Organisational composure

If only our organisations were more composed,  there’d be less panic; fewer last minute rush jobs; less chaos.  Instead there would be greater focus on purpose; clear priorities; space to think; and a few tasks might actually get completed.

Of course, the composure doesn’t (can’t) come from the organisation – it has to come from the people who work there – especially those who consider themselves to be leaders.

When do we become oblivious to the mania that surrounds us?  Is it related to promotion or reaching a particular level in the hierarchy?  More likely, in my view, it’s about how prepared we are to hold our nerve, to allow people to do their jobs without interfering.

Is it a pipe-dream?  Only if we each refuse to accept some responsibility – primarily, for changing our own behaviour.

And the consequences if we don’t?  Well, the best, current example that I can think of would be the Scottish rugby team – lots of good work, but no composure.  And with no composure, they haven’t scored a try for more than four games.

The same thing applies in the world of work.  Without composure, there’s masses of activity, pockets of good work (even glimpses of great work), but no end product.  Incomplete projects litter the landscape, half-baked ideas clutter the brainscape, and the cycle never ends.

Unless, we make some choices to do something about it.  Go on, I dare you!

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