VALUE THE TIME IT TAKES TO ACHIEVE GREAT THINGS

Why is it that people tend to rush to judgment, hurry up only to wait, and do ANYTHING just to keep moving rather than “stopping to smell the roses?” Though time is seemingly in abundance when we have nothing to do, it passes far too quickly when we would prefer it to stand still.  We always have time to do something over when we could have simply done it right the first time. We seem to worry more about how quickly we can finish the race than we do about the results that our practice produce or the joy found along the way. People far too often worry needlessly about things outside of their control rather than identifying the things over which they have (and are able to exhibit) influence THEN intentionally acting upon them.  Individuals too often fear they do not have the time to slow down so they can appreciate the things around them because of the expectations they have placed upon themselves for unrealistic or unreasonable results. We often find ourselves slaves to the very clock we so desperately seek to master as we keep ourselves busy to the point of exhaustion so that we can complete a journey in as little time as possible only to find we are too tired to enjoy the destination once we arrive.  We live our lives thinking that once we have achieved something we can move on rather than realizing that life is a series of “beginnings and endings” which overlap, run concurrently and exist in perpetuity as we move from one event to the next.  We must learn to value our time as we seek results or we will find that our time slips from us without our consent as we chase concepts rather than realizing dreams.

Many people complain about their lemons rather than celebrating the opportunity to make lemonade. The weather is too hot – or too cold – but rarely do we find it ideal. We are too busy to exercise but complain that we do not like what we have become. We do not find satisfaction in what we have accomplished as we tend to dwell upon only what has not been finished – refusing to acknowledge the progress we have made while moving towards an end goal until it has been reached.  We spend more time wishing we had something rather than being grateful for what we actually possess. We have become a nation of complainers and criticizers as we seem to derive more satisfaction from bringing others down in order to make ourselves look better RATHER THAN elevating ourselves in order to pull others up with us.  We must learn to accept that we ARE NOT equal in our gifts, talents or abilities so we should not expect equality in our results.  We must recognize that time spent wisely will lead to the accomplishment of great things while time wasted will result in doing what has always been done and achieving what has already been mastered.

Perhaps we should take the time to ask WHY someone acted in a way we might feel foolish or ill-advised.  Rather than expediting our condemnation while attempting to elevate ourselves in the eyes and ears of those beholding our ranting we should take time to see if OUR perspective might be the cause of exasperation rather than another’s actions – to look towards ourselves first to identify what we may have done to contribute to the problem rather than blaming others to cover up any role we may have played.  Think of how much our words might matter if we offered advice and counsel rather than critically dismissing another’s action as being worthless, wrong or misguided. Doing something for another or telling them how badly they performed because they may have done something wrong (or differently than you might have) provides a short term “fix” as it changes the immediate results BUT it does not alter individual thought processes or behaviors. Rather, telling someone what to do, how to do it and when to act creates dependency (rather than innovation) and compliance (rather than creativity) while creating an environment that caters to the cautious – to those willing to do what they are told – rather than rewarding those applying their experience to accomplish things not yet considered possible.  Removing the time that others might use to learn can resolve a problem quickly but does nothing to foster problem-solving by those directly involved.  Correcting a “wrong” by stepping in and taking over may expedite a solution but will not prevent the problem from recurring in the future.

  

When people rush to see how much they can do or see they often minimize the enjoyment of what they actually saw or accomplished – always thinking what else could have been done rather than finding satisfaction in what they did. We recently vacationed in the West Indies where people tend to live a different pace and find as much joy in their journey as they do in reaching their destination.  Houses are built from the top down (rather than the bottom up), living quarters being constructed upon “stilts” leaving the lower level open until it is needed for more housing, a business or enclosed storage.  People do not seem to “miss” what they do not have as they find joy in those around them and satisfaction in what they DO have.  Far too often we are unhappy with our lives and our accomplishments as we seek the things others have (only to find they do not satisfy us should we be able to claim another’s results as our own).  We can be far too quick to blame (and too slow to seek responsibility) should we choose to play the “hurry up and wait game,” often too busy assigning “fault” and transferring blame to seek a workable solution and ensure its timely implementation.

Though we cannot alter the seasons or slow life’s progress, we can stop chasing blindly the hands of time as they race relentlessly around the clock. The sands of time will not bury us if we become the master of our own universe by taking the time to appreciate not only where we are going but also how, when and IF we chose to arrive.  To accomplish great things we must recognize and reward progress – both our own and that of those around us – rather than simply focusing upon what did (or did not) happen.  When we value our time – and consider the time spent by others to be just as valuable – we are able to focus our efforts on not only the “ends” but also the “means” as we realize our dreams and make them our realities.

PRACTICAL LEADERSHIP

True leaders emerge during times of trouble, turmoil and strife – riding the strength of their convictions to success – then thrive as conditions improve.  While there should be very little difference in your leadership style when facing unexpected hurdles (whether at work or at home), far too many “competent” individuals excuse their actions (or inactivity) by blaming them on or deferring them to others.  They bend to fit into their surroundings rather than standing firmly against life’s storms.  Seeking short term-gain (popularity, acceptance, being “liked”) often damages long-term credibility (predictability, consistency, being “fair.”).  Some examples of BOTH an appropriate action AND a “fall back” reaction would include the following:

A company is experiencing tough economic times and has asked Management to trim expenses.  Two approaches to this situation might be:

• Inform employees that cutbacks and layoffs might be necessary due to reduced sales and increased inventory.  Task departments with the responsibility to find ways expenses might be cut with a minimal impact on staff by identifying productive work that could be done so that all staff can continue working while contributing to the bottom line. 
• Tell staff to “look busy” because “top management” is out to cut employees and you do not want any of “your people” to be impacted.  In showing compassion to employees by “building a bridge with staff based on a mutual fear of top management,” this type of manager may avoid the “blame bullet” but will never earn recognition as a leader.  Deferring responsibility to someone else moves an individual from being an integral part of the solution to being an expendable part of the problem.

A Leader takes ownership of his or her actions.  By taking ownership of a situation rather than blaming another for an unfortunate circumstance, a good manager accepts and faces reality.   He or she affirms that things are tough (most employees probably already known this and are waiting for affirmation).  After stating facts, employees are asked to be involved in the development of a solution (getting “buy-in” will make even a mediocre idea achievable).  Painting a realistic picture of what could happen establishes ownership of the situation and adds urgency to resolving the problem.  Blaming someone else in order to remain friends or be popular is not a long-term solution.  A Leader, by the very nature of his or her work, leads (if not, he or she should either follow or get out of the way!).  Though accepting responsibility for decisions (even when they negatively affect the lives of others) is not always the easiest thing to do, it is always more acceptable than deferring the decision to another (“management says I have…”).  Your employees may not see you as their “friend” when you personalize your supervisory responsibilities but you will earn their respect when you are fair, consistent and predictable.
 

An individual has made a “bad decision” that could seriously hurt another’s feelings and tarnish his/her reputation.  No lasting damage was done nor was any long-term relationship destroyed but issues of trust and credibility may be involved.  There are always more than one way to address and resolve our personal failings but which of these three approaches might most match your first response (and is that the same as the “best” alternative)?

• Ignore the situation and hope it goes away.  The individual whom may be harmed has not heard anything of your actions and you do not believe he or she ever will.  Adhering to the tenant “if it is not broke, do not try to fix it,” you walk around the elephant in the room and move on as if nothing ever happened. 
• Come forward and tell part of the tale – enough to scratch the surface so if something “leaks” the person will be prepared and aware even if the full extent of the discretion has not been revealed but not enough to “spill the beans” or establish responsibility.  If additional details come out you can always discount the account or blame someone else for putting you up to it.  It is easier, after all, to ask forgiveness than to seek permission.
• Fall on the sword, so to speak, by telling all and resolving to change.  Do not blame another – accept responsibility for your actions and deal with their repercussions.  Do not needlessly or intentionally hurt another in the recounting of your tale but make sure that you have learned from your mistake so that it does not become a recurring habit.  

Gaining respect and credibility is far better than trying to be a friend to those you manage.  Learning how to ask the right questions when investigating a situation – then listening to hear the truthful answer – will help you see “the forest from the trees.” Fools rush in – leaders learn to step back so they can ask why something was done rather than constantly pushing forward to address only  what happened.  A Leader takes his or her personal obligations more seriously than their work expectations.  Trust cannot be exhibited for a day unless it is consistently demonstrated throughout an individual’s life.  While taking the easy road (ignoring a situation or partially revealing a truth) may be less painful and create fewer short-term disruptions, individuals preferring to dodge responsibility for their choices and actions will never be seen as credible leaders when they are provided the opportunity to lead.  Great leaders thoughtfully and carefully consider all their decisions BEFORE they are made, making sure they are willing and able to accept the results of their actions so they can move forward with confidence to accept the rewards (or deal with the repercussions) of their actions.

We are bound to fall victim to our human vulnerabilities as we strive to become better leaders UNLESS we intentionally take the road less traveled rather than the easy path as it often produces a more ethical direction.  Remain true to your values – transferring the skills and aptitudes you demonstrate on a personal level to the workplace – as you say what you believe and do what you know to be right.  Praise often and loudly – criticize only when necessary (then only constructively) and in private.  Be the leader you were destined to become by equipping yourself with the tools necessary to accomplish the task – seeking and participating in training designed to maximize your ability to motivate others.