It's early winter in Boston, the very beginning of the year, and I set out before dawn for my morning circuit of the Charles River's lower basin. The city is waking, preparing for the coming day, but the basin is still quiet.
Normally, I don't see the dawn, but I'm a little earlier than usual, and at this time of year, the sunrise is as late as it gets. As I come around the turn in the path below the Longfellow Bridge, I see a pink tinge in the clouds to my left. I realize that on this morning the view of the sunrise from the Cambridge bank will be striking. So I decide to follow my usual path, but in the opposite of my usual direction.
I cross the Longfellow Bridge, walking backwards much of the way, to face the sunrise. The sky in the East brightens steadily, and the clouds change from pink to red to a glorious orange. Walking upstream on the Cambridge side, I notice sunlight in the treetops, gradually working its way down to ground level. And then the sun falls directly on me. The beginning of the new day.
Beginnings can be filled with possibility — inspiring and exciting. And then letdown can follow, when our aspirations don't come to pass, or when we encounter obstacles that trip us up in frustratingly familiar ways.
Here are some tips for handling beginnings.
- You can't change the past
- At least one element from the past is always with us — ourselves. Life is repertoire — new efforts often involve many of the same people, who bring with them not only their experiences, but also the problems of the past. Fresh starts usually aren't really fresh.
- See things as they really are
- Beginnings can be filled
with possibility —
inspiring and exciting
- Events, like sunrises or new years, can seem more significant than they really are. When the sun rose over the Charles, the world didn't change — the city's birds kept singing and the river's waves kept waving. The flow of events is often more continuous than we recognize.
- Seek inspiration in the real
- When a transition of true significance arrives, it might not be marked by dramatic shifts in Nature, or astronomy, or the calendar. When we depend on the newness of the effort, or a new year, or a sunrise, to indicate significant transitions, we might let other important transitions pass unnoticed. Find inspiration in what's really happening, where the opportunity really lies.
- Focus on the truly new
- What is new is the chance to try again, this time with a memory of past experience. Maybe we've learned something. Maybe we can make different choices this time.
Helen Keller once said that when one door closes, another opens. But sometimes doors open all by themselves, often without our noticing them. Is a door opening for you? When did you last check? Top Next Issue
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More articles on Organizational Change:
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- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- Comfortable Ignorance
- When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work,
our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting
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- Kinds of Organizational Authority: the Informal
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we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
- The Restructuring-Fear Cycle: I
- When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make
other adjustments, they usually focus on financial health. Often ignored is the fear these changes create
in the minds of employees. Sadly, that fear can lead to the need for further restructuring.
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- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.