Monday Morning Musings
Volume XXIV, Number 34 (Issue 1195) August 24, 2026
Battling Complacency – Part V Connections and Actuators
Leveraging Personal and Professional Goals
In Part IV we introduced cognitive dissonance and how it can be used in the context of one’s value system to combat complacency. It can play a similar role when we invoke an individual’s dreams and goals. Bringing cognitive dissonance to bear can be as simple as challenging the individual to examine their words and behaviors in light of their stated goals. For example, “Would the person you say you want to be act in that fashion? If not, how would such an individual conduct themselves?” Permit me to offer a trio of personal actions gone awry as an illustration.
Early in my career I was guilty of disrespecting my boss’ boss. My thinking was I observed others in our reporting line disrespecting that individual so I figured if they were doing it and there did not appear to be any adverse consequences, I could follow their lead. Fortunately, my immediate supervisor thought enough of me to pull me aside to explain that unlike my peers, I lacked the credibility and tenure to say what I was thinking about that problematic manager. Furthermore, my supervisor stated that if I continued along my current path, there would be repercussions and little he could do to protect me from my own folly. So, I clammed up.
In the second example a few years had passed when I accepted an important volunteer role co-chairing a sizable charitable organization’s annual fund drive. After several months of planning, preparation, and hard work my co-chair and I were asked to make a presentation to the board on the status of the campaign. As we laid it out, it was clear to all we were behind our goal. When asked why and what needed to be done, in a moment of frustration and exasperation I stated in front of the entire board and executive team that I believed a large part of the problem was attributable to a lack of support in the executive director’s messaging. In that moment the room went silent as it was obvious I had overstepped not to mention chosen the wrong setting to challenge the organization’s fulltime leadership. One could literally see the discomfort I had caused on everyone’s face and in their body language. Almost immediately the executive director began to protest my assertion. In response I too grew defensive as well as more accusative. After a few minutes of palpable discomfort, the board chair wisely moved us along to the next item on the agenda. Still, the damage was done. Ultimately, our fund-raising efforts achieved the goal. My relationship with the executive director and his staff, however, was strained beyond repair. Making matters worse, I sabotaged my connection with some members of the board. Among the numerous lessons I learned from that experience is effective leaders choose their words wisely, reserve criticism for private settings, and readily take personal ownership whenever things go wrong.
The third example of my actions getting in my way was when I succeeded in making a mountain out of a mole hill with someone I cared about. Worse still, disproportionate responses had become a pattern for me. A third party who observed this event pointed out that if I continued along my current path, I was not going to enjoy the journey as I was slowly pushing people away – nor would I like the inevitable outcome. In the days that followed I assessed and obsessed with whether or not I could change my ways and thereby change the outcome. As I continued that season of soul-searching, I had no choice but to examine how I might change.
I will not suggest altering my ways was/is easy. Changing one’s patterns and course seldom is. Yet I can state the effort was worth it. Regrettably, most of us will learn lessons like these the hard way. Such pain-filled first-hand experiences notwithstanding, the next time someone you know behaves in a self-sabotaging manner, try helping them see where their actions are bound to end. Then ask if that aligns with their avowed goals and dreams. If not, what changes must they make?
Next week we will examine the potential appeal of the organization’s mission and vision in battling complacency.
Soli Deo Gloria
“For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you.” Romans 12:3
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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