Land line +64 4 971 7882 Mobile +64 275 774 120 mark@woodard.net.nz

 

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It is a real privilege to work on such challenges. In the case of the ambulance situation, both ACC and the Ministry of Health were involved, each with its own organisational imperatives. It was a challenge I relished: truths  that are difficult to raise. People say that I bring a clarity and a sharpness to the conversation.

 

In complex situations, decision-making often needs to be unblocked before action can be taken. That means, first, the hard questions need to be asked — so I ask those questions. What are the issues we need to face up to? How do we put all the other stuff aside for now? What exactly is it that we want to achieve? How do we turn that thinking into a clear action plan?

 

The next step is to seek honest answers. For instance, at one stage I was the CE of an organisation tackling long-historic claims of alleged child abuse, with the added pressure of the national media spotlight. The only honest answer was to achieve resolution through dignity and respect, and we put huge effort into ensuring that happened. Defensiveness and self-righteousness are never the way. Honest answers emerge from respectful listening.

 

Often, when asked for an answer, I’ll talk about principles, which people can then apply to their own circumstance. I don’t tell people what to do: I give them the means to work through it. One time, I asked someone if I was being clear. “You’re being abstract,” he replied, “but incredibly clear.”

 

Real progress comes from tough questions, honest answers, and then collaboration with all stakeholders. That’s because the best solutions are the ones where everyone feels involved in the process.Collaboration also identifies the level of support, or opposition, and why.

 

What issues are your organization facing? Think of it this way. Everyone involved is doubtless wanting a positive resolution. So what’s needed now is to clarify the best way forward. I’ll help by asking the tough questions and getting the honest answers. And that means progress — for even the toughest issues.

 

Want more information?  Check out what other people say about me, what is already out there on a Google search, or my background.

Eight reviews in 10 years. Working on a project for the ambulance sector a few years ago, I learned that’s how many reviews there had been, on this critically important public service. Hardly surprising, frustration was high. It seemed that everyone agreed, more or less, on the problems. Even the solution appeared straightforward.  And yet, despite so much analysis, only small steps had been taken to progress the solution.

2011-2

Mark Woodard