"Lasting improvement does not take place by pronouncements or official programs. Change takes place slowly inside each of us and by the choices we think through in quiet wakeful moments lying in bed just before dawn."
Leaders typically report that the most critical issues they face include quality, service, profitability, cost control, productivity and/or overall performance. These issues often take the form of poor quality, declining profits, productivity drop-offs, unacceptable customer service. These organizational difficulties are considered hard issues.
Many leaders focus on the hard issues because they are easy to see, recognize, and measure and in some ways they seem easier to address. Leaders also place importance on hard issues because they seemingly are based on fact and factual matters can be debated, proven, and strategized. Most people find it easier to address concrete, nonhuman issues.
The underlying cause of hard issues is often found in the soft issues of an organization. The soft issues are the human issues – the fundamental attitudinal or mindset issues of your people. These soft issues consist of less tangible aspects that are much more subjective and less easily measured or charted than the hard issues. We are less experienced in dealing with these people issues.
Dealing with the true cause of a problem often involves understanding and fostering attitudinal changes in people. When we talk about attitude or mindset, we are not just talking about positive or negative attitude. We are talking about overall mental and emotional well-being, self-image, self-esteem, values, beliefs and feelings about the world and the place people believe they have in it. All of which affects their state of mind.
An individual’s performance is directly related to his/her state of mind-a soft issue. Performance, which can often be measured, is a hard issue. State of mind, is a soft issue. An effective mindset creates good performance and desirable results.
The belief that our soft issues will disappear if we get our systems, structures and processes right has caused the downfall of many organizational change efforts.
Managing Dynamics trains leaders to understand and influence their state of mind and the state of mind of those they lead towards over-all mental and emotional well-being. This translates for all to the ability to make mindful and proactive decisions from a place of strength, balance and clarity. This in turn translates into top performers demonstrating excellent skills and meeting and exceeding expectations!
- Soft issues do not go away
- By focusing attention on structures, systems, and processes-the tangible side of the change issues-organizational leaders seem to ignore the fact that the company’s performance is linked directly to the attitudes of its people