Proactivity and influence

Being proactive is to clear the table after eating without mom having to remind us of it.

Spanish version

Being proactive is to clear the table after eating without mom having to remind us of it. You have to take the dish, throw the remains away, rinse it with some water, and put the dish in the dishwasher; then, repeat the action with the glass and cutlery. After that, you have to collect the jar of water, bread, and napkins. It is really simple and obvious that it must be done. Dad can also remember it; for Dad, that action means already being a little proactive. Dads are not usually those who realize the need to clear the table.

Being proactive is to realize that you have to do something and do it without anybody having to tell you nor even hint at it; especially without anyone ordering you to do so. It is certainly a great virtue that Stephen Covey has listed as the first habit of highly effective people. The opposite of being proactive is being reactive, trailing behind.

Thinking for yourself, adding, and not subtracting

Being proactive is to have initiative. Thinking for yourself, adding, and not subtracting. Contributing, because you move back, if you do not advance. But it is no good if someone helps you go on, that is cheating; they should, at best, give us a boost.

To be proactive you do not have to be older nor autonomous, nor rich or independent. It is simply a matter of will and, above all, practice. It is very easy to forget to be proactive, as it is very easy to lose shape.

One of the main excuses for not being proactive is to consider oneself an errand person or a poor subcontractor. "I just do what I am told and, therefore, cannot decide anything." That is a great delusion for not leaving the comfort zone. You can act freely not only as regards many small aspects of everyday life, but you can have a proactive attitude and be influential even in large organizations. That is to say, one can proactively suggest a lot of improvements or actions. You just have to start by proposing an action or an amendment. To propose something is to notify others of a positive idea; it is as simple as saying: "I have noticed this, I have gone over the issue, and I think we could obtain an improvement or benefit, if we act in a certain way or modify this procedure or this habit."

Everybody can contribute and be influential

Everyone can contribute. Specifically, those people who are performing a task are the ones who know it best and should comment most on the matter. We must encourage those people to tell us the difficulties they face and to discuss how they would solve them.

A good leader should promote proactivity in his team, asking their opinion

A good leader should promote proactivity in his team. It is very easy to do; just ask and take into account the views and proposals of the team. The best way to ask is when doing on-site visits at the different workplaces. You have to walk through the organization, offices, and factories, and keep in touch with the team. You cannot ask for proactivity and collaboration if you are locked in an office, isolated. You have to open the communication channel and, to that end, be in contact with your people. For collaboration to occur, you must first have established communication, but there is no communication without previous contact: to contact, communicate, and collaborate.

Contact, communicate, collaborate

We have to reward proactivity, recognize it, and foster it. Everyone can contribute something, can be influential; they simply have to speak; it seems easy, but it is not. As John F. Kennedy said: "One person can make a difference, and everyone should try." My children read that sentence every time they open the refrigerator door, something they constantly do, where we have a magnet that we acquired when we visited the Presidential Library in Boston.

About the Author: Agustin Argelich 

Director and founder of Argelich Networks, an independent and international consultancy boutique of ICT, management and digital business. He is a Telecom Engineer, an expert in enterprise communications. He has extensive experience in negotiating large contracts with telecom operators and in cost optimization. Recognized international speaker about leadership, change, motivation, and negotiation. He is a professor of Leadership at Lleida University. Author of Analyze, Act, Advance a book about continuous improvement.

Agustin can be reached at [email protected] 

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