Ever
wondered how it’s possible to add value through the work you do to an
organisation, another person or indeed yourself? Whether we’re permanent staff or have a bit
more flexibility in our employment options it can be frustrating to watch as
our ability to create and deliver valuable work is inhibited or stopped by the barriers
erected or entrenched positions taken by others. It’s one thing for an
organisation to have an appetite for getting things done, it’s quite another for them to
actually enable it.
Which
is how a recent conversation with a colleague of mine in the USofA kicked off.
Rob Schachter, of RBS Consulting, and I first connected
on LinkedIn, as you do, and have been volleying our theories and experiences across
the Atlantic for some months. The one significant thing we agree on is that
Executives who give a damn make the difference to the work of change agents
and whether that work will be a success or failure. Yes that’s right, they give a damn. They give a damn about getting
stuff done. They get out of the way so others can do what they do best, and they
care about how that stuff fits in to the bigger picture.
This
post is a snapshot of our conversation. It shows how working with and for an Executive
(sponsor or otherwise) who gives a damn makes for a positive work
experience where value is palpable. Following are some of the lessons, principles and good (what’s best
today may not be valid tomorrow) practices we derived from our experiences for the benefit of others
seeking to succeed with their initiatives.