4 Keys to Creating Persistence in the Face of Resistance Through Acceptance for Yourself, and Your Team, Business, or Organization

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Photo by Lucas Myers on Unsplash

What types of resistance do you face at work, in life? And, how do they affect your daily work, and the people that work around you? In the article, 7 Keys to Balancing Strategic Thinking with the Day-to-Day Operations of Your Team, Business, or Organization, persistence is the first key that I talk about. Right now I do believe it is the most important. Why?

Because, as leaders, there are two ways we are confronted with resistance on a regular basis; and, being persistent is the key to continuing to move our teams, businesses, and organizations forward.

Here are those two ways.

  1. Resistance to the ever-changing realities brought on by the COVID-19 pandemic.
  2. Resistance to the current COVID-19 pandemic reality as compared to our previous realities.
Both of these instances of resistance can cause pain and suffering, for ourselves, our teams, businesses, organizations, and all of those that we serve.

What are some strategies that we can use to notice when we are resisting our current reality, regardless of whether it is due to resisting the amount of daily change we are confronted with, or resisting our new reality in comparison to our previous realities?

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Here are 4 tips you can use to persist in the face of resistance

1. Notice when you are resisting the current reality

The first step to shifting your attention from resistance to persistence is to know when you are resisting. Sounds simple, yes? It is and isn’t. Noticing when you are resisting the current reality may pose more challenges today, as we are all living and working through so much change.

Combine that amount of change with other environmental stimuli and we have a situation where paying attention to how we are feeling is more challenging.

These are not normal times. Better language. Normal is only relative to what we once knew, and whatever “new normal” we think will show up, it will not be what was. We need to face this reality, get used to it, and learn how to do our work inside of it.

Doing so means learning to notice when we are actively resisting the current reality. How? Practice. Pay attention to how you feel. For me, frustration or agitation are relatively good indicators that I may be resisting the current reality. When I feel frustrated or agitated, I ask myself, why?

What’s the reason for the frustration and agitation?

When the reason is known, and the reason is that you are actively resisting the current reality, you can begin to consider shifting your focus from resistance to persistence through acceptance.

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2. Shifting your focus from resistance to persistence through acceptance

Acceptance of the current reality is key to shifting from resistance to persistence. It is a must. When we do not accept the current reality, we are also actively resisting the current reality.

Either by living in denial, disagreement, disapproval, opposition, or complete refusal of the current reality. And, what happens when we are living and working this way?

We cannot create new ways to move ourselves, and our teams, businesses, and organizations forward. Maybe better language is that we are limited in our capacity to move ourselves, and our teams, businesses, and organizations forward. Why?

Because when we resist the current reality, we are limited by that focus. And, resistance is a very limited frame of reference. Whereas, persistence is about continuing to move forward in the face of any and all adversity. A much wider frame of reference.

Movement and this wider frame of reference are key. And, when the movement has stalled, as leaders, we can then create that movement. Creation and persistence go very well together. Creation and resistance? Not so much.

When you’ve moved from noticing your resistance to actively shifting your attention to persistence through acceptance, you can create new possibilities for yourself, and your team, business, and organization.

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3. Listen tothose around you

Another way we can become more aware of our own resistance is to listen to those around us. When people point to our resistance, it is very helpful. It may not always feel helpful, however, as leaders being open, available, and flexible is important.

When we are open, available, and flexible, we have the ability to take constructive feedback and do something with it. And, doing something with that feedback is important for us, and the teams, businesses, and organizations we lead.

Here is a quick example.

Today I was in conversation with a staff member that was questioning the need for a recurring meeting, as we had recently discussed the need to pause this work for now. Freeing up that staff member to work on the current business needs that are most pressing.

Whereas I was not openly resistant to the idea, upon reflection I noticed that I might have inadvertently been resisting canceling those meetings for various reasons.

However, none of those reasons were more important than the facts. We don’t need that meeting right now. And, that is what the staff member was pointing to. Extremely helpful.

As is the knowledge that sometimes our own resistance of a situation or event may be very subtle; and, not something that we are doing purposefully. An important distinction to be clear on.

You don’t get a demerit for being resistant. You are a human being. We are all resistant at times. Important to remember, as being upset or frustrated with your own resistance will only bring more resistance and frustration. Not helpful.

Listen to the people you have surrounded yourself with.

They are there for a reason. And, that reason may just be to point out your resistance, which is helpful. Knowing this allows you to move from resistance to acceptance and into persistence.

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4. Invite your team, business, or organization to do the same

If you are at times resistance, then so are those that you work with, and serve. Important to understand. As you work on your own resistance, you can assist others in working on their resistance. Sometimes it is simply pointing it out. Other times, it may require a deeper conversation.

Either way, that you know about your own resistance and know how to shift to acceptance, means that you can also coach others on moving into acceptance. It is so important to create more flexibility and adaptability today.

The change we’ve all been through and the change that has yet to come are going to require more flexibility and more adaptability. In turn, they will also require acceptance of what is. Acceptance of the current state of reality today. And, the current state of reality tomorrow. However, they show up.

When we can fully accept what is before us, we can begin to create new pathways for ourselves and our teams, businesses, and organizations. And, when we can create these new pathways, whether they are new business models, new engagement systems, or new staffing models, we can serve our clients, customers, and community in more effective ways. Why?

Because we are not resisting the current reality, pretending that normal will come back. Normal is gone. Let it go, and move from resistance to acceptance and into persistence.

Be well and lead well.

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7 Keys to Balancing Strategic Thinking with the Day-to-Day Operations of Your Team, Business, or Organization

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Photo by Felix Mittermeier on Unsplash

One of the strategies I wrote about in the post, Creating Movement in Your Team, Business, or Organization: 3 Steps in 3 Minutes was creating balance in your workflow in order to balance strategic thinking with the day-to-day operations of your team, business, or organization.

It occurred to me that I’ve used multiple strategies the past three years to accomplish this balance, some have worked well, some not as much. What’s most important, however, is not that some didn’t work, rather, it is important that some did.

Trying new strategies is part of leadership development. Actually, it is development itself. Try something new. If it works, keep it, if not get rid of it.

Well, then, let’s take a look at 7 keys you can use to balance strategy with day-to-day operations. And, if you choose to incorporate one, great. If you already do these things, wonderful. And, if they are new to you, give one or two a try and see what happens.

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7 Keys to Balancing Strategy with Day-to-Day Operations

  1. Persistence – being persistent is an important leadership trait; as is knowing that not everything that you implement will work. It just won’t. There is nothing wrong with that, and you do not get a demerit if something doesn’t work. All that means is that you need to be persistent in your actions to find that process, or system that will work. Stick to it, and you will find it.
  2. Prioritization – we are all inundated with multiple competing priorities. It is very important, however, to get clear on how those competing priorities should be prioritized. Very important. Otherwise, all of your priorities will have the same level of importance, and chances are many of them will not move forward.
  3. Patience – very important to have patience with yourself. When you develop patience with yourself, you will also have more patience with the people on your team, or in your business, or organization. Trust me when I write that patience will win over force any day. Patience is sustainable, force, not so much. Be patient, and give yourself the time you need to breathe.
  4. Determination – when one is determined, they are moving forward, and do not let obstacles stand in their way. Important for every leader everywhere. Why? Because the nature of leadership ensures that obstacles will often present themselves before us. Often. Being resolute and steadfast, while also being flexible in your approach is key. You will be challenged regularly. You will also be drawn to the day-to-day operations. Normal. Yet be steadfast, and determined to incorporate strategy into your daily workflow. It is possible.
  5. Organization – understanding an organizational system that works for you is essential. It does not have to make sense to anyone else. Just you. Important, as people often think that their organization system must be understandable to others. Not so. You need to understand it, period. Also know that how you organize yourself will change as the business changes. It is supposed to.
  6. Time Management – a difficult skill set to develop for me, yet one that I have made progress on in the past few years. What I’ve learned, similar to learning to organize myself, is that there is no one way to manage time effectively. Important to understand. When you understand this, you will actively seek out new ways to manage your time, until you find the system that works for you. And, time management should also change as the business changes. It must.
  7. Vision Clarity – you must be very clear on your vision. If you are not clear, you will continue to do day-to-day tasks that are not moving you closer to achieving the goals associated with your vision. Being clear on your vision, ensures that you are moving your vision forward when you are working on the day-to-day operations. You are then always working on your strategy, even when you are working in the “weeds.”

There we go. 7 keys to creating balance between strategy and the day-to-day operations of your team, business, or organization. Are there other keys, you ask? Of course. These are simply the ones that I am most present to now.

There are many meaningful ways to balance strategy and day-to-day operations. How many there are matters less, than, as leaders, we try new things, and incorporate new strategies into our workflow often. Be open and flexible to new ideas, new ways of doing things, and new ways of being.

Teams, businesses, and organizations change often. And, with change comes the need to be open to changing as the need changes. A must.

If you’ve tried the keys outlined in this post, awesome. If you’ve not tried them all, try a new one, try two. If you already do them all, wonderful, you’re ahead.

If you’re not sure how to incorporate these keys into your workflow, here are a couple of quick suggestions before I close.

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  1. Persistence – continue to try new things. Get your best ideas out, and invite others to collaborate. Your ideas + their ideas =.even better ideas. Continue to persist, you will find the process, system, or vision you are looking for.
  2. Prioritization – how do you prioritize your work? Know that however you prioritize your work today, there are a million other ways to prioritize. If what you are doing is not working, try something new. Remember, as the team, business or organization iterates, the way you prioritize yourself will also have to iterate.
  3. Patience – a big one. Though being persistent and determined are very important. Being patient is equally important. Give yourself the time to breath and think. A must. Schedule the time into your calendar. Make time, and let your team know this is your time to just be. Go for a walk, or just sit. Doesn’t matter. What matters is doing it daily. For a time, I had a recurring appointment on my calendar for myself. It read, breathing. And, I did just that.
  4. Determination – yep, important. Things will happen and “go wrong.” It is the nature of leadership, especially when leading innovative teams, businesses, or organizations. Stay the course. Remember, that “failure” is part and parcel of the creative process. You cannot have breakthroughs without breakdowns. They go together.
  5. Organization – similar to prioritization, trying new organizational strategies is important, and needed. Example – when I started my current job, I organized myself in an “old school” way. File folders, and lots of paper. Then I went completely digital, then back to files, and folders. Now, a combination. Again, what matters is continuing to try new things. When something’s not working, do it differently. You may be surprised how that will open up more thinking space for you.
  6. Time Management – phew, time management is so important today. I am much better at it today; yet I would say the first two years on the job, I really struggled in this area. How did I begin to improve? Continually trying new things; and, asking for help. The department administrative assistant, to this day, goes through my calendar with me, and asks this question – why do you have this meeting? Hm. And, if the meeting on my calendar is not connected to the vision, I cancel it.
  7. Vision Clarity – yep. Once you’ve become skilled in the aforementioned areas, you will have more time to work on strategy. And, once you are clear on your vision, the aforementioned keys will also become easier. Why? Because the clearer you are on the vision, the more you understand the work you really need to be doing. You begin to see other work you’ve been doing in a new light. And, you will begin to let that other work go. If the daily work is not connecting to the vision, let it go.

Alright, we’ve discussed 7 keys to balancing strategy and day-to-day operations; and, we’ve also looked at a few ways you can incorporate these keys into your workflow.

Remember, the most important thing about creating balance in your work, is to always be present to the reality that trying, and doing things in new ways is necessary and needed.

When you are unsure of what to try next, try something new, stand back and see what happens. If it works well, keep it. If not, let it go; and, then, try something else. Whatever you do, keep moving. Be and lead well.

#business, #businessplanning, #businessstrategy, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #operations, #organization, #organizationaldevelopment, #persistence, #prioritization, #strategicplanning, #strategicthinking, #strategiplanning, #strategy, #timemangagement, #vision, #visionandstrategy

Strategy + Action = Traction

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Photo by Jungwoo Hong on Unsplash

As I was creating a 3-minute video, some time ago now, on creating movement on teams, I uttered the phrase, strategy plus action, equals traction. And, this is so true. Why? Well, before we look at why, here is that video.

Jeff Flesch YouTube

Okay, why. Because in order to move a team, business, or organization forward, you must have both strategy and action. If you only have strategy, you are only talking about doing things; and, if you only have action, you are only doing that which was done yesterday. And, that is not traction.

How can you create strategy, action, and traction? Let’s take a quick look.

Strategy + Action = Traction

The key to creating traction is movement with vision. The first full year in my current position we moved, yet we did not move as a team, and we didn’t have a vision. No traction.

There is a distinction here that is important. You cannot gain traction until you move as a team and are clear on where you are going.

In that first year, we were focused on understanding each other and building relationships. Additionally, we learned the business, and got clear on the strengths and weaknesses in the business model.

In effect, we were focused on each other, and the day-to-day operations of the business, which is totally understandable. You can only move a team forward, once you are in relationship and have created safety, understand the business model, and understand where you are going. That was created in year 2.

Developing a vision, which I’ve written about in other posts, was creating where we were going with intention. Once that vision was created, we had the ingredients to move into traction.

Recap
  1. Build relationships and create safety.
  2. Learn the strengths and weaknesses of the current business model.
  3. Develop a vision to pull you into the future you are creating.

There are other components, which are also important to creating traction, such as developing processes and systems that work together in your business model. In our first year, we did a lot of process upgrades; and in year 2 we started to work on the systems.

In year 3, in the time we had pre-COVID-19, we were continuing to work on those systems; and, even during COVID-19, we have continued this work, though the work has been focused on new processes and systems to support remote and online learning.

Now, in our just-about-to-begin year 4, which we are calling reset to zero, we are going back to creating, building, and maintaining relationships. However, this year it is about creating, building, and maintaining relationships in the community; with our partner organizations, and business clients. Wonderfully exciting work.

For those that learn best audio-visually, here is a very short video on creating strategy, action, and traction. The culmination of which, I have termed the traction zone. Take a look.

Jeff Flesch YouTube

Balancing the day-to-day operations with strategic thinking is also very important to creating strategy, action, and traction, and getting your team, business, and organization into the traction zone.

More to come on how to create this balance, as I am currently working on a new post to discuss 7 keys to creating balance between the day-to-day operations and strategic thinking. Until then, be well and lead well.

#action, #buildingrelationships, #businessplanning, #businessstrategy, #creatingbusinessmodels, #creatingvision, #creatingyourfuture, #developingprocessesandsystems, #developingvision, #leadership, #leadershipdevelopment, #leadershipinaction, #strategiplanning, #strategithinking, #strategy, #strategyplusactionequalstraction, #strengthsandweaknesses, #teamdevelopment, #tracationzone, #traction, #vision