2008 proved to be one of the most disastrous periods in not only the U.S. but the world. This new normal represents upheavals across the board affecting every person on the planet. Occasionally I still here “leaders” and ordinary people languish for the “good old days.” They behave as though we have hit upon a temporary blip of turbulence that will son past. For business attempting to avoid commoditization and workers attempting to remain relevant requires abandonment of old tried and true principles. Every advantage, stratagem is now assailable. Five tips from Art Petty:
For teams and firms that freeze-frame and initiate a hunker down atmosphere, focusing on risk instead of opportunity predominates and walls and barriers go up to keep the outside world “safely” outside. Fear takes up permanent residence in the workplace environment and people withdraw from ideation and innovation, and focus on the instinctual drive to survive.
1. Tackle the uncertainty topic head-on. Too many leaders attempt to provide a false sense of assurance anchored to the premise that things won’t have to change. That’s wrong and they will. Acknowledging uncertainty in the environment paves the way for shifting the team’s energies towards idea generation and experimentation.
2. Invite the organization to the discussion on what’s next. While your instinct might be to retreat to the boardroom with your peers and external consultants, the right response is to build forums that help everyone process on and participate in the discussion and idea generation needed to cope with changing market or industry conditions. I love the three simple questions: What’s working? What’s not? What do we need to do? The last of the three draws upon the first two, and the goal is to identify where to do more of what’s working and what to add to the mix. […]