Non Sequiturs. Latin for “it does not follow”. Basically this an argument when the conclusion does not follow or match the beginning statement or assertion. In a non sequitur, the conclusion could be either true or false, but the argument is a problem because there is a disconnection between the premise and the conclusion. (Source: Wikipedia)
OK, think about this…you started with this belief and then things changed. In other words, you started believing this and then your world (your perspective, the objective) changed. And it is not so much an argument of change as it is that something changed and now you have a different view. So how many of you have had this type of day? You plan for this and then this other thing happens, or the boss says we are now doing this and then it doesn’t hold true.
What do we learn about this? Let’s make it simple. We, as leaders and managers, must be clear on what we want and what we want to happen. Take it a step further and say it also needs a why we are doing it and how much it needs to happen. How many times have you been told to do something and not told how to do it?
Call it November 1996. “Hey, do this policy and procedure book.” “You have a team, so create a manual this week.” “I need to have this book within 2 days. So get it done.” I failed. I did get it done, but not without some improvisation and effort from some great people. I sucked as manager because I did not know what I did not know. Think of your last “thing”. The premise was to get something ‘squared away’ and the conclusion was…well, it didn’t get done. Or maybe it was a standard or some new initiative. In other words, what was set in motion did not happen. The idea and concept did not meet expectation and delivery.
Welcome to management. Not always like this, just some times.
Management is about working on or around whatever you are given. Not perfect. Just management. Let’s make it real for a moment. Pretend that you have attended a training session and there needs to be a standard implemented within the business, within the team and within a certain time frame. The standard is about checking in with a customer about their transaction or service. We get the logic, the “why behind it”. It’s just the implementation, the “how to get it going now and then how to ensure it is still going three months later.” What do you think?
Well, I bet the day and activities in any given day may overshadow the implementation. That is the balance (or lack of it). So what are we to embrace?
- First and perhaps most important, do you get it? Do you understand the mission?
- What has the history of implementation taught us? Do we typically shut down? What two or three things do we know about creating change within the team? Assess what you do well and what you do not do well.
- What will get in the way? Assess the landscape and everything you have got ‘going on’ right now.
- What does the team need? Do they get it? Are you sure? Have you asked them to teach back the goal and objectives?
I cannot tell you how many times I was given a “thing” or told to do this “thing” and then… What about you? I wrote this months ago with different mindset. And now I am writing again. Remember the title? I started this with an idea to help managers understand the fluidity of their job. That it can change after the objective has been set. That they may have to do something else. Something that they did not intend. Now, I am thinking about how managers need to…
Remember the original task with its reason for being. Has the mission (goal) changed?
Embrace what has changed and perhaps, more importantly, what has been learned.
Analyze what has been done and what lacks being implemented.
Confirm who has been involved (who has moved on or has been added).
Define any measurement, next steps and how this looks now.
We all have started to accomplish one thing, something happens and we alter our direction. Our “change” changes. Our starting goal does not follow what happens. Just like this post. I had one thing in mind, life changed and now I see the outcome from a different perspective. From a completely different set of circumstances. You still have to smile and keep going.
“In preparing for battle I have always found that plans are useless, but planning is indispensable.” Dwight D. Eisenhower