How do you handled ‘the unsettled’ transitions?
At almost every stage in a shift in the way societies and organisations operate, there comes a period of extreme ‘unsettled-ness’. This period may show itself in the form of the doldrums (where things seem unusually calm but nothing seems to be happening) or in busyness (where there’s lots of activity but nothing seems to be happening). In many cases there will be a call for a re-think of direction, of purpose and of activity. So when should you maintain the course, and when should you take a step back?
The answer to both states of being lies in the starting approach you utilised before commiting to your current source of action. For organisations and for societies, if there has been sufficient and deeply considered thinking about what the future might hold (possibilities) and what you want to achieve (preferabilities) then often the answer is to ‘stay the course’.
For leaders, there is often a need to inform the masses. Let them know what is happening, that the doldrums or the wheels spinning is not unexpected, but that a threshold is approaching beyond which, the ‘new normal’ will emerge and embed itself.
But what if you did not undertake the well considered assessment of the preferred future and the likely issues you will face? If you’re in the doldrums, the action is clear – undertake a challenging assessment of what is possible, what is plausible and what is preferrable and use that assessment to guide you actions. However if you have not undertaken that assessment and yet have a very busy organisation or society where lots of action is present but you are ‘getting no where’ then danger is all around you. Understand this – if you are busy but do NOT know where you are going, about the only thing you can guarantee is happening (in your society or organisation) is that valuable resources are being wasted on a directionless business.
And that can only lead to disaster. As Map makers used to mark on uncharted areas: ‘there be dragons!’ If you are leading a society or an organisation that lacks direction it is iuncumbent upon you to discover a direction of value and importance. Without one you’ll wither and die.
As an example, right now it seems to me that the transition from coal to renewables is underway. But the wobbles and worries are all around us. Simply put (and to paraphrase someone else’s thoughts) ‘the old ways are dying but the new ways aren’t fully here yet’. Which sees many calls for ‘go back to what we’ve always done’ offset by ‘the future is this way!’ About the only thing that is clear to me is this:The old ways won’t get us to where we want to go.
But that doesn’t mean the new ways are an easy straightline path. Far from it. In the energy sector, both in charted and uncharted maps, ‘there be dragons’
I flag my bias towards the need for a vastly improved approach to managing staff in the work environments. V A S T L Y improved. I’m still surprised at how clunky, disorganised or naive some senior managers are when it comes to that part of the business that considers ‘people’. And rather than cover…Read More >
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A note for those of you in Perth that there are just 4 spaces left for the Introduction to the Organisational Evolution Model workshop at Adina Apartments in Perth. The Org Ev model has been designed to enhance Strategic Planning and decision making and this introductory workshop is aimed at those looking to attend the…Read More >
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Looking Up Feeling Good will be running an workshop on the Organisational Evolution Model in Perth. The Org-Ev model has been used by a wide number of agencies across almost all industry sectors, and was originally developed for the Australian Strategic Planning Institute. The workshop is limited to 25 people and will take place at…Read More >
If you’re involved with setting policy, allocating funding, designing products or services and delivering on them, then one book you simply must have read is the absolutely astounding ‘Invisible Women’ by Caroline Criado Perez. What Perez has done with this book is ALL OF THE RESEARCH you need to have available to you when you…Read More >
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One of the most challenges aspects for owners of businesses, and also for Boards charged with running businesses, is how to allow for the impact of a decision to unfold over time. Many listed company Boards will be delaying with a CEO on a limited tenure. The Board will have set expectations for performance and…Read More >
Local Governments in Australia face an emerging risk space that many seem unaware of. Brought on by rising costs, especially in business premises rentals, compliance needs and registration costs, research we’ve identified as part of work with a Local Government client is indicating a significant increase in businesses popping up in residential areas. What seems…Read More >