Endings help us encode. They provide a conclusion and embed the gift of finality, allowing the opportunity for new ideas, relationships, and seasons to be imagined, created, renewed, or reborn. But the beauty of endings only exists when they exercise their utility in being definitive. In other words, the endings have to actually happen, which is how most people or organizations find themselves stuck in an inevitable perpetual cycle of readdressing things that should have been put to rest. With a better understanding of endings, what they are, and how to utilize them effectively, we can finally take those steps of progression, elevate to our highest potential, and birth new beginnings.
"It is always important to know when something has reached its end. Closing circles, shutting doors, finishing chapters, it doesn't matter what we call it; what matters is to leave in the past those moments in life that are over."
― Paulo Coelho, The Zahir
Since March 2020, I have had hundreds of managers ask me the same question, "How can I nurture a genuine connection with my team in a virtual environment?" Even if some people are physically coming to work, in many cases entire teams are not. Or at least they aren’t all in the same space, at the same time, like during pre-Covid times.
My answer: You nurture a connection with a lot of intentional choices. Intention is about where you put your attention. Think about it, people are logging on from their homes. In the background, (your background and their immediate surroundings) are pets, children, contractors, laundry to be folded, plants to be watered, leftovers in the fridge. The distractions are endless. Nurturing a cohesive and engaged team, which is absolutely the role of managers, is more challenging than ever.
Your intentional practice begins with paying attention to how you are showing up. Are you intentionally setting aside other work, like open documents or...