You or your organization may be plateaued…
- If you say “no” more easily than you say “yes.”
Organizations on the rise are always looking for ways to climb higher. Organizations that are plateaued think differently. Most will either look for ways to solidify the height they have climbed or be certain that no decision will precipitate a descent. This shift of thinking is at the very core of their plateaued reality.
One of the necessary elements of a growing organization is the management activity that must grow alongside it. This is the skeletal framework that provides for infrastructure and has the potential to allow continued growth. Unfortunately, when forward movement slows, management typically doesn’t. In fact, management processes can very quickly assume the driver’s seat and take the reins. And when this happens, the wrong people are now leading.
In such a place, “no” becomes an easier answer than “yes.” You see, managerial types are motivated by getting their worlds organized and under control. Management means “manage” and more change doesn’t respond to such an agenda. “Let’s solidify where we are…” becomes the internal mantra. So systems and processes lock in their places and are guarded by these friends who are most at ease when they can manage their loads.
Among the first evidences of this shift is a “protectionism” of what we have done to reach the current pinnacle. Rather than seeking new ways to climb higher, it’s the path we’ve walked that must be guarded, even if that path has reached its zenith. Now, guarding the values that have led us this far is important, but it is also the trap that locks us into existing levels. Without vision, values don’t serve us as well. They are intended as the guides for the climb, but can become our prison at the rest stop.
Only vision and the new people or new ideas it generates can drive us forward.
Having worked with many plateaued organizations, I can say from much experience that “no” is more common than “yes” when new approaches are offered. Why we can’t do something is clearer to managerial types. For them, it is much more difficult to figure out how to integrate new ideas and directions into the world they are trying to get under control. So…committees make decisions, additional organizational layers are added for supposed efficiency, and ultimately the path for a new idea becomes blocked with numerous boulders.
Ask yourself, “How easy is it for us to engage a new idea or a new direction?” Or maybe ask, “why don’t new ideas get implemented easily in our organization?” When other similar organizations are finding a path forward, we need to grapple with why our team can never find their way to similar choices. Usually, it’s because “no” or the reasons we can’t are right at our fingertips.