The benefits of a virtual Brexit
Let me start this by saying I voted Remain in that once-in-a-generation moment on 23rd June. And it was an unequivocal Remain based on a profound belief in the power and importance of unity. Yet I’m wondering what we can learn from Brexit as organisational leaders.
For such consideration to be of value I have to step away from my personal disappointment – detach, if you like, from the outcome I wanted…which is a useful leadership practice in itself.
Let’s, for a moment, take a higher perspective on the whole Brexit issue. Is there something here about shaking up a stagnant system, breaking free of some of the ossified rules, practices and habits? I think, maybe, there is.
Too often in organisations we become dependent on the long-established practices, processes, ways of thinking, being and doing because they’ve served us well in the past. Systems and processes that should be dumped or completely reconfigured are tweaked or have extensions bolted on wholesale that usually add complexity and foster confusion.
What we can fail to notice, too, is the rut we’re in; the reliance that has become complacency; the stifling of possibilities, potential and fresh ideas; the draining of vital energy as people disengage because ‘nothing ever changes.’
Releasing full power…
Whilst we don’t, necessarily, need the seismic shift of a Brexit as leaders we need to be alert to the need for positive change and making it happen so that we can realise the full power of our people and our organisation.