A few definition of terms, from the Nelson Gage Canadian Dictionary:
Norm- standard of certain type
Normal- usual, regular
Normality/normalcy/normalization-a normal condition
Normative-to do with or constituting/conforming to a norm or standard
There is nothing normal under the sun. Not in this age, not in this time.
We are in a state of flux, anything is up for grabs. There are winners and losers.
The economy and society are evolving at a rapid pace. The pandemic accelerated the turn of events even more.
Distant and remote has become synonymous to many things previously not accepted and not tolerated.
Sadly, we are not going back to the normal we had prior to this experience.
The world nowadays no longer conform to the old norm but a changing norm that we have yet to see form concretely in the next few years.
There is a pattern that is emerging from the ambiguity; not the uncertainty that is a function of indecision and paper pushing.
What is the new norm you are creating in your own organization that will assist you and also help you thrive in this volatility?
Disengagement is the best strategy to quell the temptation for overreach and overdoing.
Founders, especially have the tendencies to unconsciously usurp more control and power beyond their capabilities and their mandates within their organizations.
The best thing to do with disengagement is to completely pull away, when new leadership is established and a new mandate for them had been set up. The old guards must vacate not just physically but emotionally and ceremoniously so that their influence and their previous ideas of "how things should be done" no longer can sway the organization.
Believing that the organization will exist, will prosper, will evolve in new and exciting ways is something that should be in the mindset of outgoing leaders.
This is tough for those that have cared for the organization for a number of years, invested all their lives nurturing its development, and letting-go seemed to be a case of 'midlife crisis.'
The question for leaders hanging-on is that: would the organization best served if you continue in your role or when you go? If the answer is, "I don't know."
They haven't been doing their homework thinking about accelerating goals.
Before you can reach the next mountain, you have to abandon the pretty hills on the way.
The recent street protests bring back the requirement to be critical and sober.
Racism is unacceptable and this is not something we should tolerate. We should not tolerate police brutality or use of excessive force especially in law enforcement agencies and institutions who use state force to bring order and stability in societies. We should be vigilant as civil society so that our communities are inclusive and can continue to be prosperous.
It seems to be that they force companies now to be political and take sides of the issue. If the companies refuse to do that they start to become nasty and demand boycott or ostracize them in social media. Companies should not even be placed to such position in the first place. Like any corporate citizen, they have the right not to participate in the public square since it's not in their mission to go to that extent. If they do, it's their call. It's never because it is vogue and cool to belong, or suicidal, if otherwise.
Blind conformity does not help anybody.
What happens here is the lack of constructive dialogue mechanisms so that parties can really talk about issues and put forth concrete measures so that we can see a long-term transformation in our communities.
Wrecking building and burning cars do not constitute an acceptable approach to resolving conflicts. Defunding the police is defunding society. Are we going to punish the whole society because we can't be good to each other?
There are many angles and issues to this story. It is never just about racism. It is just the tip of the iceberg. There are economic, political, social, cultural, and personal issues that are being played out in the streets. Some are driven by an agenda that do not have any concern for collective well-being.
In short, enough of the drama.
Let's get down to work on these issues and reform our institutions.
We live in challenging times.
It can be more challenging now that there is a complex reopening process that any blueprint is academic.
The guidelines in re-open are cautious, preventative, and risk-averse. What it doesn't prohibit is up for many interpretations. Moreover, you are juggling countless things to get the business going again.
What you need right now is practical advice that quickly assesses your situation, gives you a couple of options to choose from so that you can rebound with more precision.
What you require are pragmatic, creative, and resourceful advice and guidelines.
Who do you turn to for that valuable resource?
Isolation is optional and so does suffering.
Counterintuitively, those that are the best and brightest needed more help than you think.
They don't mince words and have the courage to pursue their goals despite and in spite of obstacles.
They don't settle for the mediocre-they push the boundaries of the limits that they find themselves in.
We can't afford to chase those that are not ready, not willing, and not able to be helped in general. This applies to organizations whose bottom workers cannot and will not be saved with the amount of investments in motivation, retraining, and financial rewards.
There are tons of people out there who are already doing amazing work.
The people who are depressed, suffering, and immobile have the tendency to wait for enormous amount of time, second-guess their moves, and incoherent about their processes.
Help those who are already leading and learning all the time.
I heard in many quarters that coaches should be certified for them to get business.
Coaching is not quantum physics.
It is about trust and building that trust element so that your interventions could work.
It is about your process that you are safeguarding that ensures that objectives are reach, agreed, and monitored for accountability.
It is empowering the client to make decisions that will increase their effectiveness in life and in their organizations.
Coaching is about behavior change, not a technical training or exercise.
There is no need for hifalutin methods and approaches, nor initials to your name to say you are good.
If you have helped people by providing practice advice they have used, then you are a coach.
Institutions and certification bodies want your money. The clients do not care whether you were trained by a global expert firm or a Harvard School.
They only care about this fact-"Can you help them out of their situation?"