Change is almost always received with at least a little resistance. When someone says “we’ve always done it this way” it’s a signal that you’ll need to do more work than just the change itself. You’ll need to “sell” your people on why this specific change.
When planning for change, then, you should plan for the change itself in addition to internal persuasion time. Yes, this takes more time, and yes, you need to do this.
You can be thorough, methodical, systematic – whichever word you choose – but if you overdo it, it may hurt you. Of course, you need to be disciplined to obtain the necessary information to make a decision, but often the incremental time analyzing isn’t going to give you that much more information.
+ Through over-analysis, you may miss the point, as aptly described by the cliché of not seeing the forest through the trees.
We love seeing examples of people expressing their passion, especially when it reinforces their desire to do well for their clients or colleagues. Passion is contagious and can even lift others out of lethargy.
There is a distinction, however, between expressing passion and being subjectively emotional, or “overly emotional” as some people describe it. When this happens, people lose their objectivity and they are less effective influencers. I’ve seen many examples of this, with both positive and negative emotions.
Even the most upbeat, positive leaders hit obstacles. Ordinary difficulties are usually annoyances rather than true impediments. You figure out what needs to be done and you take care of it.
Every once in a while, though, you might hit a “blockade”. This can be considerably more intense than the usual obstacle, so you need to deal with it differently.