At some point in history, I am uncertain as to the exact point in time; organisational issues became segregated into hard issues and soft issues. The hard issues were placed in the hands of the operational managers, who were and still are predominantly male; while the soft issues were placed in the hands of the Human Resource Department, which had evolved into a department primarily run by females. So the distinction was there hard issues – males, soft issues – females and to that extent the critical role of “soft issue management” in achieving organisational objectives remained subservient to the need for effective structures, tools, procedures.
Fast forward and we are witnessing the changing dialogue that now calls for effective leadership of organisations, individuals who recognise the importance of buy in, commitment, working with and overcoming resistance to change in employees. Effective managers must have leadership skills. Leaders must be armed with Emotional Intelligence.
But even as there are the proponents of the use of Emotional Intelligence to cultivate employees who are indeed performing at their highest potential, the business environment remains decorated by those managers who insist that there is no room for this “soft” approach in a performance driven organisation. Not surprisingly it is these task managers, who are “too busy” to take “Time Out”.
Are they in fact doing an injustice to our organisations by not allowing employees to reach their full potential? Are their egos allowing them to continue in the delusion that there busyness signifies high or maximum productivity?
Take a Time Out …….. the intentional cessation of an incomplete task and see what surfaces.
Judy Joseph Mc Sween is the Principal Consultant/CEO of Meredith Mc Sween International – facilitating internal transformation in individuals, teams and organisations. Contact Judy for information on her “Time Out Corporate Interventions” Email firstname.lastname@example.org or call 684 9827