This is Part 2 of a two-part series on leading yourself while ‘adrift’ from an organisation.
In Part 1, I broadly covered the potential for learning and growth when in a state of limbo, like what many are experiencing during the Pandemic of 2020.
The series continues …
Being in limbo or adrift, is to be amidst uncertainty and ambiguity.
Can you image what could be more uncertain and ambiguous than right now? And how do you prepare for that? Looking back, if you had known this was the situation you were going to arrive in – what preparation would you have made to ease the current situation?
I recently attend this 90-min session facilitated by Rhys Paddick and Emma Gibbens. It was a playful session with a genuine openness and encouragement to learn and do a meaningful ‘Acknowledgement of Country’. It was pleasantly surprising about how creative and personal I could be in preparing my AoC to honour the spirit of cultural…
The ‘pandemic of 2020’ has disrupted our personal and work lives. For some, this disruption has been to be cut adrift, to be untethered, from an organisation or employment.
So much daily structure, personal identity, and validation comes from having a job. To be adrift is functionally unsettling: routines are lost; skills are not used; and activities remain undone. It’s emotionally destabilising: there’s a shame element to say “I’m unemployed”, is if my value ceased when nobody nor an organisational identity, is seeing and utilising the value I have to contribute. In being adrift, it’s also to lose touch with resources and opportunities to gain personal value and contribute value. You are lost in limbo.
Actually, that’s just one perspective.
I’m a big advocate for self-care. And this book is a great way to get thinking about what you define as success and how well-being fits into that picture. Not many of us are working so hard that we might fall from exhaustion and lack of sleep resulting in gashing our face (as happened to Arianna) – but it is worth noting that sleep deprivation is classified as a form of torture.
Recently I took a temporary ‘gig’ as a bar-person – I was serving at the drinks table at Lena Ross’s second book launch. The book launch was an community experience in which many sub-experiences took place, such as getting a drink to fuel conversation and networking.
Wearing my Experience Design hat, I took a particular approach to my gig. I did this intentionally, to apply three of the Change Design Principles. Let me tell you about the what, the How and the why to make the application of the principles real and practical to you.
“Value” is a term popping up a lot in my conversations lately. Like many words in the English language, it gets defined and used in diverse ways – which is a source of frustration in those conversations but also a catalyst to have a conversation that is richer in meaning.
So why is the notion of Value useful in thinking about and making change?
If you lifted up the proverbial petticoats of the Organisational Change Management (OCM) discipline – what is underneath? What private personal parts are intrinsic to the words you say and the actions you take as you do your work?