Getting a Grip

You want results, and you are not getting them.  You try everything…but you just end up dragging people “kicking and screaming” to do the things you think they should be doing.  They resist, and roadblocks surface where you least expect them.  You ask yourself, “Why are they not enthusiastic?”   Well, it doesn’t have to be this way.

The Lay of the Land

First of all, people are eager to take on responsibilities.  That is what they were hired to do.  They expect  to contribute and want the opportunity to achieve and be recognized.  Yet, despite their willingness, they often find themselves disillusioned and discouraged.  Why is that?  Does anyone think to ask?

Additionally, I am inevitably impressed with the good will and insight articulated by client employees about their work and their commitment to organizational objectives.   Negotiating the distance between this obvious willingness and noticeable results is really not that difficult.  It does take sincere intent, honest discussion and intense collaboration.

Navigating the Terrain

As a leader, the big picture is always present, and it may seem that the complexities and challenges facing an organization strictly rest within the purview of management.  If your organizational structure has leadership painted into a corner, it is a lonely and isolating place. Further, with the constant pace of change, insular activities will lead very quickly to irrelevancy, if not extinction.

If you are becoming irrelevant, silver bullets and quick fixes won’t work.  Antidotes are few.   Avoiding this requires getting ahead of the curve and staying ahead of it every day. It requires a laser emphasis on collaboration, alliances and partnerships, both internal and external to the organization.  Survival in the current economic climate, quite simply, demands it.

About leaderwalk

Diane Thompson is principal of Thompson Performance Consulting and is a practitioner in the field of organization development and design. Diane has 25 years of management experience in private and public organizations and is a keen observer and student of organizational dynamics and the factors that impact high performance. Diane's direct experience as a manager and her body of knowledge from her MA, Human Systems Intervention, converge to support clients and leaders with transition and change.
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