Challenge: Why is much training still (with new technology, methods and tools) inadequate or even bad? What paradigms prevent us from facilitating learning effectively? What is the next big leap?
Multitasking and matrixed work is a necessary poison for business success. I see that too much multitasking and matrixed work in my life is really resistance to doing important things. Put another way, I do not prioritize the important tasks out of my pile of work. I'm certain this is also connected to the ego mentioned below (#3).
Challenge: What is on my list? What can I say NO to? What must I give my full attention to? What purpose am I moving toward that helps me make these difficult choices rather than let the workload grow and grow? Why does not being busy frighten me?
I'm the only one who can do this. This belief is tied to fear. What if someone else can do it better than us? What if we're not really needed? Competing against others to be the one and only is an immature, no-win game. Making excuses for not delegating (co-dependently telling yourself that others are too busy, for example) prevents leadership growth in others. Asking for help takes humility while not asking paralyzes.
Challenge: What is my team capable of that I have refused to see? How can I drive order and mastery more effectively with help? There's never enough time to do it the way it should be done. The pro knows when he has fallen short of his own standards. Do it the way you know it must be done or don't do it. Failing is growth, compromise is slow death.
Challenge: What am I currently delivering with 'good enough' attention and quality? What excuses do I make to justify my lack of authenticity? Growing leaders is impossible and investing in it is throwing money away. The Recession of 2008 is burned in my brain. It was a painful learning experience for me. Many of you lost jobs, income and other terrifying things. We're still here but investment in leadership - whether it was retreats, coaching, learning experiences or just performance reviews - is still off the radar. Businesses cannot grow without growing leadership.
Challenge: What's my current leadership development grade for myself and others? Why am I afraid to prioritize this investment? What non-traditional approach can I take to push the envelope of my own leadership. Work is too chaotic to take the time to help anyone grow. 'The needs of the many outweigh the needs of the few. (- Spock)' Similar to growing leadership, the messiness of people is something most would prefer to ignore. It's easiest if we quickly determine whether someone is in or out. The in are perfect, the out are hopelessly flawed. It takes too much time to deal with the truth that each person has good days, bad days, strengths and opportunities to grow. Each makes choices.
Challenge: How can I be more accountable to others - do what I say I will or apologize when I don't? How can I become more emotionally aware of others and less judgmental? How can I hold others accountable in a way that's unique to the person involved? IT Organizations [or HR] will never be able to influence business strategy. They're specialists not strategists. This is close to my heart. Last year, I saw with eyes wide open how many IT organizations were stuck in 'support mode'. I heard a speaker talk about "The VP of Electricity", an executive title in all businesses in the late 1800s and ridiculous now. Is the CIO really "VP of Support Calls" and the head of HR really "VP of Litigation Avoidance"? Challenge: What are the beliefs paralyzing your [IT or HR] organization? What will happen if nothing is done differently? What will happen if you buy new software to fix everything (#sarcasm)?