Organizational change can’t be brought about by hauntings.

You’ll notice something odd if you follow Australian politics at all.

This is what you’re not paying attention to; or rather, what you don’t notice.

We end our election cycles in a frenzy of attacks, soundbites and vague appeals to emotion like every democracy.

However, what’s in the midst of this?

If you can call it that, the government gets on with the business of governing.

But what about the opposition?

You don’t hear much about them unless they’re in the middle of some sort of scandal.

This is a particular problem for the Labor Party. In the months before an election, they burst into a frenzy of photo ops that last for years.

It’s a puzzle to me. Isn’t it obvious that you want people to vote for you?

It’s a pity.

Maybe they’ll realise that comfort breeds confidence, and confidence breeds victory one day.

In light of this…

The perpetrators of this malfeasance aren’t limited to politicians. In the midst of the day-to-day, many senior executives fail to see and be seen.
Writing for a mid-sized government agency was one of my most rewarding experiences in my career. I wrote three blog posts a fortnight on behalf of the department head and his deputy for six months.

It was informative.

For starters, senior leaders often overestimate their own visibility. It’s impossible for them to go unnoticed, since they spend all day in meetings.

These encounters, however, are not with everyone.

They are often found in groups with other high-ranking executives. Front-line workers do get some attention every now and then, for sure. It’s just too few and far between. In order to understand each other, you must meet at least twice a month with people you don’t know well.

Several weeks’ time is not long enough to see how quickly things can change.

It may appear to the leaders that they’re constantly meeting everyone, but this isn’t the case – at least not from the perspective of the organisation.

Fortunately, the department’s leaders were able to recognise the danger and take action. Weekly blog posts may not seem like much, but they add up.

It really makes a difference.

It’s open to everyone, so don’t miss out.

To stay abreast of what’s going on throughout the company.

In order to get a sense of the leaders’ priorities.

It’s not a replacement for face-to-face interaction, that’s for sure.

However, it is a wonderful addition to it.

Because you can’t get anywhere worthwhile by haunting your way there. No one will follow your leadership if you’re just a glimmer in their peripheral vision.

(Mainly due to the fact that they have no idea what it is.)

You respond, “Nonsense, William,” with a sigh. “About a year ago, I sent out a memo outlining my top eight priorities. What I stand for is well-known to everyone.”

That’s a haunting, not a means of communication.

A year after saying they wanted to be an Olympic athlete, my friend is presumed to have exaggerated their intentions.

Your employees share your perspective. “Excellence” and “professionalism” and “whatever” are the values of every organisation.

A company, on the other hand, is committed to the values it espouses on a daily basis.

That’s why I hope you’re helping to shape the conversation. There are no values if you aren’t leading the conversation.

Building trust is the most effective way to improve your organisation.

But how do you measure or improve something like that?

Especially if your staff is overworked, cynical, and resistant to new ideas?

There are simple, effective and proven strategies you can begin implementing today. I know you can unlock the creativity, productivity and joy of your employees.