Dynamic Solution Check: Idling and Situational Anxiety

    What we have sorted out as part of a series of reasoning articles at the moment:

    What else will be in this material cycle:
    • Today about the decision in dynamics: capitalization of your efforts, the transition between theory and practice, increasing your income and changing positions to more responsible ones. Our offer: a long-term training and transition program.
    • December 16th (BT), at 11-00 Moscow time: an online presentation of the new annual training program for the Stratoplan School of Managers, which was designed by us taking into account all those principles and ideas that we analyze in this series of materials.
    • Register now so you don’t miss and don’t forget - it’s free and takes less than 30 seconds: attendee.gotowebinar.com/register/1202720948275279617

    Dynamic loads

    Today, about checking the solution in perspective: how the proposed solution will behave under dynamic loads.

    The right solution should not only solve the current need or problem, but also capitalize your efforts to solve it, in order to obtain long-term benefits.

    In a chess language, for example: the knight must not only move away from the pawn attack, but also attack the enemy’s rook and create pressure on the “shot” fields in the desired zone of the chess field.

    Or in the language of agriculture: cutting down a forest belt should solve a point request for wood for building two barn, but cutting down should go so as to create a “cut-off strip” from the forest in case of fire, and ideally, the forest should be cut down where after 2 It is planned to build a road to the new fish breeder lake for the year.

    That is, the current solution should solve your problems now, and the efforts that you make should create advantages for you in the future and have the ability to accumulate: capitalize as the interest on the correct bank account is added up with the deposit amount, and in the next period the percentage is already calculated for the amount deposit + interest for the previous period.

    Today, as you understand, the day of analogies from the external real world, as well. Add more examples from the opposite:
    • You can not service the car according to the regulations, waiting until the accumulated “service debt”, and the car will be for long-term and expensive repairs.
    • You can not take care of yourself and your health, rolling out the body’s resource, and then lie back in the hospital with problems of the stomachs, nerves and pressures.
    • You can not invest time in the development of your professional skills and rotate in the same professional orbit without making quality steps towards more responsible positions and interesting tasks.

    Let us briefly remind ourselves what problem we are solving:
    • The modern life around us is crushing us with economic and political problems, diligently letting down the heads of people who are calm and sensible, problems of the next system level, which a mere mortal cannot affect.
    • The methods used in modern politics create a huge parasitic information background, which is very difficult to live and work in, primarily because of the out-of-focus between external and internal problems.
    • Professional life also does not pamper. Systemic or hereditary patterns of behavior constantly bring our heads to the problems of the next level of professional hierarchies - in order to reduce their influence and quantity, there are two ways: to change the system (which is difficult from low levels of the hierarchy) or to change the level inside the system and take positions with a greater influence on the system .

    What do we offer:
    • Learning as a means of focusing on something that loads the brain with the correct flow of incoming information
    • Focus on the issues of studying and implementing skills and knowledge that will help to carry out your work easier and faster, with less loss on “idle” communications and unproductive models for the development and argumentation of ideas and solutions
    • Get the opportunity to convert your investment into a new position, which will allow you to handle more interesting tasks and increase your income
    • Set a long-term goal, thereby reducing situational anxiety, which is interpreted by others as useless throwing

    We checked the proposed solution in statics, that is, we looked at what solution options are in addition to the proposed one, and what limitations this solution has. Now let's talk about testing a solution for stability over time. Whether the decision will work for you in the short and long term.

    Speaking about verifying the solution in the future, we primarily check 2 things:
    1. Could there be results or assets obtained by you as a result of the decision to “study”, easily lost in the future
    2. Can the results be capitalized, with which we started today's touch with the topic

    About the first check, we have already said. The conclusion is self-evident: accumulated knowledge is practically the only asset that cannot be taken away from a person. Knowledge converted into experience through the practice of application, become part of behavioral models and decision-making methods - part of how a person behaves. By its nature, this cannot be taken away or easily lost due to external political or economic factors.

    With capitalization, the issue is more complicated: let's take a closer look at it

    Intensive short-termtraining leads to the accumulation of knowledge that can be immediately put into practice, which brings noticeable results almost immediately. You just start writing other letters to customers, behave differently at meetings, calmly conduct technical speeches and defend your position in arguments and discussions with reason.

    The people around and the leadership especially clearly note the change in behavior: so if earlier or now you noticed “drifts” in terms of professional communication or service activities (writing letters, making presentations, selling ideas and suggestions), then you can get rid of them quite easily .

    We tried to take this quick effect into account when creating our training program: the program is modular, consists of 4 main sections or “Formulas” as we call them:
    1. Formula for working with people
    2. Project management formula
    3. Negotiation formula
    4. Transition formula (how to become a manager)

    These programs were carried out by us in 2014 as separate intensive workshops designed for a month of active study.

    Separately, it is worth noting 2 courses, which are also included in the annual program of the School and are for reference only:
    1. Negotiator Handbook
    2. Manager's Reference (“Solver 3.0”)

    These additional courses include video analysis of the most common negotiation and management situations: more than 90 situations with analysis of 5-20 minutes each.

    Quite often there is no need to study the entire negotiation course, for example, if a student already has a certain theoretical base, and he needs to quickly get an answer to an applied question.

    The very process of training a student in our annual program allows him to independently or with our help choose and start work from that program module, the study and implementation of which is now most necessary and will allow you to get the first external, noticeable changes quickly enough.

    The presence in the program of logically completed modules and the ability to flexibly choose the sequence of working with modules will allow students to obtain results and convert them to new positions or interesting tasks not at the end of the entire annual course, but in a period of 1 to 2 months, depending on the intensity of study and time which the student can devote to learning.

    In the short term, the program allows you to get practical results either “the next day” in the case of a student working with “Directories”, or during the very first weeks of training in the program, in the case of a student working with “Formulas”.

    We go further: check what happens to a student who is set up for long-term training and is ready to go through most of the modules offered by the program.

    Point changes begin to occur step by step, after each module studied. Against the general background of people who “go to work to do work for which they pay with money” (that is, simply according to the rules: he arrived at 10:00, left at 18:00, and was spotted in the middle of the workplace), students of any training Programs that begin to implement the practices they have gained are quite noticeable. This is noted by the students themselves and the leaders with whom we communicate.

    After each point change you will receive a plus / plus / plus in karma from bosses, customers and colleagues. Changes in your behavior will not go unnoticed. Your new results and the attitude of other people towards you - this is exactly what is then converted into new positions, enhancements and greater pleasure from work.

    The main thing that I would like to note: you can’t stop doing what you learn at the moment when the company matures to organizational changes and is ready to launch a mechanism to increase or expand the area of ​​authority of a particular employee (depending on the type and size of companies, it takes several months up to six months).

    At the design level of our main product for today - the annual training program of the Stratoplan School of Managers - we took into account the certain inertia of the structures in which we work and offer not just a substantial “load of knowledge” (90 hours of materials, not counting bonus classes and the teachers’s live time with students), but also the annual program of phased implementation of the acquired knowledge into the practice of your work. The program is built on the principle of “passed the module - went further” with an unlimited number of attempts to protect the material covered.

    We also know that when making decisions, many people care about the unknown. And this is logical - no one has learned to predict the future, and the information background paints increasingly gloomy pictures. However, any anxiety goes away when there is a goal, plan and action.
    What do psychologists say there? Fear goes away when action comes. And no one says that the goal, plan and actions should be perfect. They must be yours. Not perfect, namely YOURS.

    We specifically add to our program tools and personal discussion with each person of his professional goals (in the internal language of our students they are called “Wishlist”). Because actions and approaching your results, this is exactly what gives strength to perform actions that leave fear, situational anxiety, and systemic changes come.

    What do we propose to do now while reading this material cycle?

    Soberly assess your condition now:
    1. How long have you been thinking about your own goals?
    2. What environment are you working in now: how much do the company and your boss know about your professional goals and are ready to support you in their implementation? It’s hard to rely on the psychic abilities of a busy guide for your unique person, right?
    3. When was the last time you compiled, tracked and adjusted your plan of movement for a year, two, five or more years in advance?
    4. How many professional development books have you read in the past year? And art? Do you generally use a resource that gives your own reading list?
    5. How many seminars / trainings have you attended this year? How many were helpful? Which of the past have you already implemented and how much useful has “gone to the table” and drowned under the stream of incoming tasks and external troubles?
    6. Which of what you have read, learned, have you introduced into real life and this was noted by your leadership on your personal “track record”?
    7. How much information background is sucking you in now? And how much does this defocus on the unimportant affect the achievement of your professional and, as a result, personal goals?

    Inertia is a terrible thing. She blows us back. And it seems that the salary is not falling (we won’t talk about inflation now), but time is running out ...

    Remember how much you wanted to do at school, college? The world was bright, eyes wide open and it seemed that everything was still ahead? Time flows like sand through your fingers ... what is changing?

    All we do is we offer you a fork, a choice. There were three of them in fairy tales, we have two: either you will go ahead or you will stand still.

    The strength of a decision not made is equal to the strength of a decision with a minus sign. Every decision that has not been made is another blow to your internal ABS system, which “slows down” you before the changes, trying to make life manageable, static and boring.

    Not made decisions accumulate

    In the dynamics we are talking about, the decision not to make a choice will mean that you decide not to change anything. And things left to their own devices tend to degrade. In the language of systems - every system tends to rest. And you and I too.

    Is it possible to change the desire of the system for general peace?

    Let's look at the numbers.

    Statistics and results of our training programs so that you can somehow predict the effectiveness of the “Learn and invest in yourself” model:
    • 34% of graduates receive new positions and teams in the first year after training
    • 76% of graduates come to us again and recommend us to their colleagues and employees
    • 82% of students complete their studies
    • 94% of students rate programs 4.8 out of 5 and above

    What you need to do right now:

    Answer the questions of the small questionnaire above and register for a free webinar, an online presentation of the annual program of the Stratoplan School of Managers, which will take place at 11:00 Moscow time (11:00 Moscow time), December 16 ( Tuesday).

    Participation is free, and registration takes less than 30 seconds: https://attendee.gotowebinar.com/register/1202720948275279617

    See you online on December 16 at 11:00 (Moscow time).

    Alexander Orlov, Glory Pankratov
    School of Managers Stratoplan

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