team or project and the skills and capabilities they need change in that time?

Could L&D run on shorter 90-day cycles for example, responding to the needs in the business and what’s happening in the market, offering stuff swiftly to build skills now, not in 365 days time?

Don't be bored will you

Some days are filled with so many activities, commitments and appointments back-to-back there’s no time for anything else. No deliberate anything, not even lunch on some days. (Boo!)

As a child, I frequently said to my mum, ‘I’m bored!’ and she’d list off a few things I could do to counter the boredom. I had a creative mind and was always looking for something to work on, play with, experiment or try.

In the modern workplace, lurching from meeting to meeting, screen to screen, racing through the day, something big about this isn’t right.

It’s not sustainable and it’s not smart.

Are we allowing, creating or letting ourselves be a little bored? Even for a few minutes? Great creativity, ingenuity and insightful thinking comes when you let yourself be bored.

Your brain goes to work providing you with potential solutions to the problems you’ve been endlessly giving it. If there’s no break, there’s no space.

Rather than automatically reaching for your device to fill the space, have a go and let yourself be bored. Notice things and people; think ... whatever comes to mind. This allows us to make sharper connections when we really need them.

How could you let yourself be boredf?