Practical HRO: Optimizing Risk Management using High Reliability Organizing

HRO & Corona 1 Small Thing - Reinvigorate Our Headspace

May 04, 2020 Edward J Tierney Season 2 Episode 8
Practical HRO: Optimizing Risk Management using High Reliability Organizing
HRO & Corona 1 Small Thing - Reinvigorate Our Headspace
Chapters
Practical HRO: Optimizing Risk Management using High Reliability Organizing
HRO & Corona 1 Small Thing - Reinvigorate Our Headspace
May 04, 2020 Season 2 Episode 8
Edward J Tierney

We were forced to adapt to change that we weren’t ready for and didn’t want. 

And more change is coming, but we don’t know what it looks like or how it is going to affect us.

All of which is exhausting.

When the rate of change won’t change, we have to adjust our headspace… Otherwise …we’ll be reduced to reactive zombies.

Your organization is full of people uncertain about the future. They might be showing up every day, working from home, or furloughed. Doesn’t matter. 

They might love you, hate you, trust you, distrust you…

Doesn’t matter. What matters is that you dig deep and refocus the contributors on all that we do know: who we are, why do we matter, what are we doing and are we prepared for what’s coming next. In times of uncertainty, we listen for the confidant for direction. Remind everyone that despite all that you don’t know, somethings, the most important things are certain.  

Answer the questions that are going to carry you forward whether you have all the concrete answers or not.

What questions?

What do you do and what are we doing that actually matters?

Why are we doing it?

And what are we accomplishing?

The answers to these simple questions are bigger than the daily grind, of absorbing stress and fighting off all the threats.

Be vulnerable.

There is a higher order purpose to your work. Define it, communicate it and reinvigorate everyone’s headspace while we are in this weird lull.  

Show Notes

We were forced to adapt to change that we weren’t ready for and didn’t want. 

And more change is coming, but we don’t know what it looks like or how it is going to affect us.

All of which is exhausting.

When the rate of change won’t change, we have to adjust our headspace… Otherwise …we’ll be reduced to reactive zombies.

Your organization is full of people uncertain about the future. They might be showing up every day, working from home, or furloughed. Doesn’t matter. 

They might love you, hate you, trust you, distrust you…

Doesn’t matter. What matters is that you dig deep and refocus the contributors on all that we do know: who we are, why do we matter, what are we doing and are we prepared for what’s coming next. In times of uncertainty, we listen for the confidant for direction. Remind everyone that despite all that you don’t know, somethings, the most important things are certain.  

Answer the questions that are going to carry you forward whether you have all the concrete answers or not.

What questions?

What do you do and what are we doing that actually matters?

Why are we doing it?

And what are we accomplishing?

The answers to these simple questions are bigger than the daily grind, of absorbing stress and fighting off all the threats.

Be vulnerable.

There is a higher order purpose to your work. Define it, communicate it and reinvigorate everyone’s headspace while we are in this weird lull.