Driving Lessons
August 19, 2014
Many millions of us this summer took to the expressways of North America, and most of us reached our destinations safely. I find myself amazed at how few the accidents are when highways are crowded with hunks of metal traveling at 60, 70 and even 80 miles per hour.
There are three actions on a fast-moving expressway that jeopardize the health of travelers that are like three actions that jeopardize the health of organizations.
- First, if any number of drivers defies heavy traffic or wet pavement, then the well-being of all the others is at risk.
- Second, if just a single car ahead of a crowd of others slams on the brakes, then a chain reaction collision is likely to follow.
- Third, if a driver fails to look around and indicate the intention to change lanes, then those around that car must take evasive actions to escape trouble.
Likewise, organization leaders who move forward too fast without regard to their environment, leaders who suddenly slow down or stop their forward motion, and leaders who fail to consult with those around them and clearly signal their intentions to make a change, put their enterprise at risk.
Lessons for the office, learned on the road.
The Subjunctive
January 3, 2014
As a frequent traveler to foreign lands and also as a college English major and high school English teacher, my ears perked up when a speaker said recently that there are some languages that, unlike English, do not have the subjunctive verb mood or mode. I love the subjunctive!
That’s the mood of what might have been, the speaker said. For example, “Had I studied harder, I would have received a better grade.” And “If I were you, I would have studied much longer.”
The subjunctive can also be the mood of excuses, I thought. For example, “If the official hadn’t made that traveling call, we would have won the game.” But I digress.
The subjunctive verb mood is used for the hypothetical. This makes it most valuable as a mindset before taking any action. It helps one think of unintended consequences.
But the subjunctive mood is also useful for the remedial: “If we had done this or that differently then, perhaps the result would have been better.”
Thinking in the subjunctive mood as we plan before initiatives, and then also as we evaluate after plans have been rolled out, are the one-two punch of effective project management.
What we must avoid, however, is thinking of the subjunctive as the mood of regrets. “If only I had . . .” And then doing nothing to try to change the future.
As we think about the year just past and about the year ahead, let’s use the subjunctive mood for its better purposes – planning and evaluation, not excuses and regrets.