Want to know something? Anything? A few key strokes and there it is. Want to know how to make an apple pie? Google will give you 47 million hits in less than a minute along with suggestions for more searches, like easy apple pie and apple pie from scratch. Or maybe you’d rather know about the lifecycle of a fruit fly? Get a million hits in less than a minute.
We would surely all agree that there is no shortage of information. The technology revolution changed everything—the way we work, the way we shop, the way we invest, the way we study, the way we relate to one another. This is neither good nor bad. It just is.Whether it enriches or diminishes our lives depends on us. A key impact of the technology
revolution has been a movement away from authoritative-hierarchicalbureaucratic structures within organizations. In the preceding industrial era, these things had been embraced and adored. Remember the Frederick Taylor and Henry Ford
case studies from school? Bureaucracy depended on clear lines of reporting, thick detailed policies and procedures manuals, exception requests for outliers, and layers of approvals before policy could be circumvented. The goal has to flatten and simplify interaction between workers and external customers as much as possible. Rein in chaos and
create order by finding an answer for every possible question before it was asked.
All of that has changed. In this information age, a “networking logic” prevails. That is, our social and economic processes are shaped like complex networks, with a node popping out here, and one over there. We work remotely, in virtual teams, or in more fluid organizational structures. There is no way to write the answers because we have no idea what the questions will be. While technology has created these networks, personally and organizationally we haven’t always adapted to the new world in healthy, affirming ways. And this is where the pain begins. We don’t have the skills to face the new challenges. If we are used to easy answers, we must now learn to ask better questions. Instead of managing by walking around, we lead by listening. Instead of feeling stressed out and anxious, we learn to embrace ambiguity and gain perspective. Instead of always running late and never having enough time, we find time
for what is important by knowing what our purpose is and investing our hours wisely. Instead of chasing illusions, we
change the world. So how can this happen? By taking time to stop, think, decide and then act deliberately. By being aware of how we show up in the world and what impact we have on others. By listening to ourselves and then having the bandwidth to listen to others. By knowing when to think a bit deeper on something and when to do something about it.
This is what coaching is all about. It is time invested to develop the skills not just to survive, but to thrive, in the age of technology. In a survey conducted by the International Coach Federation, 99percent of companies and individuals who hired coaches were satisfied. Line of Sight offers individual and team coaching. Ask us about creating a coaching culture for you.
Because coaching is about listening, Line of Sight would like to hear from you. What keeps you up at night? What is getting in the way of getting things done? What needs to change, but you just can’t figure out how to do it? Send your questions to email@example.com.
Article published in Airpark News – Jan 2016