You Might Believe...But Sometimes...

Things aren't always what they seem.

You might believe that if only people could communicate more effectively everything would turn out fine. But sometimes, what you’re seeing is a byproduct of people clearly understanding each other and not liking what they understand.

You might believe that if someone could just see the things you see, then you both would arrive at the same set of conclusions. But sometimes, they’ve seen the thing, and come to a different set of conclusions.

You might believe that precisely defining X and clarifying you goals is the way. But sometimes, efforts to precisely define terms and goals cause us to loose sight of (and stay open to) what might be possible.

You might believe that leaders have more visibility of what is happening in an organization. But sometimes, they have less visibility. Information is filtered before it ever gets to them.

You might believe that people are actively ignoring you. But sometimes, they may be automatically tuning you out. It isn’t something they are conscious of anymore.

You might believe that someone who sounds/seems calm and collected is calm and collected. But sometimes, they are extremely good at covering up how overwhelmed they are.

You might believe that someone who has done X before, will be able to do X again. But sometimes, X is the same, but the context is different (meaning it isn’t X anymore).

You might believe that people understand what you are saying because they don’t ask for clarification. But sometimes, they think it is impolite to ask for clarification, and graciously let you continue.

You might believe that people who do incompetent things are incompetent. But sometimes, they are too tired and overworked to do what they know is right.

You might believe that with the right coaching and support anyone can succeed at any role. But sometimes, the combination of knowledge, skills, motivation, habit, and environment is just not going to work out.

You might believe that people will respond to stress the same way you respond to stress. But sometimes, people respond in very different ways.

You might believe that people need to work from problem to solution. But sometimes, people use solutions to explore the problem.

You might believe that “good” people remain at a company for the same reasons you choose to remain at a company. But sometimes, people have far fewer options than you have, and may have a situation outside of work making a job change difficult.

You might believe that it all boils down to incentives, and that incentives are stable. But sometimes, people’s incentives and needs change.

So...

Challenge your beliefs. Pause and reflect. Connect with people. Look before leaping.

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