Change is good. Even when it is bad.
Some would call me "the eternal optimist". In fact, I think I am.
I wake up early every morning, sit and read the paper look on the bright side. I love what I do. IMPACT is an organization of coaches who do really great work. I am really proud of the work we do. We have a diverse set of clients who seem to appreciate our work. I think about these things and I think, "We will be fine. Just keep focusing on quality work and stay in the market."
This morning I woke up and felt tired and frankly almost battered. The current Canadian political situation (there is a crisis of confidence in our current minority government) has tipped me over the edge. It is very difficult to remain an optimist in the face of relentless, negative press on the front page of the paper.
I am happy to report my exhaustion and pessimism was short lived. By the afternoon today, the optimist is back.
I read an article this afternoon from McKinsey and it helped me move back to the "bright side". This article reminded me of something I already knew but really needed to reminded of. Change is an opportunity even when it is bad. How is it an opportunity? Change "unfreezes the status quo" and is an opportunity to do what you've always wanted to do and fix what you've always wanted to fix. (See Kotter's 8 step change model for more on this)
For leaders this means being really imaginative about your strategy. Bring your team together and really blue sky. Ask your team to think about how they would do things differently if the organization was new. Don't limit yourself to one answer. Develop a couple of possible approaches. Opportunities to pick up acquisitions and talent will fall in your lap in this economy. You will need to be ready. You need to be prepared to take some risks.
This economy is also an opportunity to get rid of what really gets in your way. Think about what is really "bugging you" and eliminate it. That might be eliminating administrative process (always a useful goal), eliminating organizational structures that get in the way (business units that are unprofitable, structural divisions that are cumbersome) and team members who really don't know what it means to be on a team.
For individuals this means embracing change (good and bad) and making it work for you. Develop a goal that is stretching and focus on that goal. Pay more attention to the goal and pay less attention to the bad economic news. Next, think about a small thing that is really bugging you and get it fixed. Finally, reach out and reconnect with people you like and people you haven't seen in a while. You'll be amazed at how powerful you feel if you do these three things.
Here's my goal-- my new strategy. I have been lucky over the past year or two to begin to work with some very senior leaders. I am thoroughly enjoying that work and would like to do more. I have also been lucky to have some great coaches join IMPACT over the past year or two. I am thoroughly enjoying partnering with them and coaching them. I would like to do more of that as well. My new strategy is to continue to move aggressively into what I love and not focus too much on worrying about the economy. I know it isn't rocket science but it has worked so far.
Filed under:
coaching,
executive coaching,
leadership,
motivation,
business strategy,
leading in a downturn,
strategy execution,
business development
Sandra Oliver - December 02, 2008
