There’s a major issue we need to deal with.
The world’s getting more and more complex. Not less. It means we’re having to work together more and more to solve problems more complex than we could ever imagine.
And we have to be brilliant at it. Our ability to work together is probably the most important capability we could develop as individuals, teams and organisations. But there’s a problem. A challenge if you like. And it’s this.
Not all humans are good at working together. There are too many of them who don’t seem to have a decent filter. Who don’t seem to know what’s acceptable and what’s not. Who think their comfort and their rights are all that matters – and the rest of us can go and get lost. There are 3 major dynamics going on which have allowed some humans to act like this and they are:
Dynamic 1. The pursuit of happiness.
There’s nothing wrong with being happy. Of course not. And let’s not forget, it’s one of the unalienable rights sitting proudly in the United States Declaration of Independence.
But being happy is one thing. Only caring about yourself being happy is another. Sadly, there’s a bunch of people around who’ve become very self-absorbed. They’re not so much into ‘the pursuit of happiness’ as into ‘the pursuit of themselves’.
Dynamic 2: The defence of free speech.
Then there are those who think it’s okay to say whatever they like. And to whom they like and whenever they like. They like to express themselves without any boundaries. And they like to excuse themselves because they’re just ‘exercising their right to free speech’.
Now don’t get me wrong. I like free speech. It’s a good thing. But it doesn’t mean you can be mean, nasty degrading, sexist or whatever and just brush it off by saying everyone has a right to their own opinion.
Yes, everyone has a right to their own opinion but only up to a point. Freedom of speech doesn’t mean ‘say whatever you feel like and if someone takes offence, well it’s their fault for being too sensitive or whatever’. There are limits to free speech and some people just don’t seem to get it.
Dynamic 3: Labelling.
Some people aren’t good at working together with others because they’re way too quick to put labels on others. They’re not necessarily being nasty. They’re not necessarily trying to put anyone down. But nonetheless, the labels are at best unhelpful, and at worst destructive.
In some cases, these labellers actually think they know what’s going on in someone’s head. They actually think they know what someone’s motives are, underlying psychopathology is or whatever. But surprise surprise; they’re rarely, if ever, in any sort a position to rightly know.
In other cases, these labellers simply tag people with derogatory terms. For example, these are the sort of people who’ll label a female staff member as pushy or an upstart when all she’s done is speak up at a staff meeting in exactly the same way as her male colleague have done.
Then there’s the rest of us.
And last but not least, there’s the rest of us. We’re not bad people. We know right from wrong and where fair, honest and compassionate. But here’s the thing: we’re busy. And it means despite our best intentions, we can all get a bit sloppy and a bit careless in the way we conduct ourselves.
So, if we want our workplaces, our homes and our social lives to run smoothly, we need to do something. And we need to do it now. We need to create environments where people put their best foot forward – first time, every time. We need to create environments where it’s easy for people to do ‘the right thing’.
And the way to do it is by stepping up to and embracing the principles and strategies encompassed in what I call Best Practice Behaviour
Best Practice Behaviour To The Rescue.
Best Practice Behaviour consists of three main parts: Declare standards; Develop capacity; and Normalise success. And what follows is a very brief overview of each.
It’s essential for our future success in business, government, schools, families, community and life itself. And it applies to management, leadership, customer service, teamwork, employee engagement and whatever else because these are just contexts. They’re just contexts in which Best Practice Behaviour needs to occur.
Best Practice Behaviour gives us the framework we need to get the best from people. It helps us get clear about what we expect from people and ourselves. It helps us get clear about our standards and those of the organisation. And helps us define them and declare them. Easy; right?
Well no. Far from it. And the result is havoc and conflict. So we find ourselves putting band-aids on them. We find ourselves wondering why people don’t ‘get it’ and why they don’t ‘do the right thing’.
If you’d like to talk to me about how I might be able to help, please just go to my Contact page. But just before you go, here’s a short video of me explaining afew things about Best Practice behaviour. All the very best, Mark.