This is an email from Human Factors and Change, a newsletter by Human Factors and Change.

Life experience is a wonderful muse, isn’t it?

Dear reader,

I’m amazed at how much there is to learn about life. Our upbringing, genetics and life experiences intertwine to deliver us to where we are in life.

Right now I’m procrastinating, as I should be working on the first draft of my new book Remarkable Organisational Change Communications. Like my first book (The Change Manager’s Companion) it is a labour of love. It’s a rainy Sunday here in Sydney. My son isn’t feeling well, so my wife and I have plenty of downtime this weekend.

Learning about people and society is a never-ending process. I wrote about avoiding the “low-EQ blues” this week. Reading the room for social cues and nuances often escapes me. Sometimes I see the signals for what they are, yet ignore. Why ignore? Because sometimes the banal and often blunt realities of life are hard to accept. Colleagues with one foot out the door, selfishness, those who wouldn’t hesitate to throw you under a bus, or the stark realisation of commercial realities. Yet reading the room, and making the right decisions with this knowledge, is crucial for our career longevity.

Shift your attitude to one of a steward or facilitator rather than an owner. This subtle mindset difference means you don’t attach or invest in an idea or approach. You remain flexible and balanced instead of mentally rigid.

Dealing with difficult realities builds our presence. Another difficult reality is in overt attacks and working with aggressive people. We explore six tactics to help you “face the storm” in this instance.

Executive presence is the missing link between merit and success. It is a combination of self-confidence, poise, and authenticity. This combination impacts your ability to inspire confidence in others to believe in and follow you.

Sylvia Ann Hewitt and Dina Smith

Moving from difficult realities, challenging people interactions to grappling with complex problems now. Is a big part of problem-solving the way we communicate how we solved the riddle? We explore the Minto Principle; we use a pyramid/triangle approach for research, then invert it for communication.

The Minto Principle links to the principle of ‘Promotion’ in our CLEAN HOUSE principles. CLEAN HOUSE is a handy acronym to describe the ten timeless principles for better organisational change and communications.

These principles form the backbone of my two books. Until next time, I hope you are safe and well — and enjoying Human Factors and Change articles.

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Allan Owens

Allan Owens

Australian Change Lead: 8 years experience. Author of The Change Manager’s Companion. https://www.humanfactorsadvisory.com.au/the-change-managers-companion