The power of one

We’ve all experienced how one single decision can change the trajectory we are on. How one seemingly small change or adjustment in our thinking or in the words we use can shift our perspective slightly. Moving us along the continuum of what we believe to be true, fair and reasonable. Enabling us to make decisions that we wouldn’t have made without those small shifts along the way.

Big decisions like making career choices, where to live, who to surround ourselves with, and what we value. Small decisions like what colour car to buy, how to wear our hair, and what we spend our money on.

Part of it comes from us growing up, maturing, and being exposed to new ideas and ways of doing things. Others come from hearing other people’s ideas, philosophies, and stories. All, opportunities for us to question what we know and what we believe, and to decide if we keep what we’ve got or adapt it to what we’ve learnt.

It’s all part of our evolution and growth cycle.

But what about those decisions that come from more sinister places?

The need to please others.

The need to fit in and belong.

The belief in authority.

The protection of a “system”

The belief that others know better.

Decisions that are driven by fear.

Decisions that are made as a result of internalising institutionalised beliefs and values.

Like what we’ve seen unravel during the royal commission into Robodebt. Now, I don’t know any public servant who isn’t unnerved by what they are hearing. It hits a nerve because we all understand how easy it could be for any of us on that stand. I’m ashamed to say it, but I get it.

When I first joined the public service, Centrelink was its own entity, and it was very clear that our role was to serve the Australian people, namely those using Centrelink services. However, that focus soon changed with a change of government, a change of CEO and a change of focus to “we serve the people of Australia through serving the government of the day”. As a new public servant, little did I know how impactful that subtle change in focus would be in years to come.

And so, as small changes were made to phrases, processes, reporting lines, and accountability structures, that point along the continuum of what would be acceptable moved. Power bases shifted, beliefs shifted, and what was ok shifted. Not just in Centrelink but probably across the public service.

So, it’s no wonder so many of us can see ourselves on the stand at the Royal Commission.

It’s no wonder we are triggered and relieved it’s not us up there all at the same time.

That’s the power of the little, subtle decisions we make.

That’s the power of fear.

That’s the power of our belief system.

As a leader, it's important not to forget that. The ripple effect is real.

PS If you’re a senior leader and you want to do things differently but don’t know where to start, I offer a powerful foundations coaching package that is designed and tested to help you realign with your values, your mission and the legacy you were always meant to leave. Email for details at [email protected]