Waiting for permission

A client was describing a part of his organisation that was not working.

“So much needs to be done,” he said. “But nobody really owns the whole thing.”

“What should happen?” I asked.

He knew.

Within a few minutes he had explained the gaps, the people involved and what needed to change.

“So why isn’t it happening?”

He paused.

“Because nobody has really asked me to do it.”

I laughed.

He laughed too.

“Who would need to ask you?”

“My boss.”

“And if he doesn’t?”

A longer pause.

“That is probably the problem, isn’t it?”

It was.

He did not need more knowledge.

He was waiting for permission.

The shift was simple:

I can see what should happen.

became

I can help make it happen.