In a recent conversation with a colleague, who is state deputy director of a large conservation organization, we reflected on the new management paradigm so many leaders are facing now.
He remarked on how it is increasingly challenging to identify the right assumptions to make for the future. Change is happening so fast, what’s the best way to make sense of the world? What are the best practices? What works? What’s missing? He summed it up with “There’s no playbook here!”
Indeed, for this particular global crisis, there is no playbook. And, the global “re-set” is REAL.
Since our conversation, I’ve reflected on his question. In the midst of this global re-set—deeply affected by corruption at the highest levels of business and government and the economic assault on “Main Street,” what, if any, are basic values, principles and practices we can rally around? And, what are the right assumptions?
Here are three assumptions I propose as a reasonable start for these times:
First, the universal truth, “The only constant is change,” needs to inform our thinking more than ever.
Second, leaders must come to peace with the notion that “This change is not going to be easy,” even though it might not be as hard as expected in the end.
And, finally, “We’re in it for the long haul.” Probably the most important assumption of all!
I think it’s safe to say leaders are being faced with existential questions.
Why do I say “existential?” Because many of our mission-focused organizations are grappling with survival. And as leaders, we must be prepared that our organizations may end. Or, our organizations as we know them, may end.
And here is the invitation to courageous leadership.
We must not fear “the end.” As my colleague also observed, “We must approach our future with a humble spirit.”
In terms of managing change, I suggest that the best place to start is with the scenario that your organization closes down. What assumptions are relevant to such a decision? If truly you are at that level of risk, put a “completion” plan in place. Note my suggested language. “Completion” honors everything your organization has done and contributed to its mission. It’s been good. You’ve had positive impact. There is no failure here.
Next, keeping your vision and mission front and center, what is the essence of your organization? What is most fundamental to continue to serve that essence, even if your scope of operations must pare down? What assumptions fit here?
And now, build up from there.
I think the best approach is to plan out four or five likely contingencies, based on the intel you can gather, and then keep paddling through the rapids, making the best decisions you can.
As I write this, The Four Agreements by Don Miguel Ruiz come to mind. They are:
- Be impeccable with your word
- Don’t take anything personally
- Don’t make assumptions
- Always do your best
I admit, as a leader, I don’t think you can get away without making assumptions. It’s just important to hold them lightly in the context of the three assumptions I noted above.
And as you go forward, stay in your impeccability, don’t take anything personally, and always do your best given the environment you are in and the resources (both personal and organizational) that you have. And here’s the biggie…without attachment to outcome.
Remember, you are not alone in this global re-set. Take care of yourself. And then take the best care you can—for what you care about—with a humble spirit.
Yours on the Journey,
Martha