This tweet explains clearly why doing is more important than achieving, why action comes before motivation, why you ought to choose journey over destination.
We often get stuck trying to figure out what is the best scenario, what we want to be tomorrow, what else we can get. And the only antidote to that is doing.
How quickly can you get out of an argument?
How quickly can you say, “it does not matter”, and forget about it.
How quickly can you say, “you might be right”, and shift your perspective.
How quickly can you say, “we don’t agree”, and proceed together.
How quickly can you say, “that’s alright”, and put the difference out of your mind.
Just a reminder that no matter how hard you try, you can’t win an argument.
What’s keeping you from achieving more, being more motivated, completing that task or project?
Each one of us will have their own answer, but in an organisation, the most common answer must be meetings.
Meetings without an agenda and a list of actions to follow up with.
Meetings that are updates.
Meetings that should have been an email or a Slack message.
Meetings to give feedback on a piece of work you have never seen before.
Meetings that are workshops that aim at fixing a problem with participants who have no idea what the problem is, let alone the skill set to fix it.
If you are a manager of people, your first responsibility should be to rid their calendars of meetings.
The way people will think of you does not depend on how productive you are, on your job title, on your responsibilities, on how much money you make, on the number of meetings you attend, on how often you share your opinion.
The way people will think of you does depend on how you make them feel when you are around.
How supportive you are.
How helpful you are.
How kind you are.
How listening you are.
How empowering you are.
Our set of values is often completely off the mark.
Making decisions using employee polls is about one of two things.
One – Management and leadership think the decision is not important enough to deserve their time.
Two – Management and leadership don’t want to have that specific responsibility.
One way or the other, it’s a bad idea. Instead, find somebody who is competent and talented, and put them in charge of figuring that particular thing out. Help them collect the opinion of those who have something to contribute, and make it clear that it’s eventually up to them to decide on the course of action. Support the final decision, measure success, and help them improve.
Polls don’t motivate, but this approach might do just that.
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