A great quote about change crossed my desk this week and it's so natty, it needs to be shared: "It is not the strongest that survives, nor the most intelligent. It is the one that is most adaptable to change." Charles Darwin.
Month: April 2009
With the hectic pace of most places, it's easy for managers to spend their days with back to back meetings, dealing with floods of emails, coaching and supporting staff, and fighting fires. It's easy to get into doing mode and spend little dedicated time in thinking mode – as in, doing nothing else but thinking about the business, section or department; the long term goals, the short term implementation plans etc. Thinking time is just as important as time spent on planning,
I've been reminded of late that when people have a major crisis in their lives i.e. dealing with a health scare, their focus immediately turns to dealing with the crisis. All other things in their lives drop away and take on less significance, because on the scheme of things in relation to the crisis, they're minors. So why is it then, in so many organisations facing a crisis or serious issues, the managers react so slowly as if the issues aren't that serious or they have all the time in the world,
Have you ever noticed how some people get stuck into a negative spiral and stay stuck in it? I often listen to employees complain about their workplace, their managers, their colleagues, their wages and life in general yet never move beyond complaining. Learned helplessness is a label for being stuck and believing you have no power to do anything about the situation. Yet, for many issues we complain about, we can do something about them.