| Resist. Resist. Resist. That seems to be the | | | | or answers. |
| congressional model these days. Whatever one party | | | | This may seem like semantics. But the difference |
| is for, the other is against. Before an idea makes it to | | | | between being for something versus being against |
| the blogosphere, opposing party political pundits are | | | | something is significant. |
| railing against whatever approach or bill or stance was | | | | You see, when you're for something more backbone |
| taken. | | | | is needed, more independent thinking is required, |
| Now before smugness gets the better of us, I'd | | | | more integration between who you are and how you |
| suggest we take a closer look. The against-it-resist-it | | | | operate is necessary. When you're for something, |
| road is alive and well in many workplaces, too. Of | | | | you're working towards what you want to bring |
| course the labels are different. It's not those | | | | about or contribute to, and that shifts accountability, |
| Democrats or Republicans, it's those employees or | | | | energy, and commitment. |
| that management; it's the boss or the workers; the | | | | Being for something requires strength of convictions |
| finance department or human resources; or the front | | | | and a willingness to stand up for them. And people |
| line versus support areas. | | | | who are winning at working know it's the way to |
| Being against something is often easier. We don't | | | | create sustainable change, develop solutions to |
| have to stick our necks out if we can grumble | | | | twenty-first century problems, ignite a thriving |
| against budget tightening instead of proactively | | | | economy with plentiful jobs, have meaningful work, |
| sharing fiscal responsibility by cutting our favorite | | | | and engage personal talents and passions. |
| projects or limiting our spending. | | | | People who are winning at working know that it's |
| We don't have to risk failure when we can identify | | | | when they tap into a purpose bigger than |
| flaws in a coworker's approach rather than develop, | | | | themselves that they offer the best of who they |
| pitch, and execute our own ideas. We don't have to | | | | are to their work, and the world. They're full of ideas, |
| look inward at where we work and shop when we | | | | self-motivation, trust building approaches, and |
| can rant over senior level compensation, rather than | | | | meaningful contribution when they work for |
| standing firm for working at or buying only from | | | | something they care about. |
| companies that offer fair compensation to all levels. | | | | What about you? What do you aspire to bring about |
| When you follow the against-it-resist-it road, you | | | | in your life? Be for that. What do you value? Be for |
| don't have to be in the spotlight, voice what you | | | | that. What do you want more of in your work or |
| believe in, or offer solutions. You can finger point or | | | | workplace? Be for that. |
| blame or identify problems without engaging in ideas | | | | (c) 2009 Nan S. Russell. All rights reserved. |