Hey Friends,
This week was important and extremely hectic for me. This week was one of a ritual where I along with my colleagues at the workplace are subjected to a collective evaluation. I am glad that, we pulled & pushed each other to do exceptionally well in our individual & collective arena.
However, one thing I have realised is that “to promote long-term success in an organisation, you have to ignore the short term reward system”.
The moot question here is “Do we and people who work under us are working to optimize the organisation for our respective tenures or we are thinking it for forever?‘”
At all times, we are busy creating a system where we like to be missed by others once we are gone. And in this process of glory-seeking greed, we often end up creating many vacuums at our workplaces. People often resort to these things because there is no incentive or reward for developing mechanisms that enable excellence beyond your immediate tour or tenure.
Personally, I feel that “Embrace the inspectors’ mindset” should be promoted as a mechanism to enhance personal and organisational competence. Few questions should be asked more frequently:-
- How do I use them to audit my workplace and seek suggestions to make improvements?
- How can I leverage the knowledge of these inspectors to make my team smarter?
In my personal experience, I have found that usage of phrases like “I intent to….” is an incredibly powerful mechanism to develop a better competency. Although, it may seem like a minor trick of language but it profoundly shifts the ownership of self-learning & accountability to a different horizon.
Empowering phrases like;- “ I intend to ………, I plan on ………, I will……….., We will……… etc can turn people into an independent, energetic, emotionally committed who get meaningfully engaged in thinking about themselves as well as the organisation. It promotes camaraderie as to what we need to do and ways to do it right. This process turns people from merely a follower to leadership roles in their respective domains.
I often prefer to call it ‘learning’ instead of using the word ‘training’ and the sole reason is that training implies passivity, it’s done to us. Whereas learnings are active, it is something we do at all times. In other words, training is a subset of learning which in turn is a subset of personal growth.
Now turn the lens towards you & Just ask :-
- Does in your organisation people are rewarded for what happens after they transfer ?.
- Are they rewarded for the success of their people or the sustainable legacy they leave behind?
- When an organisation does worse immediately after the departure of a leader? How does your organisation view this situation?
- How reliant is your organisation on the decision making of one person?
- What you can do to incentivize long-term thinking?
- How does the perspective of time horizon affect our leadership actions?
- Do you take actions to protect yourself or to make the outcome better
- How effectively do you learn from mistakes?
- Have you built a culture that embraces a questioning attitude?
- Do you need someone else to empower you?
A fleeting quote that I had read just perfectly fit in the situation here :
A little ruder far from the rocks is a lot better than a lot of rudder close to the rocks.
Have a great week ahead
Joe
PS: Brain Trust :
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