Melinda Fouts, Ph.D., a renowned success coach and the author of Cognitive Enlightenment, recently dissected the concept of balance and its significance to an organization. More than just work-life equilibrium or the balancing act between sales and production, she introduces a fresh perspective on how balance impacts an organization in countless, often overlooked ways.
Fundamentally, the definition that Fouts uses to frame her exploration is rooted in the art of harmonious existence between varying qualities. Achieving balance, she explains, should involve having just the right amount – neither too much nor too little – of any one quality.
This conception of balance is not anchored in a static state. Instead, it is a dynamic process of continuously adjusting to restore harmony and equilibrium. Just as a gymnast performs on a balance beam, making small, constant tweaks to her routine to maintain stability and composure, an individual or an organization should also be always engaged in a similar act of balancing.
An organization missions to thrive by operating in a balanced manner, understanding the minutia that contributes to maintaining this state is crucial. Being oblivious to this can result in harmful consequences. For instance, employees and organizational cultures can tip into the burnout zone due to high-stress situations if the requisite balance is absent.
Imbalance often manifests in different ways within an organization. One common scenario is when there is an excessive focus on gathering facts, data, and intellectual understanding, but not enough on comprehension and empathy. It is essential for a leader to foster understanding within their teams, leading eventually to the rewarding outcome of “This makes sense.” This is considered an aha moment – a significant milestone in building an excellent equilibrium between intellectually grappling with a concept and understanding it.
The challenge of maintaining this equilibrium within an organization is vast and diverse, ranging from handling machine and human intelligence, facilitating corrective intervention and experiential learning, and managing the interplay between masculine and feminine qualities. Striving for balance in an organization should not be seen as merely a stopgap action, but rather a continuous endeavor built around the concept of relatability, which necessitates a different approach to thinking, doing, and being.
Going beyond the realms of gender, the interplay between the masculine and feminine becomes particularly pertinent. Fouts’ keynote on “Channeling Feminine Energy in the Face of Adversity” explores this dynamic. In a world accustomed to masculine tones, learning to employ different tactics and approaches in challenging situations can reap exceptional rewards. Balance stems not only from understanding and agreement but also from the ability to grow and adapt in face of chaos and resentment.
Another crucial aspect of organizational equilibrium revolves around managing primary and secondary intelligence. While primary intelligence is inherent and instinctive, secondary intelligence is data-driven, grounded in science, and proven beyond doubt. The balance lies in appreciating both sets of intelligence, as both are essential for an organisation to thrive.
In conclusion, the objective of discussing balance is to challenge individuals and organizations alike to take a bird’s eye view of their operating frameworks. The goal should be to strive to emulate the gymnast’s focus and perseverance on the balance beam, relentlessly balancing and readjusting to go for the gold.
