Fault-finders

There’s a fine line between demanding people and fault-finders.

Demanding people bring out the best in us by showing us what worked and didn’t.

We may feel upset that a report we slaved over doesn’t meet expectations and keeps coming back. But the feedback enables us to see what worked and where we’ve made wrong assumptions, left things out or there are areas that can be strengthened. Not only do the insights improve the current report but they also provide a mechanism for review that improves our work in the long term. Every iteration is an improvement. This is constructive.

Picky people are a different beast. They’re not interested in what’s good and bad, what worked and did not they head straight for what’s wrong and focus on nothing else.

There are other ways to describe these types: nitpicking, fault-finding, carping, critical.

The picky can be parents, partners, colleagues, friends, ourselves. What they have in common is that no matter how hard you try or what you accomplish it is never enough. The subtext of course is that: nor are you.

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Productivity needs play

Given that innovation is practically a mantra for CEOs globally and that countless studies have laid out the conditions for creating it, you’d think workplaces would be operating a little differently from a decade or so ago.

The literature is overflowing with cries for agility, decentralized networks, collaborative architecture or cultures that enable creativity through play.

Yet few organizations walk their talk, demanding innovation while pinning people to desks and archaic behaviours that confer credibility simply because they are familiar.

Companies continue to worry about absenteeism rather than the far more concerning trend of what Harvard Business Review’s Paul Hemp calls presenteeism – where workers turn up without really being there, and which is far more costly than paid sick leave.

Why do we still measure inputs rather than outputs, promote head-down-bum-up cultures that drive outcomes from A to B when we know that quantum leaps result from more haphazard associations?

We have entrenched views on what a serious workplace looks like. And despite studies that suggest serious is not synonymous with productive, many of us cling to old ideas rather than pushing against them. But push we should.

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