WHAT APPEARS TO BE

Organizations crave the “can-do” attitude. It speaks to empowerment and a do-whatever-is-necessary eagerness. Businesses win with such an approach.

But what if people misunderstand what a can-do attitude is? Is it possible some people, in an effort to create “can-do,” actually manufacture a “can’t-do” workplace?

WHAT MIGHT BE

“Saying ‘yes’ is not a ‘can-do’ attitude,” shares a participant. “Too many people think they’re supposed to say ‘yes’ to all requests.” These people cannot be blamed; their intentions are noble. It’s their approach that must be refined.

The equation is simple: (yes × quantity) × magnitude of project ÷ time = productivity level.

Unfortunately, the average performer mistakes “no” as the only alternative. This also leads to a “can’t-do” workplace – and miserable results.

WHAT CAN BE

The answer lies in the middle. Between a blind “yes” and the dismissive “no” is the land of co-creation. It’s where mutually determined priorities are formed. It’s where conversations take place.

In this space of collaboration, supervisors move from:

• “Do this fast,” to “Where does this sit on your priority list?”
• Instead of “Here’s something we need to do,” and then walking away, the question is added, “What will come off your to-do list to get this done?”

And the employee’s role in this cooperative space is delivered by asking questions like:

• “How can we ensure that this aligns with our objectives?”
• “Given the other actions steps we’re taking, what time line do we want to use?”
• “What projects do we delay to deliver on this priority?”

The “can-do” attitude is not asked for – it’s created. How will you develop it today?

What is the difference between what “might be” and what “can be”?  You decide.

This entry was posted on Monday, March 3rd, 2008 at 9:59 am and is filed under Productivity. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.