We all see the world in one way...our way. We convince ourselves we're seeing it the right way too.
Oh sure, we also claim to be open-minded, and willing to walk in other people's shoes too. Hahahaha...sure we do.
Lens? What Lens?
Here's my dilemma...despite my powerful self-talk machine that "tells me" I'm open-minded, I find myself wondering if that is actually true.
Or, at least, true enough.
Think about that for a second. You've spent your entire career in HR proclaiming to be open-minded, and as it turns out you're just like everyone else.
Your lens is firmly strapped on, and that is the way you see the world.
Time for the Humble Pie Buffet
How exactly does one figure out if their world view is much more limited than they previously believed? How much courage does it take to ask and find out?
Whoa! Not sure I'm ready for that.
But if I'm going to be effective, I need to be a lot more open to feedback from those that I trust. (see this post about your Personal Board of Directors to learn more.)
What might we learn if we ask those closest to us for their honest take on who we are? Are we ready for that feedback? More importantly, are we prepared to make the changes necessary to align our talk and our actions?
Heavy stuff.
How About You
When was the last time you took a step back and critically evaluated your 'open mind?'
Is that too scary; or, could it be a moment that leads you to new ways of thinking, working, and leading?
I'd love to hear from you.
No Excuses.
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I see the world in a certain way. I don't think that's a bad thing; in fact, I'm not sure how I could see it any other way. I'll always have those unconscious biases playing in the background and influencing how I think, speak and act.
The challenge, of course, is what to do about those biases as I become aware of them?
My Lens
The lens I use to see the world is clouded with high expectations, little tolerance for excuses, and even less patience when it comes to repeated leadership failures. I'm not trying to be cute here...failings in these areas send me right over the edge.
That clouded lens of mine has served me well, but it has also been a source of much frustration. So, where is the gap?
Savvy
The value I place on being a savvy leader is not merely because it is important. Quite the opposite...everyone who is actually paying attention to the practice of effective leadership understands it's importance.
The challenge lies in helping those leaders who don't understand what it means to be savvy. You know who they are in your organization. They use lots and lots of words, yet somehow for all of their "knowledge" they fail miserably when the moment comes and they have to be savvy.
In the moment.
Without thinking.
Without running to a supervisor for guidance.
Acting with the full knowledge of what is at stake, and the accompanying dynamics that will play out.
...and they have to do it instantly.
Is this difficult to do? Of course it is.
Are we supposed to wait and wait and wait and wait while our "leaders" take an inordinate amount of time to "get up to speed" and be savvy?
Absolutely not.
How About You
Achieving results for our organizations does not happen because we make excuses. We do not grow, open new jobs, pay our people, or create an employer brand that is second to none while simultaneously justifying why the same errors are repeated.
Be the savvy leader your organization needs. Push yourself to be what you've always wanted to be. If you're not ready...don't pretend. Everyone can see through your talk. Instead, be humble, listen, learn, ask questions, and give yourself a chance to take your career to the next level.
I'd love to hear from you.
No Excuses.
Consider your situation right now...personally or professionally.
Have you achieved your goals?
Are you hustling with a company that you love?
Have you found a sense of inner peace...with all of the successes and failures and near-misses and disappointments and noise that are part of "peace?"
Hoping to Win
It's funny how our early dreams of future lives...filled with hope for personal satisfaction and professional success...somehow never seem to get to an end point. It's as if we can...never...quite...get...there...regardless of how hard we (have convinced ourselves that we continue to) try.
There is a tired, but accurate phrase, that says 'hope is not a strategy.' However, it appears to be one of the most common forms of self-evaluation, self-esteem, and overall measure of one's worth.
I vote that we use hope as part of our thinking, but pursue a different path when it comes to actually getting things accomplished.
Deciding to Win
Now consider your situation again, but this time let's use a different lens. One that is not based on workplace hustle, personal bliss, or finding the perfect job. Instead, let's take an inventory of what you have accomplished over the last couple of years.
What bold moves have you made in your career?
How does it feel to be on the other side of major life decisions that caused so much stress, but are now behind you?
What else is different now, but you were in such a hurry to focus on the next thing that you've forgotten how much of a difference you've made?
How About You
As it turns out, winning is not a place, or title, or partner. Winning is what you decide it is. So, will it be the endless pursuit of...pursuing? Or, will winning be something entirely different for you?
I'd love to hear from you.
No Excuses.
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I like to think of myself as an open minded leader who is able to appreciate the various points of view around me. In fact, I have convinced myself that this perspective is a strength for me; something I can rely on when others get too caught up in their own "stuff."
That also strikes me as a fairly dangerous assumption.
Finding Focus
Leaders are hired to bring their experience, energy, vision, and ability to execute strategy to their new organizations. It seems that in making that hire, current leadership is deferring some of their future direction to the lens, or bias, of that new leader.
Could that be true? What about the other leaders who are already on the team, or those who will join the company in the future? How will all of these lenses coalesce into a common focus?
Recognizing Bias
One of the greatest challenges of any organization just might be the culture of the management team. Is there trust? Can they rely on each other when roadblocks get in the way? How do they communicate as a group? Are there smaller factions that find it necessary to stay connected because the larger group is not functioning as it should?
These are difficult questions to answer.
How About You
Seeing through personal or professional agendas, maneuvering outside of the normal communication flow, and accepting that we have our own biases in the workplace can be a challenging gauntlet to run. How do you see your world at work?
Do you appreciate the other points of view, expertise, and experience of the leaders around you; or, have you convinced yourself that you have it all figured out and the others should simply be quiet and let you lead?
I'd love to hear from you.
No Excuses.
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Here's my dilemma...despite my powerful self-talk machine that "tells me" I'm open-minded, I find myself wondering if that is actually true. 
