You’ve had a great team awayday or two. Everyone left fired up and enthusiastic to do the things that they committed to. The reason for the awayday was that your company wanted to make real changes, to encourage growth, to improve sales, to strengthen customer relations. You know what you need to do to move the business forward. You know what your boss wants you to do. But now it’s Monday morning, the journey to work was bad and you’ve got a full in-box, a full diary, a couple of HR issues, an unhappy customer and all of the other things that hit you on Monday morning. 
 
The temptation to get busy is enormous, there’s so much to be done. Isn’t it your job to get it done? You feel a bit torn between what you learnt, the changes you need to make, and all the stuff waiting for you.  This is a really critical moment when you need all the courage you can summon up to act differently, to realise that if you do dive back in then you will just keep repeating the old patterns.
 
Pause and think about what you learned and committed to do. How do you prioritise those things that are critical?   Look at your diary and your in-box and make space.  Do you really have to go to those meetings? Can you delegate? 
 
If your company is really serious about the things it is asking of you, there have to be changes and the unnecessary things that fill up your diary have to go. You have to hold yourself to account but you also need to hold the company and your colleagues to account.  

If this change is to be taken seriously by the company it has to start at the top.  The senior leadership have both to model the new behaviour that they want to see but also make sure that the rest of the organisation is given the time and space to change.

Change is never without cost so what are the things that the company is going to let go of so that the changes can take place?