Thought-provoking post. These are difficult lessons to learn. Many of us are wired to solve problems and have systems-awareness. Fixing things makes a job feel more challenging and interesting. -and we do that quietly. And then we realise we’re not being noticed or rewarded for this. But the social cost of bringing systems problems and pathways to solutions into the broader organisational awareness is too high and we often lack the leadership skills to lead from the middle effectively. Our default ‘fix what we can by ourselves’ approach means we don’t get the visibility or the leadership training/mentoring we need, and we get exploited because we give more than we cost. A vicious cycle.
Thought-provoking post. These are difficult lessons to learn. Many of us are wired to solve problems and have systems-awareness. Fixing things makes a job feel more challenging and interesting. -and we do that quietly. And then we realise we’re not being noticed or rewarded for this. But the social cost of bringing systems problems and pathways to solutions into the broader organisational awareness is too high and we often lack the leadership skills to lead from the middle effectively. Our default ‘fix what we can by ourselves’ approach means we don’t get the visibility or the leadership training/mentoring we need, and we get exploited because we give more than we cost. A vicious cycle.