Time Capsules. Why would anyone in 2110 be interested in what we did or thought in 2010 if no one seems to care about what we’re thinking or doing right now.
“That? We did that.” “Been there, done that.” “Oh no, not that!”
Are they likely to be intrigued by the artifacts of our technology? Influenced by the incivility of our interactions? Impressed by the chaotic management of our business processes?
We haven’t done a great job of learning from the past and here we are, sending a message to the future. That’s taking procrastination to a whole new level.
Instead of boxing up a time capsule of errors and omissions for an unknown generation some 100 years hence; let’s create time release capsules and open them often, consistently, and over time while we can still do something about the challenges we face.
What should be included? How about:
The best ideas of the week and why they worked. Names of the people with the best ideas and how they got their points across. Names of the best implementation teams of the week and how they did what they did to deserve the honor.
Another week’s worth could be:
The biggest blindsides of the week and steps you’ve taken to correct them. The biggest blindspots you have and what you’re doing to reduce them. The biggest blinders you wear and what you’re doing to remove them.
And a third week’s worth:
The best leads of the week and who got them, the best deals of the week and who did them, the best saves of the week and who made them.
Opening the capsule now enables you to learn from an immediate past to avoid repeating errors, to confront what’s not working and replace it with what is, all while keeping an eye on future goals and objectives to achieve them.
If you don’t, you’re rehearsing mistakes to the point of forgetting that’s what they are. The most common problems you’re apt to encounter aren’t mechanical, they’re human. When a part breaks, you do whatever it takes to get it fixed. When the problem is your colleague, the human tendency is to wait, avoid, and hope the problem will go away. It won’t and will become increasingly difficult to handle.
Handle your problems now.
Keep your comments direct, descriptive, objective, and non- judgmental. Here’s an example:
You’ve become increasingly frustrated with a peer: “Our team meetings are always held on Wednesdays at 8:30 a.m. You’ve been a half hour late the last three times we’ve met. Because your project is key to our current change process we’ve not been able to begin the meeting without you. Your colleagues have indicated their frustration and it’s impacting your credibility. Let’s figure out how to make this work for everyone.”
Then use basic negotiation strategy: Get tough on the problem (and go easy on the person); find out what you don’t know; stay objective; brainstorm for solutions; decide on an action plan that benefits everyone involved.
It takes practice to get better at this “appropriate confrontation” stuff. That means starting now. Anything else is procrastination and belongs in a time capsule.
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Joyce Richman (www.joycerichman.com) has been specializing in executive and career coaching since 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at www.thecoachingassociation.com.
