What are you afraid of?
This may seem like an insensitive question at this time when there is so much anxiety around COVID and its ramifications. And yet as leaders we know, or at least should know that fear is the last thing that’s useful except as a catalyst for constructive and useful change.
There are many voices around sharing views on what should change, whetherthings should change or whether in reality we’re all just hunkering down praying for the ‘old normal’ to return.
The fear that we are feeling should be seen as a positive impulse. One that calls on us as leaders, to consider our responsibilities for not just the current generation but for 7 generations into the future. That changes the scale of the game from the little league to the big league – regardless of what size of business we are working in.
In fact, I suggest that our fear of inactivity or no change should be far greater than having to relinquish that which has been familiar, even if not comfortable. When we consider the agenda for change from an organisational stand point the list could seem endless and yet boils down to a few core questions: are we serving the creation of a better world FOR ALL; are we creating a culture where people can thrive; do we have the commitment to quality and ways of working that sustain our longevity?
The reality is these questions are interdependent and, in a world where change is being demanded and a positive response to each of these questions is the threshold for long-term survival, we need to take these questions on. We need to work out the scale of change needed in our own organisation. The changes may be small in some areas because we’ve been doing a great job of meeting the required standard and in some areas, it may be huge changes that are needed.
Either way, our role as leaders is to be courageous, feel the fear and do it anyway.