Where are our priorities?

It is all too easy to seize the opportunity in a second, only to spend a lifetime regretting our decision!

Many times I've been advised to seize the opportunity and then decide how you're going to achieve it; the 'Say Yes' approach.  When I worked in the Pharmaceutical Industry I was often pressed to get it done now and sort out any problems later.

The biggest problem, as any of us who have witnessed the 'fall-out' from a wrong decision, is how much extra time and effort must be spent on rectifying the situation after it has happened.  In martial arts training we always used to say that whilst a technique takes 1000 times to perfect (or at least reach a high standard) it takes 1000 times more to correct a poor technique. In other words, it is better to learn or do it properly first time around.

Whilst we make decisions on the move every day and undoubtedly will make mistakes, isn't it better to apply some given thought before the event to make life easier for ourselves and others?

Stepping-out and taking risks does not mean switch off your brain.

Seeing Things Differently

Have you ever found it difficult making your voice heard?

Over the years I have had what I thought to be ‘moments of inspiration’, those thoughts and ideas that are going to make a big difference, that will help people change how they see things, new ways of looking at familiar situations … only for my inspired thinking to make no difference whatsoever.

I’m not trying to make out that I’m some sort of genius, or a radical thinker, but I do get frustrated when I see things differently to others and my ideas are rejected simply on that basis; they are different to how others see them. The most debilitating situation is where I have little power to test them out or no influence to bring about the change(s) I see.

When I was working in a large corporate business I would see situations that with little effort (and a bit of common sense) could be positively changed and improved: a process; the situation in the office; how we dealt with customers; how people could feel a greater involvement in their job. But if others didn’t see the same issues as important or relevant (defined as whether the idea would take their career in the right direction) the ideas would just disappear under a mound of ‘more important issues that needed to be addressed’.

However, in my own job within that business I did get some opportunities to apply my ideas to my own sphere of work; how I dealt with others; how I presented the information I had; how I engaged people of all backgrounds and abilities in understanding what I was saying; how I helped others to have some influence in their place of work.

Many of these things were quite small in comparison to the perceived ‘bigger’ issues but they made a big difference for myself and for those with whom I worked. I found I started to receive invitations to speak at a wide range of events and meetings which covered the full spectrum of academic medical and corporate involvement: Professors, doctors, nurses, administrators, students, specialist groups, school children. I also received a lot of positive feedback along with a few invites to be involved in activities outside of my professional and work situation.

One prediction currently voiced is that unless businesses and organisations are prepared to try something different, to listen to and engage with ideas they wouldn’t normally, to find new ways of working and creating environments in which their staff are actively engaged in contributing ideas and to the health of the organisation, they will close. Some of those ‘big boys’ currently ranked in the Top 100 or Top 50 businesses will not exist within the next 5 years.

I still hear many stories from friends who work in organisations and businesses obsessed with the bottom line at the expense of their staff. ‘Our strength is our people’ may be proudly displayed on their advertising and in their corporate lobbies, but in reality they pay not even lip service to these claims, instead actively demotivating their staff through ridiculous work loads and targets (knowing they can be replaced if the burn-out), justifying their removal of simple staff benefits and incentives which are needed most when the chips are down, failing to engage in training and skill-building so that when the recession reverses they are in a position to emerge strong and in-front, and perhaps most suicidal of all, allowing key, experienced staff to leave; removing their advantage when it is most needed.

Why is this? I honestly don’t know!

It defies common sense (which may be part of the issue) and it defies logic. It seems that many companies engage in management styles and policies that would be a part of a great plan for killing-off their opposition … but they use it on themselves!

What better way to kill off a corporate or business community than to restrict its members’ ability to communicate, develop relationships, create and engage with new ideas and yes, HAVE FUN!

Perhaps it arises from a fear of being different or thinking differently (even though that is what they may profess to want).

The world needs new ideas, new ways of thinking, new ways of engaging people in their daily work. Perhaps listening to some of those weird and wacky ideas may just provide the escape route many are looking for.

Let’s stop resting in the comfort zone so that new ways of thinking and new ideas can at least be evaluated and given a chance … and then we may just find the lifeline we’re looking for.