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The Human Factor

By David Smith
President, The Employers’ Association
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This past month a majority of "non-conformists" spoke loudly enough to overwhelm the traditionalists whom often find comfort in the "status quo."  The mid-term election was not one in which the best candidate necessarily won - rather it was a referendum on change.  People voiced their frustration with "the proven and possible" by seeking the not yet proven and reaching for the "not now possible" alternative.  Having acted, we must now accept the fact that change comes easily but results take time.

Change is not a spectator sport. It is an active endeavor, having no clear-cut beginning and no definite end. The winds of change come from nowhere, blow through today and end up dissipating somewhere into tomorrow. Trying to capture these winds is an impossible task.  We must be patient for results, tolerant of misdirected starts, and ever aware of the direction that the winds might carry us if we are to ride them to positive change - particularly during these troubled economic times.

To initiate change we must demonstrate a willingness to modify our own behaviors, considering three major issues that must be acted upon if we hope to alter our lives OR our circumstances:

• We must acknowledge that our current position, situation or status IS NOT what we wish it to be and actively seek to have or do something different. This past month voters overwhelmingly expressed their desire to change course. We were promised change two years ago — but the reality that began developing was quite different from what most expected.  In order to achieve lasting change we must recognize that as situations change, so may the facts used to make an initial decision SO it is never wrong to act — only to choose NOT to act. In order to determine a new direction, however, we must acknowledge that our goals are not "cast in concrete" but rather built firmly upon shifting sand — and to reach a new place we must step from our original path onto one that will refocus and redirect our efforts.
• We must stop doing the things we are doing — that we have always done — no matter how effective they may have been in the past. Doing things "as they have always been done and expecting different results" defines insanity. Only when we seek the road less traveled will we find solutions not yet considered — when we allow ourselves to experience the unknown will we discover reality not yet defined.
• As we identify and abandon things in our lives that restrict our potential we must consciously replace them with activities that produce positive growth. Far too many choose to dwell within the quiet comfort of their accomplishments rather than seeking new opportunities to express their abilities. Simply walking away from "what was" will never allow us to find "what could be." We must seek AND implement alternatives if we are to fill the void created when we discard the old with the reality of things not yet realized.

"The people" spoke clearly last month. While a desire for change initiated our actions, we must demonstrate tolerance, patience and support (while establishing accountability and expecting results) for those in a position to institute change. Teachers expect a student's knowledge base to expand through classroom instruction, often establishing clearly defined consequences should the student NOT demonstrate proficiency. Supervisors expect employees to learn their jobs and contribute to the organization's effectiveness if they wish to have a job through which they might contribute. As individuals, once we determine what we must do to achieve a different result we must either monitor our activities to make sure we are on the road to resolution OR we will slip back into doing things the way they have always been done and get the same results we have always accepted. If we truly seek change we will not stop at the voting booth — we should set reasonable expectations, measure ongoing progress, communicate openly (and frequently) about concerns, and hold people accountable to deliver on the promises they have made.
Speaking of "promises" and accountability, when asked to write this column nearly four years ago, the intent was to discuss human resource issues and concerns. I dutifully fulfilled this vision for several months — writing about such things as good HR practices, generational differences and transitioning into management.  Then the "change bug" struck and I began writing about human issues and concerns such as creativity, the winds of change, and individuality.  MiBiz has been a patient purveyor of these thoughts and ramblings, tolerating my individual humanity by allowing me to speak from both my head and my heart through these monthly articles.  With the "sweeping changes" we initiated this past month through our election process, however, I braced myself to ask you — the receiver of my convoluted wisdom — if The Human Factor should continue to evolve or return to its human rResource-based roots.  Please contact me at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

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