Will You Add? - What Are You Waiting For?

• I really should talk to him about...
• We should expand our business in...
• Why did he make that decision? It doesn't make sense to me...
• Why don't we process these invoices in a different way...
• Wouldn't it be great if...
• If we did it this way it would be much more efficient/reliable/effective
• Why do we need to send this to X every month/at all?

Every one of these thoughts could be the source of resolving a problem, or the seed of a great opportunity. Over many years, working with peopleon solving problems and capturing new opportunities, we have consistently seen these unspoken or ignored ideas form the basis for a solution that everyone can buy into.

Why don't you address these thoughts right away?

In our experience there are two major factors that work together to stop people addressing issues immediately or at all:

You stop yourself. Almost always it's a personal fear that stops you. This fear is something that, if you examine it honestly, has no basis in reality. The problem is that we often don't examine why we hesitate to act on our thoughts - to do so would be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!

Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.

The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:

• "yeah, she'll never listen to that idea" Business Careers: Keys to Moving on from Retrenchment
  You may be astonished to realize that retrenchment may occur more than once during the life of the modern day worker. In fact, career advisors report that we could expect to be made redundant up to three times during our working life.As common as retrenchment is, when it happens, no one likes it. Whatever range of emotions initially emerge - fear, anger, resentment, retaliation, humiliation, disappointment - we should recognise as being quite normal. How we respond and deal with the situation will influence our entire financial future and how quickly we move through these negative emotions.This article will assist those people who may wonder how to deal with retrenchment. These ten ke.
• If we did it this way it would be much more efficient/reliable/effective
• Why do we need to send this to X every month/at all?

Every one of these thoughts could be the source of resolving a problem, or the seed of a great opportunity. Over many years, working with peopleon solving problems and capturing new opportunities, we have consistently seen these unspoken or ignored ideas form the basis for a solution that everyone can buy into.

Why don't you address these thoughts right away?

In our experience there are two major factors that work together to stop people addressing issues immediately or at all:

You stop yourself. Almost always it's a personal fear that stops you. This fear is something that, if you examine it honestly, has no basis in reality. The problem is that we often don't examine why we hesitate to act on our thoughts - to do so would be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!

Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.

The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:

• "yeah, she'll never listen to that idea" To All Managers: How Does ADD Affect Your Workplace?
  Tent caterpillars create a cocoon for an entire colony. Within one colony there are two types of caterpillar. One type, pioneers, weave long threads forming the skeleton of the tent. The others, the workers, weave cross threads filling in the structure. If there are too many pioneers, the tent is too big and collapses. If there are not enough pioneers, the tent is too dense and the colony suffocates. Viva la difference.Within the colony of human beings we can find similar differences. Some are explorers, entrepreneurs extending the boundaries of our environment in art, science, or business. The rest fill in the details as accountants or managers.As a manager you know that creativity is t.

  Why don't you address these thoughts right away?

  In our experience there are two major factors that work together to stop people addressing issues immediately or at all:

  You stop yourself. Almost always it's a personal fear that stops you. This fear is something that, if you examine it honestly, has no basis in reality. The problem is that we often don't examine why we hesitate to act on our thoughts - to do so would be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!

  Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.

  The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:

  • "yeah, she'll never listen to that idea" Engineers Make Great Inventors
    Or is it that inventors make great engineers? Either way, they go hand-in-hand.Engineers of virtually any specialty get paid to experiment with the technologies of today and add in improvements of their own. In the process, they often create new, useful inventions that may be eligible for a patent.Engineers invent new technologies for the rest of us.There are many engineers (otherwise known as inventors) in history. I’m sure you’ll recognize the names of a few.For instance, take Leonardo da Vinci. He drew plans for several flying machines, including a helicopter and a hang glider as well as many military machines. In addition, da Vinci may have made a great civil engineer asd be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!

    Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.

    The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:

    • "yeah, she'll never listen to that idea" Your Interview Questions Are a Serious Matter
      Of course interviews are mainly about you answering the questions they put to you, but at the end of your allotted interview time, the questions that really matter most are yours. You should hope to hear the interviewer ask you:“Have you any questions?”But even if they don’t ask, you should grasp the opportunity and say:“Do you mind if I ask a couple of questions?” However you must be careful when planning what questions you’re going to ask, and make sure that they are not ones that you should already know the answer to because it’s been covered in the interview.Try to make sure that you ask questions that are relevant to the job. You could ask things lis point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.

      The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:

      • "yeah, she'll never listen to that idea"
      • "you're right, the company would never fund the research"
      • "he never does anything about new ideas"

      In most organisations individual leaders want people to come forward with new ideas, be proactive with issues and voice concerns immediately. Butthey are often unaware that they themselves are buying into the prevailing "yeah, buts" and so fostering an environment that stifles risk and innovation.

      If you are an organisational leader whocomplains about lack of innovationin your team, ask yourself where and how often you allow yourself toassume an idea won't work and hold back out of embarrassment or fear. If you yourself fall into the trap, how can you possibly create an environment which encourages others to step forward!

      How can you create an organisation that fosters innovation?

      Creating the right environment is a matter of managing key mindsets, skills and structures:

      A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?

      The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.

      The structures involve explicitly planning to have these kinds of conversations. Every day new concerns and new ideas are

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