Facing challenges

“Opportunities to find deeper powers within ourselves come when life seems most challenging”. Joseph Campbell

With the world becoming more volatile, more uncertain, more complex and ambiguous, personal and organizational life has become more than a just a small challenge.

How to respond to an increasingly complex, volatile and uncertain world is the primary challenge facing today’s CEOs. With all this uncertainty comes ambiguity – something a surprising number of CEOs feel ill equipped to handle.

At EZC.Partners, we help people, leaders, CEOs, managers and other professionals to navigate these challenges efficiently, successfully, and elegantly.

Do you recognize any of these symptoms?

In a personal or team domain
  • lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results (team dysfunctions)
  • missing a sense of purpose
  • unhealthy competition and infighting
  • bad communication
  • a felt sense of overwhelm
  • workloads are too high or too complex
  • bumping against questionable rules
  • little investment in capacity building or leadership development
  • missing impact, power and alignment in personal reality (job, relationship)
  • uncertainty in transition periods
Leadership
  • complexity gap: leaders feel overwhelmed with the complexity of the job
  • Leaders feel in over their heads
  • they get bad support in transition or promotions
  • find it hard to communicate to direct reports or bosses
  • find it hard to make decisions when outcomes can’t be predicted
Organizational Culture 
  • lack of trust in teams and across hierarchies
  • ‘the way we work around here keeps pain alive’
  • mismatch between espoused values and lived culture
  • inattention to results
  • group cohesion instead of coherence
  • culture is not tended to but has crept in
  • culture is not made conscious or explicit
  • ‘culture eats strategy for breakfast’
System and Governance 
  • high artificial complexity caused by inflexible structures and hierarchies
  • inadequate structures for 21st century organisations
  • having to follow or to administer rules that add to artificial complexity
  • gaming the system and workarounds
  • pushback from clients or staff
  • resistance to change
  • lack of innovation and creativity

We regard these phenomena as natural tensions in organizations and, in many cases, as tensions bearing vital information and opportunities for growth and development.

We offer relief and support:

 

 

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