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If Nothing Changes Then Nothing Changes · The Slippery Slope

• 0:12
  Hi, Jake Fallon. Thanks for listening to the
• 0:14
  slippery slope. So probably let's say, let's say
• 0:20
  two months ago I was having a conversation with a couple of
• 0:24
  people, with two people. And both of these people,
• 0:28
  they're they're not connected in any way other than the three of
• 0:31
  us. The three of us all all work in
• 0:34
  similar areas. Both of these people were
• 0:37
  talking to me about about their work life and how they were a
• 0:40
  little bit dissatisfied with where they currently were at
• 0:44
  within their work life and where they were going.
• 0:48
  And they both had a vision to progress within the work areas
• 0:53
  or the the work fields which they had chosen.
• 0:56
  They both had a vision to progress.
• 0:59
  However, both of them felt that they were becoming stagnant and
• 1:02
  they weren't achieving things the goals that they wanted to
• 1:05
  achieve. Now one of these persons said
• 1:08
  that they would really like some specific training.
• 1:11
  There were some things that they really wanted to do and they
• 1:14
  were very specific about what they wanted.
• 1:17
  And they were a little, a little disheartened with with the way
• 1:23
  they work was supporting in their view, supporting some
• 1:28
  people and not supporting others.
• 1:31
  Now at the time I'd said because I felt, I mean, I try not to
• 1:36
  always make suggestions, you know, sometimes people just want
• 1:39
  to vent, I get that. But you know, we're all
• 1:42
  discussing things and I just made a few suggestions.
• 1:45
  I'd said, well, anyway. I'd made a few suggestions, said
• 1:50
  well, maybe, maybe they needed to make some changes, whether
• 1:54
  that's the changing the the company that they work for, just
• 2:01
  some other changes in general they could make immediately.
• 2:05
  This person came back every time I made a suggestion or any of
• 2:09
  the suggestions I made, They came back with a reason why, a
• 2:14
  reason why they couldn't make that change, why they couldn't
• 2:17
  do that. There was always an obstacle
• 2:20
  that was too great. No, I can't do that because of
• 2:23
  this. And it was always straight away.
• 2:25
  No, I can't do that because of this.
• 2:27
  Oh no, I couldn't do that because I've got this issue.
• 2:29
  I can't do that because this problem, No, this other person I
• 2:33
  know has already tried that and that won't work.
• 2:35
  And this won't work. And there's always an answer
• 2:37
  towards and in the end of the war, OK, maybe this person's
• 2:41
  just wanting to to vent. That's OK.
• 2:44
  They obviously don't really want to change anyway the the
• 2:50
  conversation continued. That person then walked off and
• 2:52
  then the con. The conversation continued just
• 2:56
  between this other person and I. So the two of us are then can
• 2:59
  then continuing the discussion about work and I'd recently just
• 3:03
  made a few changes myself and I also have other plans you know
• 3:08
  I've got other plans that the podcasting.
• 3:10
  I've got some plans coming up with with music to record a new
• 3:14
  album. Trying to currently trying to
• 3:17
  write songs, plans for the podcast that I want to do plans
• 3:22
  for the other area where I'm working in and I had made some
• 3:25
  changes and I thought well and I said to this person.
• 3:29
  The issue is we we we try, and this is just my view, but people
• 3:36
  want, they want to achieve things, but they want other
• 3:40
  people to enable them or to allow them to achieve them, to
• 3:47
  achieve their vision. It's no good if I've got a
• 3:49
  vision and this is what I want to do, but I'm completely
• 3:53
  relying on management or on the boss or on someone else to to
• 4:00
  enable me to achieve the vision, the goals that I have.
• 4:06
  And if that's not going to work, if that's not going to happen in
• 4:09
  the environment where I currently AM, well, then I need
• 4:13
  to seriously consider change. Because this is what I said to
• 4:18
  the person. If nothing changes, if you don't
• 4:22
  change, if you don't make a change, if nothing changes, then
• 4:26
  nothing changes. So we can sit there and whinge
• 4:30
  and say, well, this is what I want to do, this is what I want
• 4:32
  to achieve. And why aren't I doing this?
• 4:34
  Why aren't I allowed to do that? And why aren't why aren't I
• 4:37
  allowed to do this kind of project at work?
• 4:39
  Why aren't I allowed to do this kind of thing?
• 4:41
  Why aren't management looking at me?
• 4:44
  If nothing changes, then nothing changes.
• 4:50
  Sometimes we need to change. That's just my opinion.
• 4:55
  Thank you for listening to the slippery slope, they.