The time for bad

When a crisis happens, we all want to move on. But if the situation is still bad, just say it is bad, do not try to sell the idea of a positive future that nobody can envision in the moment.

Of course, every crisis bears opportunities, tomorrow will be better, we will all get past it and we will be stronger. The problem is that if your rush past the bad situation, you will delay the time when good will come, you will miss on learning opportunities, and most importantly you will deny all those involved the chance to grieve.

Respect the time for bad.

Where you ought to be

One thing I like about the competing value framework is that it puts the emphasis on intentional choices when it comes to culture.

You can foster an environment that focuses on results and delivery, and that means you will probably have to forgo the type of company where people work together in harmony. You can prefer to take decisions at the highest levels of the hierarchy and ensure that everything is checked by a manager before it is ready for the public, and that means you will probably not get a lot of new ideas or retain people that seek a purpose in what they do.

Clearly, things can change over time, and extremely successful companies find ways to position towards the center of the matrix. But choices play a key role in defining culture. Whether they are intentional or the product of habits, just do not be surprise when you’ll find yourself exactly where you ought to be.

In these times of change

In these times of change, we are going to stick to the plan.

Of course, you do not hear that. And that is proof of how poor plans usually are (for those who have plans at all), as well as of how impatient people grow when things do not work right here and right now.

The fact is, it is always times of change. Not always a pandemic, clearly, but a new competitor, a new market, a new boss, a new product, a new opportunity, a new regulation, a new standard, a new consumer behaviour.

Change is a given, in business as it is in life.

Hiding behind it to motivate bending the rules, going against your identity, cutting on kindness, should be done with extreme care.

Most awful

Most awful ideas, plans, products, services in business happen because nobody had the courage to speak against them.

It is a difficult thing to do when everybody is aligned. The risk (being excluded, being rejected, being fired) is just to big.

Many companies preach diversity of thought and the possibility to raise flags, very few though seek that with intention.

So next time try scheduling a meeting to collect issues. Send an invite to a workshop to identify risks and pitfalls. Have a chat with that experienced colleague to challenge your assumptions.

Different languages

Sometimes, when talking to someone, you have the feeling you are speaking different languages.

And most likely, you are.

Perhaps you are talking about emotions and values, while they are talking about next week’s plans. Perhaps you want to nail down the details for the next events, while they are questioning if an event should be organized in the first place. Perhaps you are seeking guidance and wisdom, while they are just having a harsh period and all they can give is a condescending nod.

When this happens, the best thing you can do is to stop it right there. Not because you are right and they are wrong, not because you want to make a point, not because you are running late for your next meeting. Simply because it is a dead-end street.

Next time try negotiating the terms of the conversation right at the beginning, or even better when scheduling it.

I am seeking advice here.

I want to get a list of three actions we are going to take to move this forward.

I feel uncomfortable and demotivated, and I would like to have an open chat about my feelings.

I need to know what you are going to know about this.

Agree on a common ground, and things might end up in a better place.