Me, myself and I (hereinafter referred to as the “wisher” and where the context so admit include my personal representatives and/or assignees) wish to, in a special way, convey my season’s greetings to you the recipient (hereinafter referred to as the “wishee” and where the context so admit includes personal representatives and/or assignees).
The wisher’s greetings superceedes any other greetings and/or wishes that may have been sent prior and in the event of any conflict as regards the greetings and/wishes, the greetings herein shall prevail.
Without prejudice to the foregoing and for avoidance of doubt, the greetings and wishes herein relate to Christmas. That notwithstanding, the same shall apply Mutatis Mutandis to the New Year Celebrations. The Christmas here above refers to the Christmas of the year 2020 and not any other that has passed. The new year is that which begins on first date of January 2021 at 0000hrs and not any other. And here, without any doubt or any other reference, I now declare..
“Merry Christmas and Happy New Year”, Ceteris Paribus.
This greeting shall be governed under the Laws of God as contained in the Holy Bible as it was in the beginning, is now and ever shall be, world without end.
Everyone knows change is inevitable, but when it hits home, and our life is upended unexpectedly, the truism takes on an entirely new meaning. In this reality of Covid-19 pandemic, job losses, locust invasions, mental stress and political uncertainty, life has taken a completely “abnormal” or “new normal” is you like. While there are many tactics for “surviving” the sometimes traumatic effects of unforeseen change, there is a more courageous option than merely minimizing the downside of disruption.
Choose it before it chooses you. Because life itself is unpredictable, personal disruption is inevitable. Once you accept this fact, you’ve taken the first step toward keeping your head above water during the next crisis. But simply surviving isn’t enough to succeed. By learning to embrace disruption, you can harness it as a tool for personal and organizational growth
There is a good news article on Harvard Business Review about managing those whose lives have been upended, written by the author of six New York Times best-sellers, Bruce Feiler. In it, he makes the distinction between “voluntary” disruptions in one’s life — say, buying a home or having a child — and “involuntary” disruptions — say, sadly, the loss of a parent, a pet, a job, etc.
It’s worth noting that while many managers and organizational leaders can handle disruption around product and process (although not all can do it well), very few can handle disruption around personal issues, be it their own or their teams. I actually once saw someone get divorced after 20 years; when he returned to work, his manager gave him a Ksh 50,000 gift cash and that was basically it.
I doubt that the new divorcee really wanted to run through walls for that manager after he got his coffee or whiskey with the cash, right? And if you want to be a transformative leader, not just a transactional one, you need to get good at the people side of all this. It is messy and confusing and oftentimes awkward, but if you can’t do that side, you will struggle with real growth and gains around your business and yourself.
This people-centric transformative leadership side is one thing (one big thing)
What is People-Centric Leadership?
People-centric leadership creates a culture where both employees and leaders are more fulfilled and more fully engaged. Leaders see employees as people, not cogs in the machine or lines on a spreadsheet, and they make decisions with this in mind. They also see employees for more than just the work they do. This includes considering their mental health, their situation at home, and other factors that play a role in their overall well-being.
People-centric leaders also want to know what each employee cares most about. One of the most important things to consider is that meaningfulness is highly individual. What matters to one person might not be a significant motivator for another. For this reason, organizations can’t create a blanket purpose and expect it to resonate with everybody. While the company might have specific goals that resonate with some people, it’s up to leaders to identify the work that makes each individual light up, and to highlight the purpose behind each task.
When employees find themselves asking, “What’s the point of this?” it’s a sign that they are not finding the meaning in what they are doing. People-centric leaders know how to spot this warning sign and work with employees to demonstrate how their work has meaning.