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Archive for February 2nd, 2009

Rock, by Olivier Blanchard

“Individuals behave in a difficult manner because they have learned that doing so keeps others off balance and incapable of effective action. Worst of all, they appear immune to all the usual methods of
communication and persuasion designed to convince or help them change their ways.”
– Robert Bramson, Ph.D.

I will probably spend the rest of my life trying to figure out why some people are so vehemently opposed to change, progress or new ideas that they will exert more energy fighting them than embracing them. I am sorry to hear that so many of you are dealing with this. I don’t have a lot of advice to give you there, except this:

Far be it from me to suggest that every new idea and every bit of change is positive. Success, after all, is more often than not the result of countless failures – some calculated, others not. I completely understand how and why intelligent professionals would (and should) be suspicious of new ideas. Due diligence does play a significant role in effectively adopting new ideas and making them work. No question.

But some people resist change no matter what. These are not people who take the time to analyze a new idea or concept, run scenarios, try to figure out contingencies, look for lateral opportunities, and get around potential pitfalls along the way. These are just difficult people who enjoy being roadblocks.

Perhaps it makes them feel important: If they can’t actually be agents of change, at least they can be agents of un-change.

Maybe it’s all one big ego trip. A passive-aggressive power play.

Maybe it’s just that making sure that things don’t change defaults to predictability in their professional ecosystem, and predictability equals security. The less you change, the less you rock the boat, the safer you are.

Which makes sense when you realize that people who tend to become human roadblocks have made a career out of doing essentially nothing. (Doing something is what their staff is for.) There can only be security in doing nothing when the alternative (doing something) can be sold to senior management as a high-risk, low reward proposition.

Maybe it’s a little bit of everything: Laziness, insecurity, ego. You name it.
One thing is certain: You can’t teach an old dog new tricks. Human roadblocks are wired to be the way they are. No amount of logic, enthusiasm or even authority will change them. Or move them, for that matter.
Just like speed bumps, they are there to stay. Just like speed bumps, you have to slow down when you get close to one of them. And just like speed bumps, they’re pretty easy to roll over or get around once you have a clear view of where you want to go.
The thing about human roadblocks is that they don’t go anywhere. Come back in ten years, they’ll still be exactly where they are, doing the same damn thing. Maybe some of you can take some solace in that.
So my advice to you today is this: Don’t go mistaking speed bumps for 500 foot cliffs. They’re just speed bumps. Just keep doing what you are doing, and don’t let anyone stop you from getting the job done.
If you are clearly outnumbered, however… run like hell. ;D

Regardless of whom at work is giving you a rough time, have a great Monday.

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Peter Diana / Post-Gazette

Mike Tomlin. Photo: Peter Diana / Post-Gazette

Mike Tomlin: The youngest coach to win a SuperBowl.

This is what I like to see: Management empowering dynamic new voices to lead.

To every football team, school district, board of directors, Senior VP, CEO and CMO: Next time you overlook the visionary kid with new ideas, remember this face.

Tell me he was the easy choice. Tell me he wasn’t the gamble. Tell me you wouldn’t have hired someone with more “proven” experience. Someone with a more impressive resume. Someone with a bit more seniority. Someone with more wins.

You would have been wrong.

Alexander the Great wasn’t a graying battle-hardened General when he conquered Persia.  Bill Gates wasn’t a Wharton MBA with twenty years of executive corporate experience when he started Microsoft.

Empower visionary leaders no matter how new and how young they may be. Mentor them if you must, but do not stand in their way. Do not tell them no. Do not tell them once you’ve been here twenty years, we’ll talk about it.

The Steelers made a choice. A difficult, risky choice. And it paid off.

In truth, these are the kinds of choices that almost always pay off.

So my question to you is… what kinds of leaders is your organization producing?

It’s an important question. One that could very well decide whether or not your company succeeds or fails in the next decade. Maybe even in the next year.

Give it some thought. Serious thought.

Welcome to a whole new work week. 😉

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