Trouble (v.) - to disturb the mental calm and contentment of; worry; distress; agitate. (Definition courtesy of www.dictionary.com)
In talking with leaders in many organizations, there seems to be one consistent thought - stay out of trouble! This trouble comes in many easily recognized forms: regulators asking questions; meetings with disagreement; board members too involved; grants lost; etc. As leaders, we do our best to compel organizations to avoid this kind of trouble. After all, with trouble comes pain and dealing with pain is awfully hard.
Let me ask one more question, though. What happens after the pain? Or to put it another way, what is the outcome of trouble? The answer to this really involves three alternatives:
- We effectively address the trouble and move forward.
- We avoid or dismiss the trouble buying us time.
- We fail to address the trouble and we suffer the consequences.
Fortunately, most organizations get to the first answer. Unfortunately, the process that gets us there is full of pain. The process involves steps to try and be sure that the trouble does not happen again.
There are, however, truly successful organizations that embrace trouble. These organizations are characterized by some level worry, distress, and agitation. These organizations look for trouble, avoid contentment, and, coincidentally, are some of the best at serving their communities. How can this be?
The answer is simple. These organizations have a process to instigate or uncover trouble and methods to effectively address the trouble and move forward. Their meetings are filled with differing opinions and sometimes arguments and the outcomes are better for it; they prepare before they are reviewed and embrace the questions posed to them as opportunities to improve; they have processes to minimize the pain and maximize the outcome.
Yes, a calm serene and trouble free environment is appealing. That is, until trouble strikes. What is your organization doing to encourage appropriate trouble?