In Asia, bamboos abound. In the place where I grew up, bamboos grow everywhere.
We always equate bamboo with resilience in the context of stormy winds, hurricanes, strong rains and floods. It is very strong but it's strength doesn't come from resisting those natural forces but being able to bend but not break. Once the storm is over, these bamboos could snap back to its form, no problem.
For businesses people and executives suffering from small crisis to big upheavals, how is your resilience level? Do you snap back after a personal crisis, a sickness, losing a loved one, losing a job, getting fired, or just an unexpected turn of events in your life and career? These crises are catastrophic and any person can be physically, emotionally, and psychologically debilitated by these events.
Take note, resilience doesn't mean you don't feel pain or suffer from it. It just means that you can recover from any challenges quickly and become a better person in the process. It means taking all the challenges as fuel for the next level of personal growth and accomplishment. It means owning up your part of the problem without assigning blame, feeling resentment, and being bitter about the situation.
When we bend, we don't break. We let things go, things that we cannot control and let it takes its own course. The bending is for our betterment and this is not a sign of cowardice or timidity or weakness, but a sign of wisdom and great sense of balance and inward strength. As the cliché goes, 'this too shall pass.'
What do you think?
What can you say of a person that tries to lose more monies in a bad deal? It starts with S and ends with D.
In the face of overwhelming evidence that the deal, business, venture, or enterprise is doomed to fail, why it's even possible that more resources are being invested to it?
Is it wishful thinking, or losing face, or not looking bad in the eyes of the neighbors? Is it about pride? Is it about bad data or bad analysis? Is it about fear of facing the reality or consequences? It is about not accepting that it failed?
Regardless, it is a bad idea to pour money over bad money.
The logic of the day is to cut your losses and run! But when people stubbornly refuse to let go of a failed venture, and turned a blind eye on reality, it is more emotional than anything logical at this point.
You can teach a person to become logical about decision-making but you can't teach a person to be honest with himself.
Being authentic starts from within.
Are you planning to improve your organization this year? or are you gearing up to do the same-old, same-old?
A lot of organizations these days tend to do the latter. They think that by cruising along and being more busy (than means doubling up on the amount of programs and activities), they are being strategic and effective. Effectiveness here means in my vocabulary the ability to achieve the outcomes and results they wish to seek through their efforts.
Businesses, nonprofits, and governments cruising along and wishfully thinking that they can copy past success by doing the same thing are totally misled. If there is no effort to improve and surpass past year's performance, status can keeps mean sweeping the problem under the rug delaying the resolution of some of the issues pestering the organization that will actually help the organization move forward.
Are you stalling to discuss the next direction of your organization for fear of catching more problems than anticipated? What about the changing environment where complacency doesn't do you any good?
Get out of your comfort bubble and tackle the obstacles in building a new and secure strategic direction before an overwhelming situation compels it at your own expense.
Have you noticed that whatever effort you put to manage your time it ended up poorly?
Well, time management is self-management.
If you cannot manage yourself, set healthy boundaries, and intentionally create that balance that you need to succeed in all aspects of life: self, family, business, spirituality, abundance, and belonging- then, it will not happen in your life time.
Don't let time wasters and disruptions occupy your schedule. There is time to check in for emails, texts, and calls that can wait until you are done. Returning an important call can be scheduled within a few hours in a day.
Don't cram your schedule to the maximum feeling like you have accomplished more but in fact, you run yourself out of fuel and have not really made any progress towards quality but just ticking the to-do lists of assorted unrelated tasks. Cluster your work in the way that it comes together strategically operating on the best use of time for that greatest result that you can get out of it.
Take time to have peace and calmness in your mind. The last thing that you can do is stay up late and being unable to sleep because the preoccupation of the mind has not settled in. Being grateful for how the day turned out regardless, is the best antidote for a restless sleep.
Spend more time with family and those you love and cherish the most. They wont be there all the time with you. When work is done, close the computer, table, phone, laptop, and other electronic devices and focus on creating memories that last.
Time well spent start with the end in mind (Stephen Covey). There are many things to do but are you doing the right things or doing things right? Quality versus quantity. Efficiency versus Effectiveness.
After the holidays, my family went home recently and started to resume our normal routines. My husband said that he lost the momentum after a while- eating more than usual, staying late than usual, and doing less than usual! I, myself, have felt the same thing. The body started to entropy and lost the formal balance when not being used to its former state.
That is the same as in many businesses and organizations that lose its balance, fell prey to the recent shiny object, and wasted enormous amount of energy looking for that formula for success.
One County Manager has asked me, 'what is your secret, Maiden to that success in engagement? I said, there is no secret. You put in work, day in and day out, and accomplish what you have set out to do, even surpass it. The secret (which is the book) is the biggest scam on earth including all the pyramid schemes that exist. Until now, people fall prey to it despite the fact that is proven to be fake and unethical, keeping the founders rich but not the latest entrants. People want quick fixes for less amount of money, time, and energy.
The momentum allows us to keep doing what we ought to being done at less energy because we are in that zone. Some call it the field, or some call it, just everyday effectiveness, which is to me, what is it all about, sans all the esoteric names some gurus put to it.
The problem with all of organizations and businesses is that they prolonged the time to go back to current performance and preoccupation because of many disruptions, distractions, and discontinuities that prevail in their minds. The longer you return to your normality (whatever new normal would that be) the harder it gets. Being in limbo is not a good thing.
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Fence-sitters and pretenders are scared people. They refuse to be involved or pretend to be involved but never to the scale that most people who are committed would. They ruin the possibilities for organizations because they not only favor the status quo but also block meaningful efforts to create waves and progress for the organization.
When you have fence sitters and pretenders, they sit on the sidelines, ensuring that things would hopefully get bad so they can pat themselves in the back and say, "see I told you guys, it wont work because....." There are too many people like that who refuse to be accountable for their actions and how it is affecting the whole organization.
If you are the manager, supervisor, or the boss of the company, make no mistake, these kinds of people are creating the kind of climate that do not serve the purpose of the business and ruin it all for everybody.
Don't put a decaying apple with the rest of the bunch. You know what will happen.
What is the most scary is when these people govern the organization and things are stalled for no logical reason than to protect what is expedient and 'normally done around here." First, they can't lead. Second, because they can't lead they micromanage. And third, they think they are being effective worst, being serving the organization well.
The good and bright people should muster the courage to step up to the plate and either eliminate or dilute the damage that these pretenders can inflict the organization. Ultimately, they should be caught and be rid of.