There is a doctrine that is attached to developing an organization or an individual. The principle is this: growth does not relieve stress. Instead, growth actually increases stress. When leaders are perplexed about this doctrine, it adds to the misery they are already encountering due to the change they are attempting to achieve. According to our business consultant in Orlando, many leaders view those who evolve and develop their organizations and think that these leaders have it easy or wish to be in their position.
It is not uncommon to encounter leaders who have not reached this understanding of evolution. Instead of welcoming the opposition they face due to growth, they spend substantial energy on avoidance or nonacceptance. They don't comprehend that when you grow an organization, the problems and concerns multiply and get different. You can see when somebody is stuck at a status by their discussions and questions. If they are holding the same discussions about the same problems over 12 months, they are not evolving; they are stuck. On the other hand, if their conversations and issues are continuously multiplying and transforming, this is a sign of growth.
When you encounter opposition, barriers, and pressures, you move into a new class of evolution. This helps you boost your capacity to develop your skills, knowledge, and insight to deal with more complicated growth-oriented circumstances. How you respond when you face these new problems and new opposition defines your strength. Do you welcome it and advance your readiness to pay your dues to keep evolving, or do you shrink and search for the path of least resistance?
This opposition can be in numerous forms. It might involve having your sanity or competence challenged by other people. It often requires having open and sometimes complex conversations about the truth of what you are experiencing and what the future holds. It also involves taking risks, often daring and more aggressive than you ever thought you would. You might encounter the pain of replacing people who are not conducive to reaching the next level of your evolution. Finally, it can mean staying relentlessly optimistic when in truth, you feel like you might be ready to pull your hair out.
When you have the chance to direct a growing organization, it will require you and your crew to pay the price for development. You will have to be ready to learn more, show more bravery and challenge your determination. It comes down to how badly you want to be the individual who leaves things better than you discovered them. Or, possibly you will determine that the cost is just too high for you to accept. You have the opportunity to opt-out of the responsibility. Unfortunately, many just bypass making this choice entirely. They do not choose to pay the cost of facing the complicatedness of the discomfort of transition, and they don't choose to pass the responsibility to somebody else who can. Instead, they decide to preserve the status quo and avoid making waves. In today's market, this alternative is not appealing and will only deteriorate and exacerbate the mess the next director will have to deal with.
When the leader or leaders cease growing, the organization quits growing too. Leaders must heighten their talents and hone their senses at every development obstacle. There will be problems involving individuals, techniques, systems, leadership proficiency, culture, finances, and more. The question will remain: How do you respond when encountering painful opposition to growth?
We hope this gives you a better understanding of the ways leaders can respond to opposition. Contact us today if you need a business consultant in Orlando.