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Making a difference

Making a difference

Corporate transformations can happen from middle managers, and even first-line supervisors, if their vision is combined with determination and helped by the right mindset, leading to support of their superiors and peers.

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MORE IDEAS FROM THE ARTICLE

The Conscience of an Organization

Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.

It's not very often that short-term profitability and a selfish mindset is kept aside for the greater good.

The Power of One

A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.

Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.

Sequential skill development

Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.

The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations. 

Sustained Focus 

Normally, these though may appear in a leader's mind:

  • This work is going to take months maybe years, so it's better to postpone it for a later time.
  • This plan, though helpful for a lot of people, will be potentially dangerous for my career.
  • It is not worth all the trouble and convincing others.

The real challenge is to get past these mind traps before the problem starts to appear ordinary.

Helping the underprivileged

If a transformation helps the underprivileged, it becomes all the more imperative.

If a leader's vision is contributing to benefiting the poor or making a positive impact on the environment, it becomes a moral duty and not just a task to carry out.

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RELATED IDEAS

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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IDEAS

... consider:

  • More than 70% of leaders say their teams do not collaborate on their most important business problems, and 70% say their teams are conflict avoidant.
  • 2 in 5 leaders believe that members of their team have developed caring, trusting, or supportive relationships with one another.
  • 1 in 5 leaders believes that their teams are reaching their full potential.
And the move to remote work (especially in a global pandemic context) will likely make a bad situation worse if you don't take action.
Digital Literacy

Most CEOs think their businesses are being disrupted by digital business models and that they lack the right skills, leaders, or operating structures to adapt.

Being from an older generation, current CEOs are having to learn basic technology and digital marketing methods later in life, which is trickier than growing up immersed in it and puts them at risk of quickly falling behind their younger peers without continuous learning.