Leaders have the daunting task of setting vision. Often, what it really ends up being is a checklist of things employees can and can't do. These employees (aka blue-collar workers, laborers, hourly employees, etc.) who are in the trenches of the daily operations of a company are sometimes left behind when it comes to cultural/operational change that is in the works.

If an idealist in the workplace (in this context, let's call them an executive) is someone who does things based on principles and lofty ideas, the pragmatist (laborer) is someone who does whatever is deemed to be practical. In theory, executives have commendable ideas and plans, and their motives may even be self-less. In practice, they often come across as unrealistic and self-centered. 

Both sides have to compromise. No one will get everything they want.

If your 'uppers' have failed you or you feel they just don't understand you, be patient. Try seeing things from their perspective. If it goes on for years, and there is no change, make sure your resume is updated and you have a good LinkedIn profile.

​For the directors and executives out there, keep it real. Don't turn 'vision' into something it's not. Here are a few tips on closing the gap:  

1. Address the elephant(s) in the room. Don't avoid problems, especially if they are reoccurring. Your team knows them. Tackle them head on and show your team that you are willing and able to help. Know what activities make up their 'daily grind' and pay attention to the squeaky wheel(s).

2. Repetition. This is your key discipline for changing or developing culture. What you do over and over will leave an imprint (good or bad). Repeat the vision. In meetings, emails, internal communication, etc., keep sharing what the future looks like in your new & improved workplace.   

3. Care & Concern. Simply put, no one cares how much you know until they know how much you care (thanks John). Care for the people on your team. Talk their language. Ask questions that are not just related to work. Be professional but make sure you are personable. 

To be continued... 
Danny

Being available for someone means that you have 'free' time and can fill it with something that is important to that person, if you feel like it.

Making yourself available to someone means that you intentionally commit to & protect that time, for their specific needs.

There's a huge difference.

Don't tell someone you're available if you're not willing to give them your time & attention. Sounding like a nice person by saying you're available doesn't help anyone. In fact, your co-workers or those under your leadership will eventually see the real you. They'll associate your frequent 'I'm available' with something along the lines of  'I have some free time, I wish I didn't, so please don't contact me unless you have an emergency.'

​Take-away: I'm available = The time slot is free but I don't really want to fill it. I will make myself available = Whatever is important to you is important to me.

Recently, in an online work meeting, The VP of our department said that he is actually excited about the unprecedented times we are living in, not in regards to any of the hurt and pain caused by the COVID-19 pandemic (of course), but because he is expanding his leadership skills and entering  uncharted territory as far as his career is concerned.

What's your attitude as a leader during the changes that are happening to work as we know it? Do you see an opportunity to get out of your comfort zone or are you going to run and hide and hope things get better?

Ten years from now, if the Lord tarries and we are still living, the business leaders of today's crisis will be characterized by at least 3 traits:

1. Consistent communication - They keep there team updated. They communicate important news from a national and state level and are staying on top of the pulse of current events. They regularly ask their team how they are doing and support them in any way they can.
2. Swift decision making - In volatile times, decisions often need to be made quickly, in a matter of days, hours or even minutes. Great leaders don't sit on their hands. They gather the facts, analyze the data and take action.
3. People over profit - Great leaders don't jeopardize the safety or health of their team in order to make money. If the state says all non-essential businesses need to temporarily close, they obey. They know that in the big picture, there is no healthy company without the healthy people that run it.

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​And David shepherded them with integrity of heart; with skillful hands he led them. - Psalm 78:72