Are you a constant crusader for your organisation?

Kol Kavod to Al Gore! (Translating from Hebrew meaning "All the Honour" ) In The Age (6 Nov) Al Gore is defined as being a constant crusader - using inspiration from the Middle Ages to help shape long term thinking. Those communities were defined by building the great cathedrals of Europe and for generations to come.


Gore wants us "to give up short term thinking and automatic responses and instead turn on the parts of our brains that allow us to develop long term thinking and create a strong and sustainable future. He is a true crusader and fights for what he believes.

In business today, we too need to crusade for what we believe is right for the sustainable future of our organizations and people.

However often we are faced with "new strategies' " new ideas" "new systems" without really giving time for the existing processes to develop to their full potential.

We think big but often act small by changing direction as often as we change our socks. It seems we fight for a short time before being tempted or attracted to the next best thing - always compromising what we have for what we believe may be better. Let us be more discerning about what we change, when we change it and why and be prepared to crusade for our beliefs and values.

If you are keen to develop your business or organisation into one that is build on bricks not clicks, that is built on hard work not a good lurk, and have a strong vision for the future, here are 7 strong foundations to develop your cathedrals for the future.

Respond with organisational flexibility and operational flexibility to the changes and conditions of today but only change what is broken and adjust and adapt with a clear agenda in mind.

• Know who your champions are, what they are passionate about and who they can influence to support them along the way.

• Recognise where in the business is the urgency and where is the need for stillness and reflection.

• Ask your people to identify three things they can do under the following headings:

1. What do we need to eliminate?

2. What do we reduce time or effort on?

3. What do we raise the bar on?

4. What do we need to create for the future?

• Set high standards and people will perform to them - not generally above them, so its critical to expect a lot. Let people then operate on the premise that they will succeed - step off the dance floor and onto the balcony - for they will do better when they are not watched and supervised on every step.

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