Lately, I've been thinking a lot about future proofing. Not future proofing a business but myself. And I'm not just thinking about me but other practitioners, consultants, advisors and employees who work across sectors and subject categories and have considerable experience doing so. It can be said that the more you do the more experience you have in something but can we be sure we aren't just repeating the same three or ten years experience every time?
Month: January 2011
The State Services Commission report (18 January 2011, ONE News/NZPA) into the culture of New Zealand's police says decisive action is needed to improve police culture. Amongst other areas of need, the report identified police managers and staff at all levels tolerate poor performance and behaviours; and management have tolerated the continuation and appointments of the wrong people into some positions. Another report that same day commented there were pockets of change resistant staff within the police and they will need to be dealt with.
For a most interesting read on how decision makers' own cognitive biases impact on their decision making processes, see http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/The_case_for_behavioral_strategy_2551?gp=1 While you are there, sign up for McKinseyQuarterly article updates.
Some years ago one of my coaches, Belinda Merry, gave me formula to use to plan for proper, energising, restorative breaks through the year. The formula is elegantly simple: in month one, diary three separate days off, each day attached to three different weekends, so you get a three day break; do the same for months two and three and in month four, take one whole week off. Then repeat the whole cycle again, from the beginning.