Instinctive Responses in a 2 Second World Need a Sense of Reality.

Hopefully empathy will not become just a term in management literature or a corporate asset that needs to be measured/quantified.
An organisation needs a sense of being real. In these times, we simply cannot allow ourselves to be carried away by our past successes or think what worked upto now will also work later.
The organisation needs to have real interactions between people. What will work and what needs to be done is an iterative process. You need people to talk, to understand each other’s point of view, to take decisions, to accept failure and learn and equally not get carried away by success. Learn and iterate at all times.
If you look for inspiration in team sport, superstars may win you a match here or there but long term success is all about combining skills and experience and to align together in joy and sorrow.
Is this empathy? or is it just being human and real?
Success can be misinterpreted. One can believe that the method that helped reach a goal once will also provide similar results the next time. We seek to drive that as a best practice or create rules. Somewhere in this need to scale success we lose the ability to listen and collaborate.
While digital tools have created opportunities to connect with other colleagues, processes, culture and hierarchy changes have not kept pace. Mr Vivek Ranadive, CEO Tibco, talks about the 2 second advantage and success. While technology can likely deliver on the 2 second advantage it is the cultural aspect of these changes that need to be understood by leaders in the company.
There is an old saying, you can train a person for knowledge and skill but attitude is what one brings to the table each work day. The atmosphere that is conducive to the being real mantra of a leader must be created by starting with hiring the right people.
I think it is important to always be in conversation with the team. Does being in conversation constitute internal branding? Perhaps it does. Internal branding is not about a bunch of posters one puts on the walls or monthly campaigns on email. I think it is about a team feeling they are a one unit.
A team that feels no fear. A team that is willing to experiment.
Internal branding then is not just what you say on posters but a lot of it is articulated in your actions.
If someone draws a line in the sand or in the marketplace, the immediate response of the organisation should be to not try and erase another’s line but to align effort and services that help create a bigger market/opportunity.. i.e. another line. This needs to be an instinct with everyone contributing together to make it happen.
Instinctive responses in a 2 second world need a sense of reality.






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