CREATING (OR ALLOWING) BEHAVIORAL CHANGE

This posting is an excerpt from the recently published PATHWAYS AND PASSAGES TO LEADERSHIP available through Amazon.  Thank you for following, commenting and encouraging the publication of passages from Dave’s Deliberations and may you find pathways through life that take you to places you never dreamed possible.

There are three ways we can try to change another’s behavior.  We can order someone to change, enforcing the altered behavior with penalties or threats (coercion).  We can provide a reward or some other external recognition that is of value to them should they change (motivation).  We can provide a path that will make them a better person or allow them to be something different than they are (inspiration).  Whether in a business or personal relationship – or any role in which we find ourselves interacting with another in order to accomplish a single objective – positive and meaningful change results from an intentional action (even if one intentionally decides not to act) rather than an accidental happenstance.

Supervisors often coerce individuals to change.  They issue orders, give directions and tell people what to do (and often how to do it).  Theirs can often be a world having few opportunities for independent action so they provide even fewer chances for people they supervise to act independently.  While supervision IS (thankfully) changing, many individuals leading work that can be accomplished without much training or preparation spend much of their time assigning work, reviewing processes and measuring results, leaving little time to invest on motivating or influencing altered behavior.  Rather than asking or laying the groundwork for change, they direct and monitor activities so they can achieve on a personal level but often negate individuality when coercing change.  In personal relationships, individuals who coerce others often tear them down to build themselves up, focusing on “what went wrong” rather than celebrating “what went well.”  Coercive individuals tend to get what they want but may get ONLY what they want, with their gains being short term and of limited value.  Telling someone how to do something produces quick and focused activity but rarely the best possible results.

Managers often motivate individuals to change.  They identify alternatives, provide choices and give people reasons that make them want to alter their behavior.  When combined with punishment for not changing, motivation can be a powerful means of producing results.  The problem with motivation, however, is that an external force must initiate the change.  In a working relationship, a manager often identifies what is best for all involved parties then initiates action by spelling out what will happen if change does not occur (coercion) but also what will happen should favorable change occur (motivating the alteration).  As long as a manager is present to identify a suspect behavior and provide reason to change, good things will happen. Rarely, however, will an employee used to constant motivation see the need to change unless they continue to receive external impetus.  Much can be accomplished when individuals are motivated to change – the problem with motivation, however, is that an object at rest (or an individual whom is content to do what he or she is doing) tends to remain at rest (or doing what has proven to be comfortable).  Until one is convinced that they must change their behavior if they are to receive different results, they will not experience growth.

Leaders inspire others to change.  Rather than telling people what must be done they show individuals a better way.  Rather than dwelling upon an individual’s negative behavior they reward positive efforts.  Leaders paint a picture of “what if” or “what could be” rather than one of “what is” or “what will always be.”  A leader makes people want to change in order to achieve something they wish to have, accomplish or become.  Inspirational change goes beyond telling (coercion) and past selling (motivation) – it leads another towards self-actualization.  Inspiration causes people to see why changes should take place, creating an internal desire to abandon who they are to become what awaits them.  Inspirational change is often caused by one’s desire to “be like” another or to achieve what someone else has accomplished – to make oneself (or another) proud of their actions.  In a personal relationship, inspirational leadership makes another want to join in (rather than follow) and to share the "road less traveled" (rather than taking the quickest, fastest route to nowhere).  Rarely will inspirational leaders tell another what must be done or how to do it – they allow their actions to speak louder than their words.  When we look to be that which has not yet been identified we initiate lasting change – which becomes the platform for continued growth.

Whether you choose to coerce, motivate or inspire change, recognize that an individual must see a reason to change before they will abandon their ways to pursue a new horizon.  We cannot CREATE change within an individual – we are only able to initiate it.  We cannot FORCE change within an individual – we are only able to guide it.  We cannot make another do that which they choose not to – we can only provide positive reasons to act AND identify negative consequences should one choose not to act appropriately.

EFFECTIVELY MANAGING CHANGE

Change cannot be happen unless (and until) we identify what needs to be altered, why it needs to be modified, what resistance we might face when setting and embarking upon a new and different course and what we expect to accomplish – what positive outcomes and results might we realize.  We must establish goals that not only define where we wish to travel but address the route we might choose and any detours that could disrupt our journey.  We should include stakeholders whose participation could “make or break” our safe passage as well as those who might be impacted (either negatively OR positively) by a change in course. 

While gathering input from others is a good thing, effective change most typically comes through GUIDED discussions that are focused on an initial anticipated outcome (even if the outcome and objective might change during the facilitated discussion) rather than wide-open agendas having no leadership or coordination.  Good leaders often set goals then gather input from stakeholders as to how they might best accomplish the established objective.  Great leaders often identify what needs to be changed, talk to stakeholders about why the change must happen, then work with others to move towards a resolution that is better than what is currently in place BUT that may end up being but a resting point rather than a final destination. 

In order to initiate (and successfully implement) change, end up in a different place or experience unexpected results, one must:

•          Set a realistic and attainable goal
•          Involve stakeholders who may be impacted by change
•          Initiate action then either lead, follow or get out of the way
•          Monitor progress and generate (and communicate) reports to maintain momentum
•          Feel free to change course if conditions change BUT communicate both the new direction   AND why the focus must shift – defining the new destination – prior to acting
•          Be willing to persevere (potentially against all odds) if the reward is worth the risk
•          Praise loudly and publicly when actions or activities deserve recognition
•          Criticize quietly and privately when needed BUT NEVER without offering alternative solutions or actions to the path that did not produce anticipated outcomes chosen by the individual or group
•          Place the value of change above being recognized as its initiator or the one responsible for its accomplishment
•      Internalize the belief that much can be accomplished if one does not care whom receives the credit for its being done

When considering making a change, be bold.  Look at what could be accomplished then set your sights just beyond that horizon.  Anyone can “get by” in life – only those willing to risk more than they have already accomplished will gain more than they might ever have imagined possible.  Set goals that will test your limits yet still be within the realm of possibility if you seek to advance rather than being content maintaining.

Choose goals that, if achieved, actually mean something to you and those around you. Goals based on important, closely-held values will be the most meaningful AND you will be more likely to achieve them.  Our willingness to change is much higher when we WANT to do something differently than it is if we ARE TOLD to act differently.  When seeking change, give yourself the best chance of realizing your goal by directing your efforts towards its accomplishment (while recognizing and rewarding each measurable step towards its accomplishment).  Recognize there is not “right or wrong way” to achieve results.  If you must focus on one step at a time while focusing all your efforts towards the accomplishment of each individual task, establish your expectations accordingly.  If you “multi-task” and feel the need to juggle multiple priorities, establish systems that will allow you to diversify your efforts yet maintain a reasonable timetable for the completion of a variety of activities.

Change WILL happen regardless of what we may say or do. The keys to managing and accomplishing successful change cycles would include:

•          Identifying what must be improved (deficiencies) and objectives (outcomes)
•          Planning alternatives
•          Reacting to disruptions
•          Anticipating objections
•          Responding to detractors (and distractions)
•          Monitoring activities
•          Reporting progress, and
•          Maintaining momentum
•          Concluding efforts and initiating “closure”
•          Repeat – as often as necessary!

If goals are significant and meaningful, they do not need to be numerous nor earth-shattering.  We all must learn to walk before we can run.  So too, we must be able to handle “the little stuff” before we can be expected to change the world!

MAKING GOOD DECISIONS

Everyone makes decisions throughout their life.  Whether meaningful or insignificant – personal or professional – the decisions we make and actions we take are the building blocks of the life we are able to live.  Unfortunately, many people restrict their decision-making abilities by over-researching an issue or situation keeping them solidly planted “where they are” rather than allowing themselves to move towards “where they could be.” New leaders often feel pressured to take action that results in change to prove their value.  Good leaders typically research their alternatives before choosing the path that will most likely lead to success.  Great leaders go one step farther by learning to anticipate unexpected results – always tempering their intentional actions with an understanding of potential risk – before making what appear to be “judgment calls” that culminate in good decisions.

Great leaders involve others in the decision-making process by leading them to a solution rather than pushing them to a conclusion, allowing them to see both the benefits and the potential pitfalls of any action taken.  They allow others to make mistakes (from which they will ultimately grow) so they can initiate a successful resolution process rather than continually sheltering them from harm’s way.  Involving the people needed for implementation in the decision-making process allows them to make better judgments in the future.  Helping others make better decisions will minimize the number of critical calls we must make ourselves.  When others are involved in the decision-making process, learning from both their successes and their failures, they gain the confidence to lead.  It is important that we enhance and add to the experiences of those working with and for us so that they might be able to contribute (and be ready to take over when we are ready to move up) rather than “doing it all ourselves” and finding that nobody is capable of taking our place.

The key to making great decisions is maintaining “mental flexibility.”  It is OK to change your mind if the conditions or situations driving your initial decision change.  It is never wrong to act – it is wrong only to act without first considering all the ramifications involved with the actions you take OR by simply failing to act due to fear of the unknown.  The only bad decision is one not made, and the only inexcusable action is one occurring unintentionally.  Being unafraid to make a mistake from which you can ultimately learn is critical for our greatest rewards are often born through the painful experiences of our losses.  Far too many people wish to receive results without taking risks – seek to enjoy the rewards offered by doing something differently without investing the effort needed to initiate change. 

Those able to make great decisions seek that which is possible rather than settling for that which is probable.  They tend to reach for what they dream rather than limiting themselves to what they can see – recognizing that dreams and imaginings are the precursors to great discoveries ONLY IF they are allowed to initiate action.  They have learned that if consciously doing nothing provides a better result, it is more advantageous to temporarily hold back (until the situation or conditions change) than to foolishly rush forward.  Before acting one should ask not only “what should be done” but also seek to determine “why” action should be taken – weighing the potential benefits of doing something against the repercussions of doing nothing.  Do not EVER simply fail to take action, however, because unintended consequences often follow unintentional inaction. 

Rarely will a truly exceptional leader step into a position of authority without having first performed many different jobs within an organization demonstrating a wide array of responsibilities and experiencing both success and failure YET many seek roles that would allow them to make decisions that might lead to success having no prior knowledge or experience.  Great decisions cannot be made unless one first acquires the proper tools (training and/or experience) which would allow them to leave the “here and now” without fear of failure as they move towards what has yet to materialize as a new reality.  We would not expect a business owner to “hit the ground running” without any knowledge of operations, administration, or marketing.  We often expect newly appointed supervisors and managers, however, to lead without receiving any transitional tools or training to help them direct the work of others.  We expect new parents to raise their children flawlessly without any previous experience or knowledge. We expect relationships to grow and blossom without experiencing the reality that another must come first (rather than last).  Gaining life experience through watching, seeing and participating in a variety of different activities OR enrolling (and engaging in) training programs designed to enhance a skill set are critical parts of an effective decision-making process.  Good decisions require experience-based judgment allowing us to “let go of what we have and who we are” so we can move from being “great doers” to being a leader who can accomplishes much through the intentional (guided but independent) efforts of others.

BUILDING AND MAINTAINING INTEGRITY

Leaders must establish consistent, fair and equitable (NOT equal) guidelines that are well-defined and clearly communicated as the litmus test for decisions they make – regardless of whether “anyone is watching” or not.  People are far more likely to see what you do than hear what you say in life – and a reputation is much easier to maintain than it is to regain.  Employees (or those seeking work) must identify and present truth over fiction, reality over desires and an honest appraisal of what they can do over what they feel they might be able to do when seeking advancement or fulfillment.  Managers must communicate openly and honestly as well or even the best qualified candidate may choose to leave if the “pain of remaining” is a greater motivator to change than the apprehension of starting over is a motivator to stay – particularly within an economy that has more jobs available than qualified candidates to fill them.  Far too many of the ethical shortcomings within today’s world have their roots in a lack of open and honest communication – people or business seeing what they can get away with rather than doing what they know is right – as they seek the fulfillment of self-serving values and the rewards of self-elevating accomplishments rather than the sustainability of shared goals and objectives. 

People often find themselves in an uncomfortable position if they have communicated a partial truth, remained silent on an important aspect or condition, or failed to tell the “why” when issuing instruction or correction rather than openly and honestly telling the entire and absolute truth.  We are a risk averse culture, avoiding situations where the potential of loss is great EVEN IF the possibility of gain is immense, hesitant to create (or even engage in) confrontation.  While some say that “silence is golden,” it can far more frequently be “deadly” than blissful.  When attempting to build (or retain) integrity, refusing to talk about an issue does not resolve it nor make it go away – it simply allows the underlying “reason” for conflict to grow and establish itself.  When individuals mistakenly believe that avoiding an issue will make it go away they are shocked and disappointed when the minor complications they may have been avoiding become un-navigable (and uncharted) waters that tear and destroy everything in their path.  It is far easier to talk about minor issues when they arise (building credibility, respect and integrity) than it is to continually ignore situations (eventually turning a “mole hill” into a mountain).  Leaders often must sacrifice the “popular” card in favor of one that promotes quiet respect – must walk away from being “one of the gang” to being the one who provides the gang with mission, vision and ongoing support.

There is a fine line between being confident and being cocky – between being considered essential and invaluable in the eyes of others and establishing your own value and importance (then trying to convince others that your personal beliefs and expectations are more valuable than theirs).  Far too many good leaders fail to become great because they put themselves before the wishes and needs of those around them – placing more importance upon their individual “good works” than on the accomplishments of those they lead.  When individuals in a position of power allow their personal influence to rise to the surface, effectively filtering the light from around and beneath them, others will be stifled rather than celebrated. 

Humility is far more frequently the foundation of a great leader than loud or abrasive bluster.  Honesty is far easier to maintain than a series of twisted or convoluted lies.  While one may find joy in the journey when seeking personal gain and rewards, rarely will long-term, sustainable integrity be found by forcing others to move in a defined manner to a contrived destination that benefits one party to the detriment of another.  Too many relationships are damaged because one individual places his or her personal “wants” above those of another.  We often fail to realize (or even recognize) that IF we truly and sincerely care for others by helping them accomplish their objectives and meet their needs (NOT accomplishing their goals or meeting their objectives FOR them), others will have the time (and probably the propensity) to support and care for us as well.  The part about building (and maintaining) integrity, however, would dictate that we help others without expecting anything in return – accepting any “return on our investment” only as an unanticipated benefit that encourages us to grow.  

ESSENTIAL THOUGHTS (AND ATTITUDES) TO ACCOMPLISH MUCH

Change happens regardless of what we may do, think or try to influence.  Growth, however, comes only through (and because of) our intentional actions.  People both love and hate change – though we often like to immerse ourselves in the familiarity of keeping things the same (comfort, security, job, environment, friends, relationships, etc.), we really want our lives to improve by providing us with new opportunities and rewards (with minimal risk, discomfort, negative change or inconvenience in our lives).  While wanting to be rewarded with more responsibility, money, influence, friends or power, we often prefer to reap a new and bountiful harvest after planting the same seeds we have used in the past – to gain the prize without entering the contest.  We often refuse to invest the necessary “sweat equity” to make change happen.  Hoping that good things will come to those who wait (without doing anything to initiate a difference), we are more than happy to accept change when it is handed to us without risk of failure or disruption of status quo.  If we have to identify areas needing change AND intentionally act to overcome them so that we can move forward – leaving what we know while seeking a reward at the end of a rainbow we have not yet investigated – THAT is a different story.  When we hoist our sails to move towards a new tomorrow, we may not always know where the winds will lead us.  Simply catching hold of the wind, however (IF we are willing to raise our sails to harness their limitless power), can help us move from the comfort of our existence to the potential of what could be but has not yet been imagined.  We must be willing, though, to push ourselves from the shores of tranquility should we wish to experience any new opportunity that might await.  Some thoughts, attitudes and perceptions that might help you maintain focus while bringing your dreams to fruition as you sail into and through life’s challenges would include:

 

The only way of identifying (and negating) what limits our possibilities is to push those inhibitors aside while seeking what might be considered to be impossible (or at least highly improbable) to those around us.  When we restrict our actions, reactions and responses to the ways and methods with which we are familiar, nothing will change.  Only when we dare to act in ways we have never before acted – to think in ways we have never before thought – will those things that were once beyond our reach become possible.  In order to maximize the potential of success, we must recognize the resistance we will face, respond to the concerns our detractors will present, and devise a plausible, acceptable alternative to the status quo that often holds us back with a false promise of security.  To move from where you are to where you wish to be, and perhaps even beyond to where you cannot even imagine, tear down the walls that limit your reality to what you have always known and what you have always been.  Unless (and until) we are willing to accept the ramifications of our actions – to continuously move forward towards an ever-changing target rather than finding comfort and settling down along the way – we will never accomplish more than has previously been completed nor receive greater rewards than have been previously received.

If we spend all of our time identifying why something WILL NOT work, how can we ever hope to initiate recognize (or realize) what just might be possible if only we were to try?  How can we change or become someone we might wish to be if it entails doing things that have never been done or accomplishing things we never thought possible if we limit ourselves to those thoughts and actions that are as much a part of us as the air we breathe?  Allowing an individual to learn from failure is possibly one of the best gifts we can give.  When a person must turn back due to unexpected turbulence after charting a course and setting sail, two things happen.  First, the individual will (hopefully) learn from his or her mistake by recognizing the signs of turmoil and acting to avoid them before being hopelessly overcome – either by setting a course that circumvents the problem or returning to safety and planning safe passage prior to embarking again.  Secondly, and perhaps more important, they learn to correct their error in a way that allowed them to move forward towards the accomplishment of their goal.  While staying down after failing may be easy (particularly if someone else is there to pick up the pieces and comfort you after your fall), picking oneself up after falling down is the most important part of learning from failure.  Unless (and until) we move ahead we will never advance.  Learning by experience is much more beneficial than listening to someone else say which way to go or what road to take – for doing another’s bidding is never a good or adequate exchange for initiating and accomplishing our own dreams.  We should plan, anticipate and think of reasonable alternative approaches prior to starting any task BUT must not delay our journey by succumbing to “analysis paralysis” (caused when our fear of failure diminishes our chances of success by preventing us from ever beginning the race.   When we stay behind the starting line it is impossible to finish the race as a journey cannot be concluded unless it has begun.

The person who achieves greatness often fails frequently.  Should a person never make mistakes it is because they have attempted only things that have already been accomplished OR they seek to accomplish only things that anyone could do.  Life is not a carefree path we take while moving towards an idyllic destination.  Life is fraught with pitfalls, traps, snares and impossibly steep embankments.  It would be nearly impossible to go through life without making a mistake, so quit trying to be perfect!  Some of the world’s greatest inventions came out of failure.  Our greatest presidents frequently tasted defeat before they were elected.  Many business owners have failed in an endeavor before experiencing success.  Rare is the relationship that has not survived at least one catastrophic incident – and rare is the individual who has not survived at least one catastrophic relationship.  Learning from our imperfections – recognizing that mistakes provide the knowledge that can prevent them from being repeated – can lead to greatness. We need not shout our failures from the rooftops or publicly flog ourselves for being less than perfect but, if we are to grow, we must use our shortcomings as a foundation upon which success can be built – and can do so ONLY if we acknowledge their existence, learn from the lessons they teach and refuse to be discouraged by their occurrences. 

Knowing what to do is not enough – we must apply our knowledge to initiate change.  Willing something to be done is not enough – we must intentionally act to accomplish transformation.  Recognizing the difference between right and wrong is a good start – showing integrity in the decisions we make and the actions we take validates who we are.  Value is established not by what we know but rather by how we apply our knowledge.  While knowledge is critical, and we must study to gain fundamental understanding, we must apply what we know and practice to perfect its application for our intelligence to be of any use to anyone.  We could THINK about writing an article, note or memo all day long but nothing would happen until we engage our minds, make some sort of sense from our thoughts, apply the words we think of in a logical order and put them into a format that can communicate our intentions to those we wish to influence.  Any action creates an opposite and equal reaction, both in physics and in life.  Intentional action is a prerequisite to change.  Plausible and acceptable actions are the precursor of success.  Appropriate actions will generate anticipated (or hoped for) results.

 

Only when we risk more than others think is safe, care more than others think is wise, and dream more than others think is practical can we expect to accomplish more than others think is possible.  Until we truly believe, however, that ALL things are possible, it matters not how great a risk we take, how deep our cares may be nor how significant our dreams may seem for our results will be limited by the probability of success we have established rather than by the reality that anything is possible.  We get from life only what we put into it.  When individuals slide through life applying minimal effort to accomplish easily achieved goals they typically receive very little.  Success is not measured by how few times we fail but rather by what we learn from our efforts and how we apply that knowledge to accomplish great things.  We rarely rise higher than we expect ourselves to rise nor fall lower than we allow ourselves to fall.  When we truly EXPECT to accomplish the most improbable things and seek those things we believe to be barely possible, we will almost always taste success in whatever we say, do or aspire to accomplish.

TRANSITIONING FROM “DOER” TO LEADER

During the best of times, many of our excellent worker’s abilities are diminished or devalued when we promote them into leadership.  Far too often organizations move their “best technician” into supervision, take their most efficient employee at “doing” and expect them to teach, or ask their innovators to troubleshoot existing processes.  We expect employees that were a part of the team on Friday to become “leaders of the pack” on Monday - without doing anything to prepare them for the transition.  If difficult when things are going well, think about how rebuilding an organization to meet changing business demands when major alterations are needed might compound the problem.  If processes are strong, methods foolproof, product refined and employees experienced we may be able to move a strong individual into a leadership role IF all he or she must do is maintain the status quo.  Unfortunately, the only thing in life that is guaranteed is change – and individuals hired to keep things as they are rarely handle the stress and pressure of crisis transition well.  In order to equip individuals with the resources needed to lead we must identify some of the more significant changes that a promotion might initiate.

When we ask new managers to prepare for an increase in volume, to undo all that has been done wrong and to improve employee morale without first setting the stage for change (none of US would ever do such a thing!!!), we are making a huge mistake.  There are, however, ways we can maximize the chances of an individual’s success.  Before any employee (or individual) is expected to move into a leadership role (whether at work, at play or within a personal relationship), make sure they are aware of several critical management factors (AND they are given the opportunity to consider what it means to make such a transition rather than simply being given the promotion or being put in a leadership role to steer through a personal situation or resolve a relationship issue):

• As a Supervisor, you can no longer be a friend to your past peers.  You must elevate yourself to being a fair and consistent “boss” that no longer is one of the gang but is now the voice of the Organization. As a leader, the weaknesses or “negative behaviors” you may have once accepted from your peers must be confronted and addressed.  You may have to determine pay increases or carry out disciplinary action to make sure that each employee is treated equitably (rather than equally).  Where you may have complained with and to others about “oppressive Company policies,” you must accept that you are now part of the “problem” you once complained about so you had better start becoming “part of the solution” or you will be seen as ineffective (by Management) and unfair (by those you have been charged to lead).  Once elevated, you earn the right to question privately while accepting the responsibility to support publicly.  Being respected must replace being liked.  Consistency must become the final consideration for every decision you make.
• People will usually accept change IF they are consulted first.  Consulting an employee (or someone that might be impacted by an alternative process, direction or attitude) about how to best implement change DOES NOT mean that you are going to do exactly what they suggest.  It DOES mean you have sought their input by asking “what if?” questions so that support can be secured before change is imposed (Why do we do things the way we do?  What if we try doing things differently?  What would make this a better process?  What is the worst that might happen if…?).  Most individuals can accept doing things differently – even if it is not the way they may have chosen to do them – as long as they feel their opinion was considered before change is implemented (and they understand the reason for the change rather than just being told to act differently.
• Understand that you are now a member of Management and, as such, you must accept
  corporate direction, oversight, goals and visions (rather than poking at the decisions or direction provided by others).  When you were “one of the gang,” you did not have access to the discussions or considerations that went into decisions that were made.  Likewise, your team does not have the insight you now have into the full context, short- and long-term impact or strategic positioning that might lead to decisions or changes from the status quo.  It is YOUR responsibility as a leader to show people not only where your organization is going but also how they can help to make change happen (while painting a clear picture of where it has been and why staying there is not an option).  You must typically “sell” others more often than you “tell” them, encouraging their “ownership” of the change (allowing them to take credit for aspects of the transition even if credit was not due them).
• Employees can be motivated (or held hostage by) compensation, can be captivated by their work assignments and influenced by their surroundings BUT if employees do not like you, they will leave the organization.  If they don’t like the way you do things they will complain to others.  If employees (or someone with whom you might wish to be in a relationship with) does not like the way you talk to them, they may ignore what you say.  If those you are expected to influence do not see any REASON to listen to you – be it a lack of consistency, credibility or integrity on your part or no understanding on their part as to why they should give you the time or space to be heard – you will be unable to significantly alter, change or in any way influence their behavior.  Recognize that it is your job to accomplish the Organization’s mission by working to fulfill its vision through the coordinated efforts of all those who work for you.  Being popular or liked is not a primary management criterion – being fair and consistent is required.
•  If you prefer to do rather than to tell, to perform rather than to plan, to create rather than to coordinate, or to react rather than to anticipate, perhaps it would be better that you pass on the prestige of promotion.  Not everyone is “built” to be a manager.  One must recognize their strengths AND acknowledge their weaknesses, acting upon both, to be a valued contributor tasting a degree of success in life.  Unless (and until) one is able to rise WITH others (rather than upon their backs), elevate others to their greatest potential (rather than bringing them down to feel better or more important) and give others individual “credit” for success (so that all can reap the rewards of the efforts), he or she may not be “suited” to lead.  

Moving into management is a huge step for anyone.  When opportunity continues to grow and expectations are high (while resources are low), it is an even bigger leap.  If you ask someone to move into leadership – or are asked to do so yourself – make sure the ramifications of transition are understood AND the tools necessary to make the move are provided.  Leadership provides a unique opportunity to express yourself – through both your own actions and the thoughts and actions of others.  Accept the challenge with humility and curiosity – seeing it as an honor and a privilege while seeking to do things “the way you would have liked to see them done” prior to your being elevated – and new doors to unlimited opportunity will open to you (requiring ONLY that you move forward and enter fully in WITHOUT holding so tightly to the comfortable “past” that you cannot see or embrace “the future”).  The implementation of change without first preparing for the ramifications of change is destined to fail - turning what should be a reason to celebrate into a true disaster!

TRANSFORMING KNOWLEDGE TO ACTION DEMONSTRATES WISDOM

Today’s world is afloat with facts, data and information yet it seems that problem-solving skills are slipping through our hands like water. We read newspapers (sometimes), watch news (occasionally), page through magazines (when available) and check out our electronic resources (constantly) – knowing what is happening (almost before it happens) throughout the world – yet little time is devoted to “why” the “what” happened.  When we are provided with all we ever might need to know about situations, however, without the need (or opportunity) to form our own opinions, we have difficulty trying to apply our knowledge to unrelated circumstances.  Our senses seem overly stimulated by details, information and opportunities to the point that we do not feel the need to fully identify issues before moving forward with (in hindsight) untenable solutions. We run before we walk – seemingly oblivious to the fact we might fall or cause great harm if we rush to a place where others might know better than to wander – our impatience ruling the day. We choose to ignore the fact others have come before us – relegating their experiences (both wins and losses) to a silent history of the past rather than including their insights into our ongoing thought processes as we look ahead to that which has not yet come to fruition.

Many can memorize facts that might be applied to resolve recurring situations but far too few can ask the “right questions” that would allow for the formation of a “best” solution when presented with a new challenge. We often seek answers before fully formulating a question – wanting a resolution NOW without a moment’s hesitation. We want to be entertained (rather than informed), agreed with (rather than challenged) and given what we feel is appropriate (rather than identifying the needs of and providing for others).  We pursue the impossible (or at least the improbable) rather than finding comfort in the reality of “what is” and extrapolating it into that which has not yet become – far too often leaping ahead to what might seem to be the obvious conclusion without thought or direction rather than moving intentionally (and thoughtfully) forward after identifying the root cause of a problem considering all possible solutions.


It really does not matter which path you take when you are lost – if you know not to where you are going nor from what you are moving, any progress is better than no movement at all.  In order to transform knowledge into wisdom – to apply what we know towards the resolution of our concerns, challenges and difficulties – we must take the time to analyze the information around us prior to acting.  In order to make decisions count we must anticipate our potential destination(s) before moving from one situation to another – we must plan where we want to be before leaping from the frying pan into the fire. While it is true that one rarely fails if they do not establish goals, success hinges upon the creation and attainment of targets so we can recognize when we have accomplished our individual dreams (or recognize when we have simply moved forward towards the fulfillment of a goal without yet coming to a full resolution). It is nearly impossible to make a poor choice or move in the “wrong direction” when one does not care where they are going nor worry about how they will get there.  Little credit, however, can be taken (or praise given) for unanticipated results generated through unplanned actions, unexpected resolutions or unrepeatable processes. 

Discretion was once the rule – it is now an exception to the rule. Integrity was once an integral part of an individual’s make-up – it is now but an insignificant backdrop to life’s everyday drama. Relationships once rooted in honesty now seem built upon circumstance and fed by individual desires. It seems that the application of information to create a viable solution – taking the risk required to make a difference by thinking and acting in a uniquely individual manner – is no longer a socially acceptable approach.  Impatience and intolerance have become the driving factors in “effective” communication as we strive to achieve self-advancing results – the analysis of data and deliberate actions once used to guide those decisions but afterthoughts in the creation of everyday reality.  In order to gain credibility (and respect) we must recognize and understand the values, likes, dislikes, preferences, abilities (and inabilities), strengths and weaknesses of others, encouraging them (and incorporating their ideas) into our everyday activities.

In order to leverage our knowledge into results – to transform our learning into wisdom – we must study, learn and apply before charging headlong into an appointment with disaster. When you analyze the information around you and apply it to your circumstances, you will be able to leverage your knowledge to make wise decisions rather than blindly following the thoughts, suggestions or considerations of others.  Look ahead to avoid the obstacles in your path rather than behind at what has already been accomplished – for studying what has happened in the past might prevent history from repeating itself but that, in and of itself, will not provide alternative courses of action that might change the course of history.  Seek not what others can do for you but rather what you can do with the knowledge you have attained.  Choose to apply what you have learned as you act intentionally to initiate change – to alter what will be by leveraging your understanding of what has been – and you will experience transformational change leading to success you never thought possible.