Emergency brake or fast lane project - How to put processes on the fast lane

Steel industry. Traditional structures. The managing director of a subsidiary full of ideas, agile, and forward-thinking. The company is sluggish and currently overwhelmed by a multitude of challenges. Everything is essential and urgent and cannot be postponed - everything and, at the same time, nothing has priority. As a result, 'everything' is left undone - decisions are delayed. Powerlessness. This is how my coachee, the managing director of a subsidiary, describes the situation.

"How can I get management decisions faster or in the given time frame?" - We start the intensive coaching day with this question and look at his LINC Personality Profiler as a first step. What immediately stands out: is his high inner orientation. Inner-oriented people like to spend time alone without feeling lonely and are more likely to sort out problems with themselves and recharge their batteries by thinking and reflecting. They want to keep their thoughts to themselves - also rarely share ideas with others. "Yes, that is 100% true! I've thought countless thoughts and had solutions ready on how I think management decisions could be made faster - only I haven't shared my thoughts with anyone yet."

You can't change character - but you can change behaviour!

We discuss that his motives and character traits - like his inward orientation - are firmly anchored in him. The LPP initially 'only' shows where he stands. Every character trait is linked to behaviour. You can't change the character - but you can change the behaviour! In addition to a possible change in behaviour, he has three other options to 'react' to his inner orientation - four possibilities: You can't change character - but you can change behaviour!

  1. Behavioural change: acquiring new behaviours, developing new behavioural strategies and developing one's competences.
  2. Inform: Informing others actively and transparently about one's behaviour, thinking and feeling without changing it (imagine the elephant in the room...).
  3. Compensating: compensating for one's own personality-related learning areas with particular other strengths.
  4. Accepting: accepting one's own personality-related learning fields without changing them.

"Which option would you most like to choose?" I want to know from my client. He thinks for a moment and spontaneously answers: "I need and want to change my behaviour. That is becoming very clear to me right now. My inward orientation leads me to carry ideas around and be frustrated that others don't react. I didn't realise that. The solution could be to 'challenge' my inner orientation and share my numerous ideas with others."

What is important, what is urgent and where do we need the emergency brake?

For this to succeed, the first step is to make his thoughts/reflections visible to himself:

"We have to rethink and sharpen our communication. Management must consistently distinguish between important and urgent. The first step is to get an understanding of what is urgent - what is important."

What exactly might this look like in practice?

"We develop a 'fast-lane' for issues or decisions that combine important & urgent. Analogous to the tram, we are setting up an emergency brake. You can only pull it when there is a real 'emergency'. Pulling the emergency brake without justification also has consequences."

"The emergency brake stops the train and saves lives," my client continues. At the same time, it puts us in the fast lane and ensures that we don't collide. We thus optimise the perception of opportunities and possibilities."

The ideas just bubble out of him. His 'fast lane' project is taking more and more shape:

"Fast lane processes are for issues with the very highest priority, such as expensive projects or when danger is imminent. Every responsible person must know the process and be able to initiate it."

Understand yourself and the blockages turn into energy boosters!

My coachee seems liberated. A massive mountain of ideas had been dormant inside him for a long time. Until now, his high level of inner orientation had prevented him from sharing thoughts with those around him. The LINC Personality Profiler had made this facet of his character visible. The realisation alone that he was inwardly oriented was enough to bring him into action. The crucial question now was how to implement it.

"Very simple. We have an idea management system. I put my idea in there. For that, I still have to work out the need and benefit exactly so that it is a practicable tool we reinstall in the company."

His principle orientation & performance orientation helped him in this. In addition, he was able to identify another WatchOut from the LPP results: His high level of relaxedness, which states that he likes to put things, and situations that are unpleasant on the back burner! So if there are hurdles in the implementation, it is crucial that he keeps this relaxedness in mind and directs his focus on discipline, achievement orientation and principle orientation!

Do you also have a challenge in your everyday life that you would like to solve? Contact me or write to me.

[Translate to English:] Shutterstock.com | Butsaya