Since the Pride Parade protest and the GayTM and police pinkwashings, the Muppets’ “Rainbow Connection” has been in my brain. I just had to rewrite the lyrics! So thanks to Sam for helping out with the new title and if anyone wants to sing it and put it on YouTube or SoundCloud, or suggest better changes, let me know!
On Sunday I ranted about the response to the protest at the Pride Parade. It was one-sided, personal (apologies, Richard Taki, if you’re reading) and lacked the usual, considered perspective I like to apply to my posts. But, I tell you, I’m blown away by how much attention I received.
I had about 30 seconds of doubt but, after applying an essentialist principal — if it isn’t a definite Yes it’s a definite No — I decided not to go to the Pride Parade last night. Waking up to a barrage of outrage on social media about the assault that took place, I’m doubly glad — I have real concerns about the organisers’ response to what happened and I would have hated the crowds.
I ended up using Eisenhower’s model to help me isolate what my value-add is as a consultant, which is obviously in the Important not Urgent (InU) area. Not only are these things the most valuable for my clients, they are crucial for my business, professional and personal well-being.
I thought I’d busted the myth that I was/am Steady Eddy long ago. But after attending and presenting at a hui on Friday where, by the end of the day people still thought I was joking that he and I are different people, I thought I should, once again, set the record straight (in more ways than one).
There will always be circumstances in which employees will choose to resign and leave immediately. However, I think it’s an important indicator of the healthiness of employment relationships and organisational culture. Anyone in a leadership position who dismisses it as the fault of the employee does so at their own — and their organisation’s — peril.
Might the world be a better place if women had real power in shaping its future? This is the question pondered in this debate.
If you’re anything like me you’re likely in some state of confusion and uncertainty which, I would hazard to say, is a very good state from which to tackle diversity, not to mention leadership, complexity and change. Our human need to be sure and certain and to know the answers are precisely what leads us astray in the world, a world which is nothing like what we would like it to be. Sorry kids, it’s messy out there.