Archiv der Kategorie: Culture

Here you find posts about life styles and mindsets of different countries, indtustrial sectors and business functions.

Life also does not necessarily punish those, who come too late

The words “I would have …” turn responsible managers into wouldhavers. These people have in hindsight the aptness of knowing everything better. The more frequent the use of the subjunctive of have, the more likely it is to be such an exponent. They are brake pads of progress, who do not produce any positive results and steer the future through the rear-view mirror. On the one hand, they do nothing at the right time, and on the other, they cut off the momentum of the active people at the wrong time. With their lousy timing, they do nothing (wrong).

What constitutes the wouldhavers?

They are primarily retrospective decision-makers.
Wouldhavers know that a decision is a choice between several alternatives. Based on rational criteria or feelings that are hard to define, they make their decisions afterward. For them, it does not matter whether they decide

  • with or without safe foresight,
  • with or without difficulties,
  • with or without playing out consequences,
  • with or without consideration of pros and cons, and
  • decide with or without pressure.

They are always too late. As a result, missed activities and lacking procedures lead to random outcomes and unintended consequences. Their shortcoming is poor timing.

They always have the best solution
Their undisputed skill is a good understanding of solutions and the difference between good and harmful effects. The problem becomes

  • clearly derived from the context,
  • the responsibilities recognized,
  • the procedure described,
  • observed from different perspectives,
  • described with a simple sentence and
  • examined concerning negative aspects.

They then derive objectives (see link) and measures. With their skills, they can create the best solution. However, poor timing prevents them from delivering at the right moment. They are simply too late.

The later, the better
The best moment for a decision is when the further procedure has to be determined or selected and released from several alternatives. The difficulty is that

  • not all influences are known in advance,
  • some thoughtless decisions go in the wrong direction,
  • certain information is intentional or unintentional and inaccurate or false,
  • complications need further resolutions in the implementation,
  • the people involved do not want to or cannot understand the initiative,
  • often the option for immediate termination is not considered.

A belated decision has the advantage of seeing the effects. This allows retrospective decision-makers to avoid the stumbling blocks that have arisen. They simply miss the crucial moment.

They do not actively contribute anything
Their contributions are senseless and remain unused because the implementation has already taken place. However, this does not prevent them from making their late “comments”. They burden the participants with demotivating propositions on past activities and, as late bloomers, also fail to deliver solutions for the current task. They create ineffective wouldhaverades, e.g.

  • I would have adequately prepared.
  • If you would have taken the time.
  • You would have avoided the risk if …,
  • I would not have done it that way.

Unfortunately, these anachronistic all-time-doubters hinder the renewed decision-making process with these inane contributions, just when the team is moving on to the next problem.

Bottom line: The wouldhavers are actually valuable employees. They have a good understanding of the building blocks, coherences, and solutions. Unfortunately, they fail to activate their skills at the right time. A way out provides workshop layouts that perform retrospective planning from the goal’s perspective to be achieved. For this purpose, you guide the participants mentally into the future and look at the project retrospectively, out of the assumed future. It could help the unintended wouldhavers to bring in their knowledge and draw the necessary conclusions. However, this does not reach the politicians, as they avoid decisions on principle to wash their hands in innocents in case of failure. Those who are late have done nothing (wrong) and cannot necessarily be punished for a bad result.

When self-confidence becomes hubris

The biggest hurdle on the way to fulfilling one’s initiatives is the insecurity concerning one’s capabilities – the existing roles; strengths, weaknesses, opportunities and threats (SWOT); the services offered and the associated building blocks (Business Model Canvas); above all, one’s strategy. The elements on which we build self-confidence are irritating because we only have a vague self-image. Additionally, we develop high expectations and overstate our available assets. We overlook our weaknesses and dangers while worshipping an unrealistic perfectionism. These contradictions create disturbing self-doubt that culminates in boastfulness. The situation is reinforced by coaches and consultants who make us believe that we need to underline our offers with a polished external image and confident appearance. They forget to mention that our bottom line is built on our actual capabilities. The result is an exaggerated complacence that easily turns into hubris.

In the step-by-step discovery of our possibilities, we are oriented towards competition. In doing so, we run the risk of losing touch with reality – in the end, the bar is always higher than that of the competitor. If we switch off our honest self-assessment, then blind pride and exaggerated self-love lead to an overestimation of our abilities – from healthy self-confidence straight into hubris. The following measures prevent this drift into unhealthy self-overestimation.

  • Fulfillable deliverables
    The description of your business model, self-image, and strategy provides the elements you will win your customers. The emphasis is on describing. For example, if you do not clarify your future in words and pictures, you cannot expect your clients’ buy-in. What matters is your feasible value proposition that is tailored to the target audiences you want to attract.
    Do not create expectations that you cannot fulfill.
  • Different points of view
    When developing, take different viewpoints to evaluate your business components with various scales – e.g., from the customer’s point of view, from the financial, design, and technical perspective. By doing so, you will also foster shared understanding.
    Focus on specific groups and avoid the “jack of all trades”, as you will never be able to make everyone happy with one solution.
  • Effective resonance groups
    The review should not be conducted in an elite circle of lateral thinkers in an ivory tower, but with essential internal and external stakeholders – from different levels, areas of expertise, regions, cultures, etc. This will provide comprehensive feedback.
    Try to get as varied responses as possible since you generate more results in a diverse group than if everyone works independently.
  • Open feedback culture
    The exchange of ideas is fast and uncontrolled. This spontaneously releases forces that nip individual suggestions in the bud. It leads to reluctance to express one’s opinion freely. Feedback should be shared to clarify what is objectively meant, and feedback is exchanged value-free, promptly, and privately.
    Avoid toxic responses on feedback by establishing rules that stifle disruptive criticism and encourage the open exchange of ideas.
  • Convincing self-portrayal
    In the end, it is all about an adequate preparation of your capabilities that raise appropriate expectations in the audience – without boastful and unfulfillable pomposity. Based on the measures you have taken so far, you develop your self-image, which you, your managers and employees, as well as partners, can believe in. You present yourself in the right light and generate momentum and commitment in your field.
    Solid self-assurance creates confidence and an authentic appearance – without hubris.

Bottom line: Rattling has been part of the handicraft for centuries. It is the way to attract attention. In the past, rattling was the soundtrack of a trade – mills, machines, tools, and looms rattled. Today, the clatter of the keyboard no longer reaches customers. To draw attention to ourselves, we need a customer-oriented self-presentation, which makes us stand out from the abundance of offers. If self-confidence lacks a foundation, it quickly leads to harmful arrogance. You need deliverable services that are convincingly presented. Look at your business model, strategy, and self-image from different angles. A diverse sounding board supports the evaluation with honest feedback. With an open feedback culture, various opinions are heard and can be realized. The result is a convincing self-presentation that shows your possibilities without exaggeration. Eventually, you prevent with this approach that your self-confidence becomes hubris.