Leave, Change or Accept

Paula Goode is a Coach, Author and Healthcare Transformation Specialist. Founder of the The Coach Hub at Goodeinsight Ltd (goodeinsight.co.uk)

 

 “When you complain, you make yourself a victim. Leave the situation, change the situation, or accept it. All else is madness”

            Eckhart Tolle

How do we know what we can change and what we can’t? Who knows? Nevertheless, there are those that will try and others who do not. What appears to make the difference seems to boils down to choice. Leave, change or accept. There’s a current trend emerging, that just accepting suggests we are helpless, having learned to be helpless, so to speak.

In conversation recently someone told me that the problem at hand (or out of hand even) had been around for 35 years, all had tried to solve it without success. There was a sense of inevitability about any attempts to resolve this issue. Noticing that the rules applied to the decision-making resulted in only one outcome (the unhelpful one), two things occurred to me:

“You are confined only by the walls you build yourself”

       Andrew Murphy
 

“We cannot solve problems with the same level of thinking that created them”

            Einstein

 Martin Seligman, the American Psychologist and expert on positive psychology suggests that helplessness is learned. We become conditioned into believing that we cannot change a seemingly difficult situation. We don’t try, confined by the walls of our imagination. Unconsciously we unwittingly reinforce and sustain this self-created reality.

If Einstein is correct, then creating a different result means finding new ways of thinking. This involves a commitment to change, a commitment to solving the problem, the creation of something new.  Se we leave, change or accept? Either way the choice is yours….

“Never believe a few caring people can’t change the world. For, indeed, that’s all who ever have.”

            Margaret Mead

 
Paula Goode is the author of Notes on Nursing a Thought (2014)

http://www.amazon.co.uk/s/ref=nb_sb_noss_2?url=search-alias%3Daps&field-keywords=paula%20goode

 

 

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Newton’s Law, Relativity and Marmite

Notes On A Blog by Paula Goode

Paula Goode is a Coach, Author and Healthcare Transformation Specialist. Founder of the The Coach Hub at Goodeinsight Ltd (goodeinsight.co.uk)

“Creativity thinks up new things. Innovation does new things.”

                                                                                                Theodore Levitt

 An ambush was inevitable. A wielding of an oratory political sword across the airwaves.   What about privatisation of the healthcare system in the UK and why were nurses treated so badly? It crossed my mind that the potential answers were worthy of a doctoral thesis. It was a paradoxical monologue, challenging the status quo and opposing change all at the same time.

Is it true that we either hate something or we love it – black or white, good or bad, right or wrong? For every action there is an equal and opposite reaction.  The impulse is to swing to the right while the conversation polarises to the far left. Fortunately there’s an alternative, because unlike Marmite, most things are relative.

“To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need…Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources…”

Paula Goode is the author of Notes on Nursing a Thought (2014)

http://www.amazon.co.uk/s/ref=nb_sb_noss_2?url=search-alias%3Daps&field-keywords=paula%20goode

The Gratitude Legacy

I was talking to a doctor recently who didn’t like the idea of being a legacy maker. He thought it sounded somewhat superior and grandiose. In essence, he couldn’t see that what he was doing was creating a legacy.

For clarity, a legacy:

“Anything handed down from the past, as from an ancestor or predecessor”

(Dictionary Reference.Com)

“Consequence, effect, outcome, upshot, spin-off, repercussion, aftermath, footprint, by-product, product, result, residue, fruits”

(Oxford Dictionaries.Com)

What proceeded was a discussion regarding a real life, fly on the wall observation of the fruits of his life saving work, the patients whose lives he had saved but also the strategic and academic endeavors that would inform and lead further work in his speciality. It was clear from the conversation, that he just couldn’t see the legacy in what he was doing. We may well ask why?

It would seem the habit of constantly judging what we do against the achievements of others can leave us feeling undervalued and lacking in contribution. Ironically, if you are in the business of hanging out with people at the top of their game, being anything less than the cream of the gold top can leave us feeling a failure.

The reality is, that everyday all our interactions are the opportunity to leave an impact, or consequence on the people and businesses we work with. Good or Bad. There is a significant difference between aspiring to be the best and comparing ourselves with the best. Comparing ourselves with the best can leave us feeling demoralized and unmotivated. Aspiring to be the best ignites, leads, stretches and grows us. When we are surrounded by legacy makers the bar we set for ourselves can be constantly out of reach – but this is an illusion. Like clinicians regularly exposed to high risk clinical procedures, they stop seeing what they do as risky,  risk (in our minds) being associated with something we don’t do on a regular basis which has catastrophic consequences should it go wrong.

It would seem that our legacy makers need reminding that the value of what they do doesn’t diminish because everyone around them appears to be contributing also.  This is true whether you are a doctor, nurse, manager, cleaner or CEO, the legacy is created through the consequences of what we do and its impact.    In any context it rings true that kind and encouraging words or expressions of gratitude can change someone’s life, if not save it.  The good news is, it’s a legacy that costs nothing.

Leading a Burnout

I was talking to a coach colleague and friend of mine yesterday. We were having a discussion about training programmes for 2015. The subject turned to proactive versus reactive management. The skill of being proactive seemed to be vital in the need not only to get things done, but necessary for preventing fires starting. Therefore the skill of proactive leadership is essential for preventing fires starting and extinguishing them should they flare up.

The metaphor of organisations as a burning platform with managers running around putting out fires is an interesting one for the health sector. It occurred to me recently that much of the resources in the NHS were spent on healing the sick, we have some of the best healers on the planet and we excel at emergency medicine and trauma care amongst many other specialists. These are some of our most skilled fire fighters in action. So it would seem curing the sick and injured in itself is the big picture burning platform, an organisation with no shortage of fire-fighters busy looking for things to fix. The paradigm shift of prevention seems to be something that we have put our attention to but it never really took off, not like the popular occupation of fire fighting. It has been asked, who would want to learn to prevent fires starting when your whole business is built on putting them out? We refer to this paradox as the turkey fattening itself up for Christmas.

What’s interesting for us as coaches is that much of what we do with clients, whether it is organisations, teams or individuals involves helping people shift their paradigms. Some call it creating a new story; some refer to it as merely letting go of the story. Maybe it’s time for something new, a brand new paradigm?

In working with state of mind, artful communication strategies and transformational coaching skills we believe that a real paradigm shift is not only possible but also inevitable. What this means is, given the right conditions anything you want to create is possible – you just have to stop fire fighting long enough to see it.

Pin The Tail On The Donkey

This game keeps popping into my mind recently, because sometimes when observing how we do things, it can feel like this way. If you are not familiar with the game, it involves a picture of a donkey without a tail. The participant is blindfolded, spun around and expected to pin the tail to the correct area on the donkey. The one who gets the tail nearest to the right spot gets to win the game. I am guessing as with anything else in life, you could improve your performance with practice.

It occurred to me recently that sometimes we get to play this kind of game, attempting to get a result even when we are not sure where the donkey is, never mind his rear end.  We sometimes delegate the task not really knowing how skilled the person is or even how often they have played the game.  Often this works and at others the tail gets pinned but not quite in the place we had hoped.  The results will depend upon the level of orientation of the individual.

In the current financial climate, educating people in donkey tail management can seem like a luxury (hope you are still with me here). Education and training especially for non-professional team members can be affected. The potential downside of this means that you have less people available to allocate the task to, they may also be less skilled and had less training than is ideal. The paradox is, with less people skilled in tail management, the more skilled the ones you have need to be.  If we don’t get this right, the skill of managing a disappointed donkey (and it’s tail handler) becomes more of a priority than the skill of making sure the tail is in the right place.

If none of this makes sense to you, what I am pointing to suggests that without the training and development of our teams, they get to fumble around in the dark, through trial and error or by chance,  we may get the results that are required. It’s a shortsighted strategy that results in much of our time being spent managing disappointment. So let’s play a new game, one that involves getting it right first time, and if you think this isn’t possible, ask Toyota. They might introduce you to their Lean donkey.

The Book Notes on Nursing a Thought by Paula Goode, available at goodeinsight.co.uk