You have a great idea — a vision of something new your organization can do that will transform it, if not the world. You've mentioned it to some people who might be able to help make it happen, but they haven't done much. Maybe nobody else gets it, or has the passion for it, or whatever it takes.
You're about to encounter the passion-professionalism paradox.
In the modern workplace, to be passionate is to persist in pursuit of objectives, despite obstacles that would deter most of one's colleagues. Most people believe that only strong emotion can provide the drive that enables the passionate to make the sacrifices and take the risks that make persistence possible. We associate passion with excitement, commitment, and enthusiasm, possibly beyond the point of sound, objective judgment.
To be professional in the modern workplace is to conduct oneself in accordance with the standards, ethics, politeness, and demeanor of one's position. Most people regard professionalism as the right combination of skill, judgment, stability, objectivity, composure, precision, and focus. Professionalism, many believe, requires discipline of the emotions, to prevent them from clouding judgment and biasing decisions. Professionalism is dispassionate.
To lead the people of your organization to somewhere new, or to persuade them to adopt a new way of seeing some small part of the world, requires passion. Yet, those same people must trust the vision you offer. They must feel that you're objective about that vision, that your judgment is sound, that you are knowledgeable, and that the vision you advocate is achievable. Only by projecting professionalism can you influence others to adopt your vision. Only by being passionate can you marshal the internal resources needed to overcome the obstacles to realizing that vision.
Passion and professionalism are in tension. Visionaries who project more passion than professionalism stir doubts about their objectivity and their motives. Visionaries who possess more professionalism than passion have difficulty maintaining the level of commitment needed to deal with the challenges that obstruct adoption of their visions.
To resolve the tension between passion and professionalism, use both.
- Have a passion for professionalism
- Professionalism requires continuously calm, objective assessment of your situation, solving problems as they arise, or skirting them if possible, or deferring them until you can solve them. Professionalism requires resilience, making adjustments when necessary. Having a passion for professionalism makes this possible even when no path forward is in view.
- Take a professional approach to nurturing your passion
- Passion Visionaries who project more
passion than professionalism
stir doubts about their
objectivity and their motivesis the drive that makes persistence possible, despite obstacles that would deter the less passionate. Nurture your passion. Do what's necessary to renew the energy as you consume it. Being open to seeing more clearly what thrills you about your vision is good. Better is being disciplined about seeking those thrills.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenxTiVsxwFhXGVSMRgner@ChaclMFdUWYGIfKHWFZzoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Organizational Change:
- Look Before You Leap
- When we execute complex organizational change, we sometimes create disasters. It's ironic that even
in companies that test their products thoroughly, we rarely test organizational changes before we "roll
them out." We need systematic methods for discovering problems before we execute change efforts.
One approach that works well is the simulation.
- Don't Rebuild the Chrysler Building
- When we undertake change, we're usually surprised at the effort and cost required. Much of this effort
and cost is necessary because of the nature of the processes we're changing. What can we do differently
to make change easier in the future?
- Now We're in Chaos
- Among models of Change, the Satir Change Model has been especially useful for me. It describes how people
and systems respond to change, and handles well situations like the one that affected us all on September
- Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
the sanity test.
- The Restructuring-Fear Cycle: I
- When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make
other adjustments, they usually focus on financial health. Often ignored is the fear these changes create
in the minds of employees. Sadly, that fear can lead to the need for further restructuring.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAbAwmnKEFupjAzvqner@ChacnaQkFeXyeQZsAonZoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.