If speakers, authors, and experts selling products and services have the following words: adaptive, agile, or disruptive, run to the hills.
It is just a fad and will not make your organization better if you just follow the hype, paying for a few hours of lecture, and without actually touching your organizations' operations, values, or ways of doing.
Change is an adversarial process. There will be blood for sure. There are no spectators sitting on the fence that will be successful.
The recent local headline shocked me today. A city is complaining that another bigger city had stolen jobs from them by giving millions of money to a Corporation so that the Corporation can create more jobs in their city.
Well, this is the case of dumb management. I thought the municipality is responsible for job creation through enabling the economic environment to actually become the best environment to get, hold, and maintain jobs and employment for all citizens.
Now what is happening is the worst case of identity crisis and totally misunderstood mandate. Governments should not manipulate the market to create jobs for people. The bureaucracy is already a big employer in itself. Cities, town, and municipalities should get their hands off the companies and corporations who are more than willing to receive the taxpayer's monies for any reason.
So this "you want to buy me a job so that I can get a job" is distorting the market, colluding with corporate entities, and imposing enormous risks for citizens. There is no limit to stupid ideas being peddled as innovations or new ideas. What is obvious is the lack of creativity, innovation, and ingenuity of our current municipal leaders to think that by 'throwing more monies, you can let things appear just like that.'
No way Jose! Job creation is a complex results of systems integration of market forces that encourage entrepreneurialism and risk-taking in the atmosphere of favorable business environment. Sans that, small businesses who are the top job creators end up being squeezed to death even before they can launch successfully.
Who is the one laughing its way to the bank now?
All Rights Reserved. GSC 2019
It's good to learn from a client that they want to improve, change for the better, reach the next stars, and continuously innovate. But when pressed on specific issues that needed to be dealt with, they get tongue-tied.
Change is only a mantra when people do not want to change, whether this is for individuals, groups, or organizations.
They think disruption is the 'new name' for change. Yet, before you can disrupt you have to improve the way business is done in the first place.
Some of them do not want any help.
Some of them live in quiet desperation trying to do everything they are not equipped and not supposed to be doing.
Some of them try to do things ending in disastrous results.
If you are not ready for change, face the mirror and be honest about it.
No one can force you to change if you don't want it. Not in a million years with million-dollar coaches!
Facebook has recently announced its new cryptocurrency which is called, Libra. Libra will be independent of Facebook and will evolve not only as a currency but a financial institution eventually. Facebook being one of the three tech giants, entered the cryptocurrency race and this is not surprising.
Governments and regulators are uniquely aware of the benefits as well as the concerns about the dominance of the big 3: wiping small competitors, disregarding regulations and rules, and imposing their heftiness on every one else.
When giants ruled the earth, a billion years ago, the rest of the species grew too. And yet in the era of uber-competition and massive technological race, it is really a zero-sum game- the swiftest with the mostest?
If the government can't battle with the billion-dollar corporations in terms of implementing regulations to support consumers' interests, where will the consumers go for protection, support, and welfare?
In geo-politics, the rise of the two superpowers 60 years ago culminated in the dominance of only one big superpower- the United States of America which became the 'accidental cop' of the world. Yet, regional powers have emerged with renewed vigor, upsetting the hegemony of a superpower using trade, economics, and partnerships to leverage their reach amongst other nations and impose their interests.
This echoes what has been the current narrative about it: it is good when it is benevolent and moral, and it's really bad when it acts like an evil empire- which can be embodied in one organization at any given time.
As an awarded diversity champion, there is one thing I can say about companies and organizations that wanted to become inclusive, diverse, and highly effective.
Diversity is not a noun, it is a 'verb.' Diversity should be celebrated not something to be used as a weapon against lawsuits and the "me-too environment."
While I say 'to be celebrated' I do not mean, the song, dance, festivals, and 'smell-my-shirt' exercises. These are superficial gestures that do not translate to meaningful and profound change in the workplace- a healthy and positive work environment for all.
Diversity should not be a politically correct thing to have, it is present in all humanity, not just for minorities, differently-abled, and those that have visible differences amongst us. Everyone is different and is to be respected and valued as contributing force to the organization and society in general.
While companies and public organizations strive to become the epitome of inclusion, the pendulum has swung far too much. From forced self-identification, joining the bandwagon, creating massive investments when it is not necessary, and using aggressive tactics to win over the majority have become the "self-destruction' tools" so to speak. When it has been distorted that way, it loses its potency for social transformation.
Since the 1960s and 1980s, the proverbial 'glass ceiling' for women leaders especially for the C-suites had been addressed. Yet until now, it is still a huge issue. I don't think there is an actual glass ceiling. I believe that right now, it is about women not trying at all and afraid to take the leadership position and turn it around for their benefit and advantage. Last time I checked, it is as wide open as anyone with the breadth of experience, high-level of education, and tenacious personality that can withstand corporate politics and organizational pressures.
We need to push back on distorted diversity and inclusion. This is not what we want either. We should turn our back against the mob-based bashing and hate-mongering that uses our differences for political ends. Sorry, I am not joining your march.
Let us understand that diversity and inclusion is a verb. It contains specific behaviors, attitudes, and mindsets that needed to be integrated in our everyday conversations and interactions with each other as we make our workplaces the best place to enhance and enrich our professional, hence our personal lives too.
ASK THE RIGHT QUESTIONS AND BE PREPARED TO LISTEN
There is no better place than asking employees what would make each one of them feel truly valued, respected, and included in both their work as employees, as part of the team, and as a contributor of the organizational culture.
I worked with a municipal organization as a newcomer immigrant. This was totally an alien culture to me, not just the North American workplace culture, but working in a government organization interfacing with Canadians. It was coming all at once at the same time. It was difficult for the first few years adjusting to myriad of issues, interests, and differences!
If you were the HR personnel in change of inclusion practices, how would you get a newcomer employer to talk openly about themselves and learn more about their co-workers in an atmosphere of respect and trust and vice-versa? How would you create the conditions and situations where it is safe and friendly but genuine?
COMMIT TO MAKING INCLUSION AN EVERYDAY PRACTICE
In the news, we hear about lawsuits and counter-lawsuits of many types and of various situations involving diversity and inclusion. It is time to turn the issue around- from reactive work to proactive, preventative, relationship-building work which for most part, is what really about. There is no short cut.
From accommodation, we should move towards real integration towards healthy, inclusive, and innovative communities of work. The accommodation era is over. Special treatments and accommodation arrangements do not actually reflect the kinds of changes that needed to happen in the organization to embed inclusion. These artificial stop-gap measures increase the antagonism and defensiveness instead build cooperation from those employees that became disadvantaged because of it. There is not a lot of resources to go around in the first place.
Instead of pitting groups over the other, companies should invest in everyday culture work that involves not only building camaraderie and collegial atmosphere but by picking up on ways to incorporate diverse voices in issues that affect employees at all levels of organization.
IT SHOULD RESULT TO OUTSTANDING BOTTOM-LINE RESULTS
Diverse and inclusive organizations are leaders and trailblazers in their own right. They have turned the potent bomb of diversity to work for themselves. They celebrated it and rejoice in its fullest expression which leads to more innovation and cutting-edge work. The best minds are harnessed and harvest as a policy, not an exception.
True diversity and inclusion work starts in knowing the long-term business value of these efforts and why it should be a recipe for success for all organizations, for now and for the near future.
This is not about the legal profession or how the justice works in this country.
The reason for this metaphor is that some organizations refuse to become more accountable by having structures and systems in place that will permit more accountability, shared responsibility, greater transparency, thus creating a better managed entity. This is good for the shareholders, stakeholders, partners, clients, customers, staff, suppliers, contractors, donors, funders, collaborators, and other constituencies outside the inner circle of influence. This is good for reputation, image, credibility, integrity, and being trusted is always the best compliment.
There is the ideal checks and balance approach to ensuring that those who are in positions of power share the burden of decision-making, risks management, financial management, oversight with a committee duly elected/nominated to carry the responsibilities. There is a balance of power in a sense that no one person or group holds enough sway that could tip the organization to undesirable direction.
There are powerful clichés within organizations that tend to overrule the rest who are the 'silent majority.' Sometimes, they are the ruling minority and with that being said, can create move havoc than anticipated. For clichés to proliferate, there is an ideal environment for it. Sounds familiar?
When there are no clear accountabilities, lines of responsibility, agreed-upon performance evaluation, sound rewards and demerits, shared power structure, things can go sideways any time.
When one person becomes the proverbial judge, jury, and executioner, don't expect much from the organization that's only intention is to survive any coup d'etats or hostile takeovers. Or even yet, wait until the founder dies.