CONSEQUENCES OF SHORT TERM THINKING

So, what's all the fuss over vision statements? Is it a big deal and should you care? To gain a personal  perspective, think about your workplace and complete this statement: This organization is being managed as if its main purpose is to --------. 

If your response came quickly, can be explained easily and fills you with hope, then you're working in a purpose-driven organization where the vision is clear and the future holds promise.

If, however, your response was slow in coming, is difficult to express and leaves you wondering then you're working in a personality-driven organization where the vision is obscure and the future harbors doubt.

In the latter workplace the rules are vague and often changed by a handful of higher ups. The way work gets done depends upon who's assigned to it. You're directed to make quick fixes that look good at first, but don't hold up under scrutiny.

Continuous short term thinking creates a reactionary environment where it's easy to get caught up in mundane activities because you don't know why you shouldn't.

Lacking a coherent picture of what lies ahead you're less likely to think about the future, opting instead to focus on immediate accomplishments that keep the pay check coming.

It becomes increasingly difficult to measure your accomplishments and thus you have no sense of personal worth. It's easy to assume you're doing a good job when, in fact, you may be screwing things up or creating obstacles for others and may not be aware of it.

Without a solid sense of direction, much time, talent and treasure will be wasted while your co-workers "do their own thing." No workplace can sustain itself for long under these conditions.

Note: Create your own vision and unify those around you. 

V.O.R.

OPEN YOUR MIND TO CONFUSION

Most of us learned early in life to avoid confusion, or at least not to admit to it, even when it was painfully obvious we didn't have a clue. On those rare occasions when we sought clarity we were either accused of not paying attention or ridiculed for asking dumb questions. It's no wonder, then, that we don't let on when we're confused.

Facing up to confusion is critical to your health and well being. Your personal growth and professional development will depend upon it. While in a state of confusion, you are susceptible to redirection and open to new information. If you can do this in a constructive manner, think of the possible benefits.

Start by viewing confusion in a more positive light: con means "to study carefully" and fusion means, "blending together." Thus, con-fusion means to study or learn together.

Once you've been enlightened by your exposure to the views of another you are less likely to be confused. Enthused by the results, you're now ready to replicate the process within your own sphere of influence. 


Establish a regular time and a comfortable place where those you invite can freely admit to being confused. You may have to set the tone by saying something like, "Is anyone else confused or is it just me?" Recognizing that there's a legitimate reason for the confusion sets the stage for honest dialogue and constructive feedback. It invites even the most timid to participate without fear of being wrong.

Although some folks may still get confused from time to time, thanks to your efforts they'll know what to do about it.

Note: Working through a state of confusion builds self-confidence.

V.O.R. 

OVERCOMING AMBIGUITY AND INCONSISTENCY

The lack of role clarity can create ambiguity and generate inconsistency; the building blocks of dysfunction. Fortunately, there is an effective tool called responsibility charting that sustains functionality by keeping those within your sphere of influence focused on their roles and relationships.

Begin by making a list of people with whom you interact on a daily or frequent basis. Next make a list of the tasks you and these folks undertake together. Now visualize that each person on the list, including you, has a letter by his or her name representing one of the following functions:

R - Identifies the person accountable for taking action. As a general rule there should only be one (R) for each task. That person needs to understand and accept the conditions of performance including the budget, time frame, completion date, milestones, etc.

A - Identifies the person(s) whose approval or authorization is needed before action is taken. This makes it clear to the person with the (R) who he or she needs to confer with before expending any resources. The (R) will coordinate with the (A) to see just how far he or she may go before subsequent authorization is required.

C - Indicates who has the expertise necessary for the successful completion of the task. It lets the (R) know which consultants will be working with the task team and what they are expected to contribute. Only those persons assigned (R) or (C) need to attend task meetings; a time saver for everyone.

I - Identifies the person(s) who needs to be kept informed through status updates as the task moves toward completion. People assigned an (I) don't need to attend task meetings because the person with the (R) will keep them informed; another time saving feature.

In addition to monitoring the progress of any given task, responsibility charting can also be used to launch a new venture, rejuvenate a stalled program or get a derailed project back on track.

Note: Uncharted relationships rely on assumptions which are the brain food of idiots.

V.O.R.

YOUR ROLE IN RUMOR CONTROL

It's true; most of us love a juicy piece of gossip. Even if we don't want to believe it, we still want to hear it. The rumor mill usually carries benign or amusing commentary. Unfortunately, some idiots get a kick out of passing around accusations and recriminations just to gain attention.

Perhaps the rumors where you work aren't that rough on people. Just in case things do get out of hand, here are a few suggestions you'll find useful the next time the rumor mill starts grinding out harmful information:

1. When you get wind of a rumor, tell people in your area of influence everything thing you know about the facts of the matter. Don't wait until you have all the details, just get the truth out there quickly. If, later on, what you've said turns out to be inaccurate, then retell it the right way as soon as you get a chance.

2. Pick out associates who are trustworthy and question them personally. Tell them you want to know the truth about what they've seen or heard. Ask them not to embellish upon what they tell you. Let them know that if you find out they've twisted the facts in any way, you won't trust them in the future. 

3. Listen to the opinions of others thoughtfully without comment. Keep your attitude in check and your feelings on hold. Avoid making a judgment about the right or wrong of what's happening. Once you've collected sufficient information to make a conclusion; pass along only the facts you have verified.

This may sound harsh, but when the rumors are flying people don't care what you think. Your opinion doesn't hold much value either. They just want to know if you have any first hand knowledge to contribute.

Regardless of how well you communicate, inaccurate information will still wend its way through the grape vine. Misinformation can be hurtful to sensitive people and detrimental to team spirit. Not to mention the potential for wasting time, energy and resources. That's why taking an active role in rumor control is so important.

Note: Share only what you know and rumors won't grow.

V. O. R.

WHEN SUCCESS IS NOT AN EXPECTATION

Your challenge in a dysfunctional environment is to produce results that are noticed and appreciated. The sad fact is, your desire to succeed may upset the status quo and violate a cultural norm. So, don't be surprised if your achievements go unnoticed. Success is not an expectation, but don't let that stop you from doing your best.

Even when you're surrounded by idiots, it's not all doom and gloom. The anecdote is to develop a sense of humor and a tolerance for ambiguity. You can have fun and be productive on your own terms.  Keep in mind that those responsible for the confusion are not bad people, they're just behaving in a dysfunctional manner.

Armed with renewed determination, pay attention to the breakroom chatter to find out who the heroes and heroines are and how they claimed their fame. If what they've accomplished makes sense to you, set your goals higher and get to work. 

The following factors are the key to maintaining a sense of personal worth and dignity regardless of the functionality of those around you:

(1) Look for opportunities where you can make a measurable improvement.
(2) Look for opportunities to grow personally and develop professionally.
(3) Look for opportunities to do things others cannot or will not do.

As long as all three factors are present, you can find satisfaction in whatever you do; wherever you do it. However, if these opportunities diminish in value or cease to inspire you, it is likely that you can do no more. In that case, your next move would be to look for another organization that would value what you have to offer and plan a graceful exit.

Note: Involvement is the best way to make a positive difference.

V. O. R.