Everyone knows clear roles and responsibilities are important, right? That’s why we write job descriptions. That’s why managers work so hard to set expectations. That’s why smart employees make an effort to clarify those expectations. Clear roles and responsibilities matter! Unfortunately, we aren’t doing enough. These techniques simply aren’t adequate.
“We are more alike than different.” You’ve heard this phrase. From me, if nowhere else. But let’s get more specific for the sake of clarity. We differ in:
I have written hundreds of articles containing my best ideas, all of which are available for free on my website. I send a newsletter every month without fail, delivering my newest ideas to inboxes all over the world. I respond to emails and LinkedIn questions directly. I give free advice by phone to inactive clients and prospective clients because they need it, not because they are considering hiring me. I truly appreciate it when people take the time to reply with their thanks and reactions, comment on and share my posts on social media, and write testimonials for my website or for my books on Amazon. The social sharing and Amazon reviews are especially appreciated because my goal is to spread the power of clarity and those are great ways to get the message out. But something happened recently that caught me up short.
I hate to tell you this, but we will never return to the old normal, whatever that was. Looking back, it may seem there was a time when change crawled at glacial speed, but that’s only a figment of your poor memory and rose-colored glasses. Change is constant. Furthermore, it is accelerating. We can’t go back. Those who recognize that and chart a new course will thrive and the rest are destined to pine.
Do you ever wonder how patient you should be? I’ve got executive advisory clients who struggle with this question. Some of them are naturally impatient, know they need to work at being more patient, but worry that being too patient sends the wrong message. Do you ever feel that way? So what can you do? Here is the short answer:
When the Spanish conquistador Cortés and his men first arrived in what became Mexico, they asked the people they encountered, “What is the name of this place?” The native Mayans consistently replied, “Yucatán,” which means…
We are outraged. We are outraged when we see someone without a mask. Outraged when asked to wear a mask. Outraged with every headline. Outraged by every comment on social media. Outraged before breakfast. After lunch. During dinner. In our dreams. It’s an epidemic. And I’m convinced our outrage is more destructive than the coronavirus. How Destructive Is Outrage?
I’m worried sick about some businesses and totally impressed by others that have responded quickly, some brilliantly. The range of problems caused by the coronavirus could not be broader. Just among my own clients and contacts efforts span everything from shifting operations into home offices to establishing iron clad disinfecting and distancing protocols to tracking daily changes in governmental regulations across hundreds of countries to sourcing new materials and retooling machines to creating systems for online ordering and delivery to making momentous workforce decisions to switching from plated meals to take and bake options. All while the world continues to shift under their feet.
The Decision Book exercise led to a fascinating discussion with another of my colleagues. I related my experience to-date and suggested he give the experiment a try. We both acknowledged that there was no reason to fill a Decision Book with commitments to clients because those are a given. Accountability isn’t an issue. We always meet those commitments. My friend went on to suggest the same is true of any decisions he makes that promise something to someone else. He always delivers. Period. I agreed. So if we don’t put commitments to others in a Decision Book, that only leaves commitments that we make to ourselves! I asked my colleague what kinds of commitments he makes to himself. I was met with a lot of silence. At first, he suggested that if the decisions listed in the book have to be true commitments to himself, he would likely leave the book empty because he isn’t very good at keeping commitments to himself. That’s when he had the big ah-ha.