All in Leadership
One of the staples of modern air travel is the flight safety video. It’s an aviation regulation that’s designed to ensure everyone is appropriately briefed on flight safety procedures in the event of an emergency.
If you’ve ever taken a flight, you’ve sat through one. And if, like me, you fly a lot, you’ve not only sat through them, you’ve likely tuned out during the briefing.
There’s a couple of stages we go through when we’re angered by a particular situation we’re faced with.
First, we lose our cool and debate and question our predicament. We turn the situation over and over in our heads, incredulous, bemused and upset that this is happening to us. We wallow in the ‘why me’s’. This is sometimes inevitable but always unproductive.
Think of the most exciting job you’ve done, the best initiative you’ve been part of, the most rewarding experience you’ve had. What was the underlying basis of that experience, the focus of the leadership in that situation? Were you excited? Were you focused on moving towards something? Were you inspired?
Arsene Wenger said this in response to Alex Ferguson’s comment that his team were the best in the Premier league back in the early 2000’s.
They weren’t. (Editor’s note: possible writer’s bias at play here.)
But the fact is, that people really do think that. And it’s not an unnatural or even irrational thought to have.
How many newsletters do you get in your inbox every day? How many emails do you get with an update on some issue or department or project? How many notifications do you get on your phone with the latest piece of “must-have” information?
Now, how many of them do you actually read?
There are at least 15 colleges that deserve a place in the top 10 best colleges in the country. There are 20 restaurants that can credibly argue that they are one of the 5 best restaurants in your city. And if you and I were so inclined, we could absolutely name 25 guitarists who could reasonably stake a claim to being among the 10 best guitarists ever.
When we’re evaluating options that involve other people’s decisions, for example, a competitor’s next move or an employee’s decision to stay or leave, we can either guess or we can anticipate.
There’s a big difference between the two.
We crave clear cut answers. We love How-To’s. We keep looking for the ultimate 10 Step Process.
Why? Because we’re always on the hunt for clarity, predictability and, more to the point, security. It’s a natural human desire.
The problem, though, is that when we’re creating (a team, a piece of output, a business), that’s not often possible or realistic.
In school, we’re taught a range of different subjects - from history to math to science to art to music to physical education. We’re tested, judged and evaluated on our proficiency in each of these disciplines, and by the end of it, given a numerical average of our performance across all of these areas, otherwise known as our Grade Point Average (GPA).
When I left consulting about a decade and a half ago, I went from an environment where I had plenty of support structures and resources at my disposal, to what was essentially me, a laptop and a desk in my home office.
It was a massive shift, and one that required me to rethink what I focused on and how I got things done.
Labels are convenient. They're easy-to-use shortcuts.
They allow us to make a point, to convey meaning without additional, wasted effort. They’re also a means to put something (or someone) in a box - a box that’s familiar to us, one that allows us to - in our mind - better understand and relate to them.
One of the hardest things to do in our professional lives is to say no to someone when they ask for our time.
We always want to be helpful, to lend a helping hand whenever we can. If someone wants to show us their latest product, discuss their latest activity or just get together to “network”, we feel compelled to say yes.
We tend to romanticize the path to success. We maintain this perception that getting there was a straight-forward path. Particularly when we see others achieve it. This view that these folks took step 1, then step 2, and so on and so forth, until they achieved what they set out to do. That it was a clean path. That things just happened for them.
The truth is…
I have an out-of-state friend I've met in-person only once but have stayed in touch with via social media ever since. Every so often, we'll message each other, usually with regards to something we posted on FaceBook.
During one recent exchange…
There's a cynicism we tend to have when it comes to advertising and branding.
So many brands adopt personas based on their desire to attract a certain type of consumer. These personas are fashioned on the basis of deep consumer research, canvassing their likes, dislikes, tastes, preferences and more. Some of these personas succeed, others don't.
It's natural. We start a new project or new initiative and we get excited, as we should be. We see the potential for change, the potential impact and we want to make sure it's a success.
So we plan. We think through our goals, all the needs and requirements, where we need to get to. We identify the piece parts needed to make for our definition of success, because…
A few years ago, Professor Jens Krause at the University of Leeds conducted numerous experiments where he and his team asked groups of people to walk randomly around a large hall. Unbeknownst to the majority, a few individuals were given specific instructions as to where they should walk. No one in the group (informed or otherwise) was allowed to communicate (verbal or non-verbally) and everyone had to stay within arms length of each other.
I think all too often we tend to overcomplicate our choices. Particularly, when we're trying to decide whether we should do something or not, as it comes to our work.
A new project. A new role. A new job.
On October 10, 2007, Radiohead released their seventh studio album, In Rainbows.
The album marked a milestone - not only for Radiohead fans (like me) eagerly awaiting the release of the band's first album since 2003's Hail To The Thief, but also for the manner in which it was released.
There are times when persistence, dedication, devotion are absolutely essential. Nothing great has ever been achieved by flitting from one activity to another, without considered thought for quality, without regard for tangible results. Success - however you define it - depends on this.
But to persist in situations that don't align with your inherent values, that don't feel right in that regard, is a recipe for failure.
