This is the sixth in a series on leveraging tensions during this time of the coronavirus. For SixSEED Partners, Covid-19 is a powerful reminder of what already exists in our world which is complex and unpredictable circumstances that can cause much pain and expense unless we learn to take a more systemic view and get comfortable leveraging interdependent tensions. Previously, we covered the paradoxes of:
- Leveraging Facts AND Faith
- Leveraging Staying Present AND Anticipating the Future
- Leveraging Care for Self AND Care for Others
- Leveraging Assuming Responsibility AND Delegating Responsibility
- Leveraging Taking Ourselves Seriously AND Taking Ourselves Lightly
The tensions we are highlighting are coming from your real-world challenges. We’re asking questions and staying present to your pain points, that, in already demanding circumstances, is taking additional energy that you don’t have to spare. We want to help make this easier for you, while also increasing your capacity to lead others through this pandemic.
As I was listening and participating in a recent SixSEED Partners team meeting, I was hearing stories of inflicted trauma to businesses as a result of one or more of their partners contracting the coronavirus or some other illness and becoming either temporarily or permanently disabled. The trauma inflicted, in addition to the loss of a loved one, was the impact on the business due to a lack of shared knowledge – knowledge transfer.
Organizations who understand this tension have been rotating a greater pool of leaders through their Covid-19 Incident Command Centers so that the “show can go on” if one of the senior leaders becomes sick. As hospitals have struggled with adequate personal protective equipment, and as we’ve learned more about the varying symptom manifestations of the virus, this reality of suddenly having someone out of commission is front and center.
On a personal level, as I’ve heard of couples contracting the virus resulting in one or both of their deaths, I’ve been moved to have discussions with my husband around “information sharing” that we’ve not previously placed as a priority. Where are passwords; “important documents;” “house maintenance activities,” etc.? For a system to be agile and resilient, these processes need to be in place so that immediate adaptation can occur.
Below is a polarity map, which outlines this tension of Leveraging Specialized Knowledge and Shared Knowledge.
At SixSEED Partners, we are committed to developing leaders who have the capacity to leverage these interdependent tensions that are here to stay. We’ve taken the liberty of adding some action steps and warning signs to this map that you can use immediately with your teams.
If you’d like your own editable polarity map to give yourself the systemic view of the tension you are navigating, or if you have questions about how you might use this information now, complete our contact form and we’ll respond within 1 business day.
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