The Occurrence of Concurrence

There has been a lot of discussion and debate around the question, “What happens when an unstoppable force meets an immovable object?” Well, I am not a scientist or mathematician, and I may or not be a philosopher. But what I DO KNOW is that if and when it happens, it’s going to be something to watch and remember. 

Concurrence is when two paths meet at the same time. While the two paths coming together may not be considered a “collision” or “wreck”, it can be considered a significant event.

In personal and professional leadership, concurrence MUST happen. If you are growing, it will happen. If you are stagnant, it will happen. If you are losing ground, it will happen.  Whether we are progressing or digressing we will eventually run head on into something.

Concurrence is when two paths cross. What are some instances of these types of paths in leadership you ask? 

When POTENTIAL meets BLIND SPOTS? This is when a person has the potential to grow but is missing all of the signs that is preventing it. – Concurrence

When VISION runs into SILOS? This is when you and your team begin dreaming of plans to grow and expand but run into people or departments that don’t share information or desire to be a team player

When CULTURE butts heads with STRATEGY? Peter Drucker says, “Culture eats strategy for breakfast.”  Culture can be defined as, “that’s just the way we do things around here”. Strategy often dies when an unhealthy culture is present.

The list goes on… So, what do we do about it?

  1. INSIDE KNOWLEDGE: It probably requires “Inside knowledge”. Who are the people that have all of the knowledge of the concurrent situation? These people are stakeholders vetted and are “bought in” to what is happening. Gain all of the information possible (ie. The good, bad and ugly) from the people who are closest to the issue. You can’t begin making valid decisions without valid information.
  2. OUTSIDE EYESIt often takes “outside eyes” to see it and call it out. This is where an experienced coach or consultant comes into play. It is best when someone with the tools and knowledge can ask the right questions, call out the blind spots, and see the unobvious. 
  3. DOWNSIDE COSTS: It will require acknowledging the “downside costs”. When concurrence (opportunity) happens decisions have to be made. Remember, no decision is a decision. Making decisions may cost you money, influence, popularity, along with other things. Consider the cost if the decision IS made and also the cost if it IS NOT made. 
  4. UPSIDE OPPORTUNITIES: You will begin to experience “upside opportunities”. When the greater force of vision and mission become clear again you will notice opportunities that were blind or unattainable before. Stepping through those doors with clarity and passion can begin happening again.

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