People yearn for recognition – to contribute to the success
of whatever they do – seeking to become an integral part of their organization,
their relationships or their interaction with others – hoping that their ideas
and opinions will help make a difference.
If we fail to establish a “case” for our inclusion by doing the same
things that have always been done in “tried and true” ways that may be
effective but lack innovation, we will probably be seen as important but not
critical – a necessary evil or potentially an identifier of the problem but not
an essential part of the solution. The
first step to relevance – to becoming integral – should start with some serious
thought about the things that DO NOT create personal credibility.
Information is rampant in today’s society. Electronic communications, on-line searches, magazines,
newsletters, trade journals (even newspapers, believe it or not) are available
to anyone opening their mail or turning on their computer or subscribing to a
news or information resource. There has
been a proliferation of “personal coaches” and “relationship managers” seeking
individuals that can be convinced they need to be led down a narrow road to
success. The market is flooded with
“self-help” books and “how to” manuals attempting to provide wisdom, experience
or role models to a searching public.
With all this data, information and opinion available, why would anyone need
someone to interpret the material so that it can be appropriately used? Unfortunately, merely finding material, data
or examples of how others have become successful will NOT add to personal or
professional credibility in today’s information age. In order to become integral we must help learn
how to APPLY the information available in a manner that will effectively
promote excellence – knowing what to use, what to minimize, what will “work”
and what will not be acceptable – if we are to become relevant in our
relationships.
To become a part of the solution (rather than simply an
ongoing part of the problem) one must learn how to ANTICIPATE THE NEED for a
solution by knowing enough about a situation to predict what might go wrong (OR
what could actually “go right” and needs to be advanced). Just “doing” your job, or filling in space
and time with conversational words rarely provides the insight to become an
integral partner. One must delve deeply
into the inner-workings of an operation to fully understand it – to give more
than they might receive in a relationship to fully appreciate it – if he or she
is to become a trusted and valued partner.
Do not recruit from a job requisition or job description – learn about
the job as if YOU were going to perform it.
Do not generate policy simply because someone feels it is needed – find out
why the need has been perceived and make sure the policy being requested really
addresses the root cause of the problem (rather than treating an annoying or
highly visible symptom). Do not be the
first to say “I am sorry” or “It was my fault” (unless that is the truth) – be honest
and open with your admissions, always seeking how to fix what may have gone
wrong and how to keep it from recurrence rather than assigning (or assuming)
blame if you seek a sincere relationship between equals. The first step towards “becoming integral” is
to become knowledgeable of situations, environmental influences, cultural
impediments and value requirements before acting.
If information, data or examples of successful behavior were
all that the world needed, why would it need you? Whenever you are asked to give advice or
answer a question, ALWAYS respond in a way that adds value to the data you find
and the information you give by interpreting it into something that can be understood
and applied to resolve an issue recognizing the cultural, ethical and
situational parameters of your audience.
This interpretation may differ depending on whom you are dealing with –
be it an hourly work team, an executive management group OR a personal (or
family) situation of significance – but YOUR relevance will be based upon the
value you give those to whom you communicate and the RESULTS (intentional action)
your advice initiates. Since your
success is often dependent upon another’s ability to implement, NEVER give
information (examples or advice) and walk away.
We must equip others with the tools needed to successfully take action
after identifying a path upon which they will travel if we are to be seen as
effective contributors. If we are not
actively leading we must “get out of the way” so that others can succeed – we
must monitor and observe (rather than telling and directing), honestly “not
caring” who gets the credit as long as an appropriate solutions comes to
fruition.
In order to be seen as integral to anyone or any process we
must identify root causes and seek workable (acceptable) solutions while
focusing on the “ends” (as we seek to acknowledge and influence the “means”). Information without application is like a
tire without air – it may be “there” but not really useful to anyone (UNLESS
you are a tire swing manufacturer or you design/install boat bumpers). When we put air in the tire it becomes a tool. Showing others how applying information to
resolve a problem or advance an effort helps create an invaluable tool that can
become a repeatable process “owned” by others (so you can move on to identify
and resolve other issues or concerns). Your
investment in developing others to identify issues, apply their abilities (or
expand their knowledge so their impact might increase) and initiate intentional
action will provide unparalleled returns. Becoming a part of another’s solution
(rather than a solution to another’s problems) will help you to gain (and
retain) credibility, integrity and respect. 
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