Patience can be hard.
I was reminded of it again as I sat in my car on Friday, in-line at the Drive-through window of the Walgreens Pharmacy in Hallandale Beach/Florida. Showing up for my 11:45 am appointment to get a NAAT Covid test for my trip to the Turks and Caicos. Never mind that I was early for my appointment. This was a line that also handles all random pick-ups. It was long. It wasn’t moving. And it clearly did not care about appointments.
By 12:15 I wanted to take the darn test already. Immediately. Right now.
Yep, patience can be hard. Impatience is harder.
Not the petulant, self-righteous, I want it right-here-right-now impatience that was mercifully confined to the insides of my car. That’s the easy kind, the one that may have gotten us what we wanted when we were a toddler. It rarely works for grown-ups.
No, I’m thinking of the sort of repetitive impatience that gets triggered in places of work. Impatience with the slow pace of change in your organization. Impatience with processes that plain don’t work. Impatience with colleagues who never get their stuff done in time. Impatience with questionable ethics. Impatience with glaring incompetence and the same tired excuses for why something cannot be done.
Impatience is the mark of independence, not of bondage.”Marianne Moore, Pulitzer Prize winning poet
Our daily frustration with individual and systemic mediocrity.
I get it. You’re impatient for change. Impatience with the status quo is the hallmark of an inspired leader. You sometimes feel like you will burst out screaming if things don’t change fast.
Scream at home. When you want to get things done in business, however, focus your impatience. Consider these 5 ways of directing your impatience well.
You may like the language of bluster and bravado. It may feel authentic to you. It really does capture exactly how you feel. Dump authentic for a moment and opt for skill and finesse. Invite folks into your point of view – don’t hit them over the head with it.
BUT: It seems we have been struggling with this same dilemma for a while now. I have a few ideas that we may wish to consider.
Most of us have worked in situations where processes feel arcane. Like, really, who ever thought THIS was a good way of doing business! Work flows inhabit progress. Rituals seem rigid, not nimble, don’t make any sense. Truth is, they likely made sense to someone at some point. Especially when rituals are tied to a company’s core values. If core values and tradition matter where you work, find a way to publicly honor them before you go on the attack!
BUT: I can see why this way of doing things contributed to so many of our early successes. There are some very impressive companies that we all know who have found ways of improving how they do things. Let’s see what we can learn from them.
Yes, you will have a captive audience. You also run the risk of being labeled a loose cannon or a troublemaker. Before you bring up a potentially explosive topic in a large forum, test it in private 1-1 conversations. Float an idea by a colleague or two. Think of these as casual, low-risk lobbying conversations. Instead of forcing your idea on these colleagues, invite their honest reactions. Pay attention to what they say and what they don’t say. Truly listen. Then decide what to do with your idea.
BUT: I will test my ideas in informal 1-1 conversations to hear what others think and discover if my ideas resonate before I take a bold stand in the “big” meeting.
Don’t be a martyr. Don’t assume that you’re the only one, or the most qualified one, to take on a cause. You may, in fact, be the most qualified. You will, however, have a lot more impact if you have allies. Your effort will be harder to dismiss. Take your lobbying conversations to the second level – that’s the level where you switch from testing an idea to getting a commitment of support from your conversation partners. That’s how allies are born.
BUT: I will work to make sure that at least 3 other key influencers are as fired up about making this change as I am. We will be a rebel tribe. Together, we will have a powerful voice.
We know that when we desire change and momentum, this is not a compelling way to end a meeting. And we’ve all been in meetings, especially those where new ideas were proffered, that end in deferment. Don’t accept deferment. Ask for more. Suggest next-step commitments. And make them time-bound, please.
BUT: Great conversation. Let’s commit to the following three actions! Can we get this done by the end of next week? Who will take on which item? Awesome.
Successful impatience is strategic, it is persistent, and it pushes the proverbial envelope while playing successfully with others.
Celebrate your impatience. Impatience with the status quo is a powerful incubator for new ideas and new ways of doing/being. Season your impatience with your ability to be patient. They are flip sides of the same coin.
Hard? Perhaps. Not harnessing your impatience is harder. Go and grab it by the horns – and direct it WELL!