tag:blogger.com,1999:blog-14687817077231913532024-03-13T20:19:49.476-04:00Zeitgeist :: Kathryn Stanley's BlogOne Industrial Organizational Psychologist's observations on innovative leadership and the spirit of the times. Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.comBlogger15125tag:blogger.com,1999:blog-1468781707723191353.post-85159289826027097202016-02-17T15:01:00.001-05:002016-02-17T15:01:09.258-05:00Decoding the Hidden Dynamics of Teams <div dir="ltr" style="text-align: left;" trbidi="on">
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Please join me for a one day workshop on:</div>
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Decoding the Hidden Dynamics of Teams </div>
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<b>Mar 04, 2016 09:00am - 4:30pm</b></div>
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<b>Event Type:</b> Continuing Education Program</div>
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<b>Category:</b> Organizational Leadership </div>
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Description</div>
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<span style="font-family: Arial;"><em><span style="font-family: arial, sans-serif; font-size: 10pt;">Kathryn Stanley, PhD and Gillien Todd, MEd, JD, instructors</span></em></span></div>
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<span style="font-family: Arial;"><span style="font-family: arial, sans-serif; font-size: 10pt;">This unique workshop will provide leaders, teachers, coaches, consultants, HR and organizational development professionals with the tools to work at a much deeper level within groups and systems. Running for the first time in the US, the workshop will introduce participants to the theory of ‘<em>Structural Dynamics</em>’, which deconstructs the hidden dynamics of group interaction and links them to observable behaviors in the room – ultimately creating the opportunity to change stuck patterns of behavior which are not working. The workshop includes the Kantor Baseline Instrument and debrief.</span></span></div>
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<span style="font-family: Arial;"><span style="font-family: arial, sans-serif; font-size: 10pt;">By participating in this program participants will:</span></span></div>
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<span style="font-family: Arial; font-size: 14px;"><span style="font-family: arial, sans-serif; font-size: 10pt;">Discuss Dr. David Kantor’s model of structural dynamics through the use of the Kantor Baseline Instrument</span></span></div>
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<span style="font-family: Arial; font-size: 14px;"><span style="font-family: arial, sans-serif; font-size: 10pt;">Identify and work with typical behavioral tendencies and stuck dynamics</span></span></div>
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<span style="font-family: Arial; font-size: 14px;"><span style="font-family: arial, sans-serif; font-size: 10pt;">Practice a range of ways to change stuck behavior and dynamics</span></span></div>
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<span style="font-family: Arial; font-size: 14px;"><span style="font-family: arial, sans-serif; font-size: 10pt;">Learn to use Structural Dynamics as a powerful way of developing yourself, others and teams</span></span></div>
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<span style="font-family: arial, helvetica, sans-serif; font-size: 10pt;"><span new="" style="font-family: Arial; font-size: 10pt;" times=""><span style="font-size: xx-small;"><span style="font-size: x-small;"><span style="font-size: xx-small;"><span style="font-size: x-small;"><span new="" style="font-size: 10pt;" times=""><strong>Program Code: SD16<br />6 CE Credits, $295 includes the Kantor Baseline Instrument<br />Location: William James College, Newton</strong></span></span></span></span></span></span></span></div>
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<em><span style="font-family: arial, helvetica, sans-serif; font-size: 10pt;"><span new="" style="font-family: Arial; font-size: 10pt;" times=""><span style="font-size: xx-small;"><span style="font-size: x-small;"><span style="font-size: xx-small;"><span style="font-size: x-small;"><span new="" style="font-size: 10pt;" times=""><strong>Enrollment limited to 20 people.</strong></span></span></span></span></span></span></span></em></div>
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<span style="font-size: x-small;"><b>To register click <a href="https://netforum.avectra.com/eWeb/DynamicPage.aspx?Site=MSPP&WebCode=EventDetail&&evt_key=eea89236-0659-471e-91fa-d819d8eaef60">here.</a></b></span><br />
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-61780358095143870112015-11-11T18:06:00.002-05:002015-11-11T18:07:19.646-05:00My Research with David Kantor - Accelerating Team Performance<div dir="ltr" style="text-align: left;" trbidi="on">
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-42823121109282493642015-10-04T17:15:00.001-04:002015-10-06T12:08:53.477-04:00Learning how to make change happen - Kantor Style<div dir="ltr" style="text-align: left;" trbidi="on">
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<tr><td class="tr-caption" style="text-align: center;">David Kantor, Ph.D.</td></tr>
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In June of 2012 I was approached by Dr. David Kantor to research his model of human speech patterns, most popularly known as the 4 Player Model but also more formally called Structural Dynamics. Because he was introduced to me by my third reader from my dissertation committee and long time friend I agreed to meet with him. That sounds a little arrogant but the reason I say that is because the minute I officially got my letters I got approached by 3 different older guru-types in our field to do research for free. Not being a trust-funder but an owner of a consulting practice, full time teacher and a mom, my time was limited so I was cautious and very skeptical about David and his model in general. Having consulted to, intervened in and made an in-depth study of organizational behavior, development and human systems and having been exposed to many, many models I needed to have David back up his claims that he had discovered a <em>model of models</em> for all of human speech. That's a pretty audacious claim right?<br />
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He explained to me that in the 1970s he and Dr. William Lehr signed up 19 families in Cambridge Massachusetts to allow themselves to be observed at close range for a few months. He not only placed a tape recorder in every room that was turned on by the first family member up and off by the last person to sleep but also a graduate student equipped with a tape recorder and notepad lived in the house the entire time. From this, he and his partner and graduate student team analyzed hours and hours of tapes and and came up with the <a data-mce-href="http://www.kantorinstitute.com/fullwidth.html" href="http://www.kantorinstitute.com/fullwidth.html" target="_blank">4 Player Model</a> that evolved into <a data-mce-href="http://www.kantorinstitute.com/fullwidth.html" href="http://www.kantorinstitute.com/fullwidth.html" target="_blank">Structural Dynamics.</a> You can read about the results of this research in his book, <a data-mce-href="http://www.amazon.com/Inside-Family-Behavioral-Science-Kantor/dp/0972857338/ref=sr_1_1?ie=UTF8&qid=1444146794&sr=8-1&keywords=inside+the+family" href="http://www.amazon.com/Inside-Family-Behavioral-Science-Kantor/dp/0972857338/ref=sr_1_1?ie=UTF8&qid=1444146794&sr=8-1&keywords=inside+the+family" target="_blank"><em>Inside the Family</em>.</a><br />
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Having earned a degree from a school that required my dissertation work to be peer review ready (meaning very high standards for the research I conducted) I came to appreciate evidence based theories and models. It's hard to tell sometimes whether a theory is just accepted wisdom, like the earth is flat, or if a model is grounded in scientific research. Maslow's Hierarchy of Needs, as it turns out, is not an evidence based model nor is John Kotter's 8 Step Change Model or Debono's Six Thinking Hats. All of these models are based on the anecdotal evidence and the idiosyncratic experiences of their creators. Today, due to the advent of Big Data, there is a demand for evidenced based conclusions and for good reason. Anecdotal models are limed in their use, can be quite wrong for many circumstances and can also be damaging if you use them to intervene in a situation that they have not been tested in - at worst. The least damaging effect is that they waste time and make no real change.</div>
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It mattered to me that David came by his model through scientific research. His ask of me was also encouraging in terms of his own integrity because he asked me to poke holes in his model. He asked me to test it in executive teams to see if it held. He had been using it in practice in his work doing family therapy for 40 years and then with executives teams in large organizations like The World Bank. But he had not formally tested it in corporations, only in families.<br />
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Since then we have run our pilot study and the data is pointing to the fact that he got it right. We need more testing of course and are in the process of lining up teams to continue our research, but so far I have not been able to say there is an extra speech act or that the operating systems are wrong. We are having an ongoing argument about the place of humor which I think is a random move so we are discovering even more depth to the model.<br />
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I am glad I've spent so much of my free time on this project. I learned how to use the model with teams and executive coaching clients I work with and it's very powerful. I've facilitated so many different interventions over the last twenty years between organizational restructuring, large scale culture change, team development, third party intervention and 360 feedback, etc. I noticed especially at the system and group/team levels of intervention that I can design the most beautiful appropriate intervention in complete collaboration with the client, but if they can't communicate/hear each other it does not matter. It won't work. They are still stuck in their old patterns and no amount of active listening, feedback, or conflict negotiation training creates a long term fix because the root cause is often at the unconscious level of values, personal story, and deeply internalized patterns of communication that Kantor has captured in his model of Structural Dynamics.<br />
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After getting two degrees in organizational psychology, having apprenticed with Drs. Jay Galbraith, Steve Phillips, Lynn Newman and other expert Organizational Development consultants to really learn how to help people, teams and whole systems change it was frustrating to me when after many meetings, much use of process consultation and adherence to Edgar Schein's principles among others that often the interventions would not hold.<br />
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When I started to use Kantor's model to watch my own communication patterns and see the patterns of others, I realized this was the deeper level that can create the skills, readiness, and availability for client systems to truly transform. I'm really glad I took David up on his offer to be his Co-Principal Investigator on the project because my consulting abilities and practice model have grown from it. I am now teaching his model (in Collaboration with <a data-mce-href="http://www.dialogix.co.uk/" href="http://www.dialogix.co.uk/" target="_blank">Dialogix</a>) in two classes. One called <a data-mce-href="http://www.kantorinstitute.com/programmes/MCH-US-December-2015.pdf" href="http://www.kantorinstitute.com/programmes/MCH-US-December-2015.pdf" target="_blank">Making Change Happen</a> and the level 2 class called <a data-mce-href="http://www.kantorinstitute.com/programmes/CBiHS-US-January-2016.pdf" href="http://www.kantorinstitute.com/programmes/CBiHS-US-January-2016.pdf" target="_blank">Changing Behavior in High Stakes.</a> I have been through both as well as train the trainer sessions and it's been well worth my time.<br />
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Last, I had an interesting and somewhat disturbing conversation with a long time OD consultant. She noted that most of the teaching these days in OD, OB, etc. is around training skills versus actual intervention. She worried the art and psychology of planned change is getting lost. I got into the field of Organizational Psychology because I was lucky enough to be in a position of facilitating groups from an early age and in doing so experience the wonder of seeing a person's consciousness shift so that they could see the world in a completely different way that got them unstuck. After much hard work to learn how to do this, I have seen this shift at the team and the whole systems level. Seeing deep shifts of consciousness occurring in the individual, among team members, and in whole organizations is a wonder and an honor and that's what intervention is. In my teaching at <a data-mce-href="http://www.williamjames.edu/academics/olp/index.cfm" href="http://www.williamjames.edu/academics/olp/index.cfm" target="_blank">William James College</a> and my work with Kantor's model and training others to use it, I am doing my part to make sure the art of intervention is not lost. If you are interested in learning more, please join me in learning about how to make change happen in human systems - Kantor style.</div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-77755680151641211602015-04-04T11:34:00.002-04:002015-04-04T11:34:32.400-04:00How To Overcome Our Biases? Walk Bodly Toward Them<div dir="ltr" style="text-align: left;" trbidi="on">
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This is the best talk you could ever listen to about the state of bias in our country and what to do about it. Thank you Verna Myers!<br />
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-83955027466038548782015-02-05T10:52:00.001-05:002015-02-05T15:11:48.027-05:00The Value of Understanding the Structural Story<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGoss9bjfyMTbghpVR_7KFB2eam1lJF1qpNGTfFTZWsoIUOs9ysPH4KxaVl_AlGo3nQU2jaRGGKiyMqB-qJjpJuZJ3kqTnjsvX07Uat3Le3BjJbD3RhaLon5VJfw6kQ-grKJ1dOhseuHO-/s1600/puzzle.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGoss9bjfyMTbghpVR_7KFB2eam1lJF1qpNGTfFTZWsoIUOs9ysPH4KxaVl_AlGo3nQU2jaRGGKiyMqB-qJjpJuZJ3kqTnjsvX07Uat3Le3BjJbD3RhaLon5VJfw6kQ-grKJ1dOhseuHO-/s1600/puzzle.jpg" height="240" width="320" /></a>[S]igmund Freud discovered many years ago that it is part of normal
human life to project our innermost fears, judgments, hopes and dreams
onto others; or as my colleague Kieran says, we “load each other up”.
Indeed there are many management books, intervention tools, and thoughts
on what to do about this when it happens in a work setting. When we
load another person up by projecting our reality on to them at work it
can lead to problems be creating self-reinforcing negative feedback
loops. This occurs when one person projects a moral story onto a
colleague causing their colleague (or the person projected upon) to do
the same thing back to them. As this goes on it gets worse and worse
leading to number of unproductive and damaging effects.<br />
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I have seen this phenomena many times in working with engineering
teams. When faced with making a decision about a project, the
engineering team members often spend time analyzing the underlying
technical issues and underpinnings of the proposed plan of action.
Understanding <em>why</em> they are doing the project is just as
important to them as how they will do it. In Structural Dynamics, when
we discuss purposes and the underlying mechanisms we are using the
language of Meaning. Since the engineers are going to have to
implement the plan, which typically means creating something new to
address a problem, they want to understand the purpose and theoretical
underpinnings.<br />
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However, the leader of this team, the longer they sit there listening
to the analysis, becomes more and more frustrated and thinks, “ This
team has analysis paralysis and just can’t make a decision.” Often
leaders are put in the role of minding deadlines and ensuring that work
gets done. All the concrete elements of <em>how and when</em> things
will get done including deciding what the bottom line is. Discussions
around developing time frames and next steps are spoken in the language
of Power.<br />
Seeing the leader’s frustration and annoyance with the pace of the
decision making, engineering team members decide that their leader
doesn’t care about quality and they become equally frustrated and
tension ensues as the projections fly creating layers of moral story
that end up hurting relationships and making it even more difficult to
get work done.<br />
<br />
Reframing the story using Structural Dynamics is a powerful
intervention I have been using with my client teams, leaders, coachees,
students and corporate pairs who are in conflict. In reframing the moral
story to a structural story of the engineering team and the leader we
can see that they are speaking different languages and therefore not
able to hear or appreciate what each other needs or is trying to
communicate, just as if the team were speaking French and the leader
speaking German. Understanding is not happening.<br />
<br />
Sharing Kantor’s model of Structural Dynamics in the corporate
setting brings quick relief, is eye opening, and healing to strained and
“loaded up” relationships. Instead of having to tell a morale story,
e.g., the team can’t make a decision and the leader doesn’t care. The
structural story is much more useful. The team needs to spend time in
Meaning because it’s the only way they can get to an accurate decision.
And the leader needs to use the language of Power in order to keep the
team and project on track. When both parties know these languages they
can then transparently and with understanding of where each other are
coming from change the nature of the discourse from unproductive to a
productive collaborative dialogue. Knowing the structural story makes it
much harder to come to unproductive and often inaccurate moral
conclusions.<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Cross posted at Dialogix <a href="http://www.dialogix.co.uk/home/blog/" target="_blank"> http://www.dialogix.co.uk/home/blog/</a> </div>
</div>
Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-79699473037061022402014-10-26T21:26:00.001-04:002014-10-27T07:39:04.862-04:00Do you have the guts to innovate?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTjL01B3RDAdoNknqkvKpnCFBvx41Tzh5buQuhqSZ6xt6lSbZfVwoBSEcQrzmY7yAogX1pthznELH2_6GrCh3J4Fx65gIunDfUIZmpg4MLTADTI-HjqdwQMZOwBhk1qQzraJWK1vo6dPl0/s1600/fishinnovate_picture.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTjL01B3RDAdoNknqkvKpnCFBvx41Tzh5buQuhqSZ6xt6lSbZfVwoBSEcQrzmY7yAogX1pthznELH2_6GrCh3J4Fx65gIunDfUIZmpg4MLTADTI-HjqdwQMZOwBhk1qQzraJWK1vo6dPl0/s1600/fishinnovate_picture.jpg" height="204" width="640" /></a></div>
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span>
<span style="font-family: Trebuchet MS, sans-serif;">Some of the greatest innovations were the result of failures: corn syrup, Pyrex, the Post-It-Note adhesive. All failed attempts that ended up having other uses that made their company's millions.</span><br />
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span>
<span style="font-family: Trebuchet MS, sans-serif;">Stewarding great ideas into
innovative new products and services that succeed in the market is tricky business. Below are four key things leaders can do to ensure their employees have the mindshare and space to not only invent new products and services but also get them to market. </span><s><o:p></o:p></s>
<br />
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 0.75in; text-align: left; text-indent: -0.25in;">
<span style="font-family: Symbol;">1. <i><b>Provide time and space </b></i>for employees to be creative versus buried under the day to day work flow. </span><i style="font-family: 'Trebuchet MS', sans-serif;">Creativity
is the foundation of all innovation</i><span style="font-family: Trebuchet MS, sans-serif;">. </span><span style="font-family: Trebuchet MS, sans-serif;">Google used to give each employee one day or 20% of
their time at work to focus on projects of their choosing. </span><span style="font-family: Trebuchet MS, sans-serif;">From this program many successful
innovations emerged including Gmail.</span><span style="font-family: 'Trebuchet MS', sans-serif;"> </span><span style="font-family: Trebuchet MS, sans-serif;"><o:p></o:p></span><br />
<span style="font-family: 'Trebuchet MS', sans-serif;"><br /></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0.75in; text-align: left; text-indent: -0.25in;">
<span style="font-family: Trebuchet MS, sans-serif;">2. <i style="mso-bidi-font-style: normal;">Align
Rewards</i>. Recognize employees, teams, and supervisors
who conceive of and design innovative new products, services or internal
procedures and policies. Rewarding ideas for innovations is just as important as rewarding completed innovations if you want to instill the value of <i>the new</i> in your organization's culture. Corning has done this for over a century and they keep innovating as a result. <o:p></o:p></span><br />
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0.75in; text-align: left; text-indent: -0.25in;">
<span style="font-family: Trebuchet MS, sans-serif;">3. <i style="mso-bidi-font-style: normal;">Tolerate
risk by rewarding failure</i>.<span style="mso-spacerun: yes;"> </span>Create an organizational
culture that values learning from failure versus blaming. Start with how you treat your own staff, because cultural norms always roll downhill. Risk
tolerance is evident when failure is viewed as a necessary step in the process of innovation.<span style="mso-spacerun: yes;"> </span>Trial and error is involved in all new inventions.<span style="mso-spacerun: yes;"> </span>Thomas Edison made over 10,000 attempts
before he succeeded at making the light bulb. <o:p></o:p></span><br />
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">4. <i style="mso-bidi-font-style: normal;">Open up communication channels across, up and down</i>. The ability for employees to communicate throughout their
organization creates a culture where ideas or shared and played with. <span style="mso-spacerun: yes;">Organizations</span> that encourage employees to communicate with a leader two levels up or peers in different functions, have a higher
degree of innovation than companies that don’t. Leaders who encourage informal communication
build companies that also have higher retention rates. These
types of companies are simply better places to work and foster the conditions
that allow innovation to thrive. </span><o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-81936137267496699862014-07-09T18:11:00.000-04:002014-07-17T11:22:48.410-04:00Authentic Leadership: Good for Business and Our Health<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Trebuchet MS, sans-serif;">It's been said that one of the biggest indicators that a person might be CEO material (experience, education, etc. held equal) is the ability to work a sixteen hour day.</span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">A huge workload, however, is not the only challenge for today's leaders. As we know, Twenty-first century leaders are dealing with
volatile conditions and a level of complexity and competition for resources
unheard of at the start of the Twentieth century. </span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">Followers
are also changing in that the US workforce demographics are becoming more diverse
than they have ever been in terms of skin color, age, gender and skill sets. The nature of work itself in most corporations requires employees to make a great many discretionary decisions which requires them to be managed in a way that is very different from the Industrial Age Command Control style of leadership (autocratic, top down, hierarchical, Theory X). Today's employees, with their in-depth training and high levels of education are knowledge workers. </span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">The rise of the knowledge worker requires leaders to allow their
followers more autonomy, more of a voice in strategy and decision making, and collaborative consideration in terms of performance assessment and rewards. Additionally, leaders must possess multicultural and relational intelligence that is only possible
by deepening their awareness of their <b><i>own</i></b> leadership identity development (biases,
privilege, fears, and assumptions about leadership). Furthermore, the best leaders have a heart deep clarity about their purpose as a leader and are passionate about getting feedback from their environment to ensure they are on track with what they are trying to achieve. Because they seek feedback, their followers experience them as less threatening and more collaborative which makes the leader's mission catching. Because they are able to take the feedback in and make changes shows that they are able to learn and flexible enough to change their thinking for their mission. </span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">All of
this is starting to make the 16 hour work day look like the least of the challenge
for today's leaders.<o:p></o:p></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">When
we consider the work of leaders
like Attorney Kenneth Feinberg who has responded quickly and competently to the traumatic
world events 9/11 and the Boston Marathon bombings for the greater good, what we are witnessing is authentic leadership. A great historical example is Abraham Lincoln. <o:p></o:p></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">Authentic leaders have a deep foundation in their
own personal mission which ignites followers with similar convictions to
join them in the stewardship of movements, organizations, countries, and campaigns to help in the aftermath of trauma and war and give service to populations with ongoing
support needs like veterans, the poor, and the displaced. <o:p></o:p></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">Authentic leaders due to their sincerity about
who they are, transparency about their mission, willingness to collaborate in
order to serve the greater good above their own egos, inspire their followers
and other stakeholders.<span style="mso-spacerun: yes;"> </span>Authentic
leaders are on the forefront of change. <o:p></o:p></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">The journey to reach authenticity is not always
straightforward or easy. Research shows that some authentic leaders become so through adversity and hardship they experience, others through the discovery
and development of causes and still others through formal learning programs. The end result is an understanding of their own life
story and worldview that fuels their sense of justice as well as their passions
and causes. Howard Schultz, CEO of Starbucks, chronicles his life story and how it fueled his mission to make all employees partners and offer benefits to part time workers (a revolutionary thing at the time) in <i>Pour Your Heart Into It</i>. <o:p></o:p></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
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<span style="font-family: Trebuchet MS, sans-serif;">The definition of Authentic leadership includes
the relationship between the leaders and their followers (Gardner
et al., 2005). In fact it’s the followers who reinforce the
leader’s authenticity, which is deeply rooted in the leaders self-authorization
of their role as a leader. Indeed it has been found that the leadership role
and the self are relativity undifferentiated for the authentic leader (Gardner
& Avolio, 1998). Warren Bennis described authentic leadership as a
form of self-expression (1992).</span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;">Furthermore, authentic leadership is good for business! Here are some highlights from research on the positive
impacts of authentic leaders on their followers and organizations:</span></div>
<div class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -0.25in;">
</div>
<div style="text-align: left;">
</div>
<ol style="text-align: left;">
<li><span style="font-family: Trebuchet MS, sans-serif; text-indent: -0.25in;">Authentic
leadership is positively related to profit (Rowold & Laukamp (2009)</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif; text-indent: -0.25in;">Followers,
of authentic Leaders, experience a relationship that includes social mirroring
and attunement and interpersonal synchrony, have lower salivary cortisol levels (the stress response hormone) than those followers who are not connected to
their leaders on this subconscious level (Kouzakova, Van Baaren & Van
Kippenberg, 2010)</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -0.25in;">Relationships
with authentic leaders are characterized by a phenomenon called resonance which
includes the sharing of mutual positive emotions, a subjective sense of being
in synchrony with one another, and activation of parasympathetic nervous system
responses (e.g. rest, and digest response) </span><span style="text-indent: -24px;">(Boyatzix, et al., 2011).</span></span></li>
<li><span style="font-family: Trebuchet MS, sans-serif; text-indent: -0.25in;">Relationships with non-authentic leaders produce negative emotions,
interpersonal discord, and parasympathetic nervous system activation (fight/flight
response) (Boyatzix, et al., 2011)</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -0.25in;">Authenticity between leaders and </span><span style="text-indent: -0.25in;">followers</span><span style="text-indent: -0.25in;"> engenders feelings of compassion, hope, a sense of play and mindfulness (Boyatziz
& Mckee, 2005)</span></span></li>
<li><span style="font-family: Trebuchet MS, sans-serif; text-indent: -0.25in;">When
leaders and followers are not connected in this way it’s considered dissonance which
includes the engendering of malice, micromanaging, betrayal, and insensitivity
which create toxic emotions in the workplace that take a toll on employee well
being and performance (Frost, 2004)</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -0.25in;">In a MRI imaging study, researchers found that memories of authentic leaders stimulated the area of the brain in such a way that signaled creative and the ability to think out of the box </span><span style="text-indent: -24px;">(Frost, 2004)</span></span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -0.25in;">Conversely, memories of inauthentic leaders produced a "cognitive narrowing of the
person’s attention" which researchers surmised was due to following a leader who is focused on corrections and errors which limit the contributions followers can make </span><span style="text-indent: -24px;">(Frost, 2004)</span></span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -0.25in;">Studies
involving quantitative EEGs have found that leaders who communicate an inclusive vision with an emphasis on social responsibility, altruism, and
the empowerment of various stakeholders versus a more narcissistic, self-interested
vision, build psychological capital (including the optimization of hope confidence
and resilience) in their followers </span><span style="text-indent: -24px;">(Boyatziz & Mckee, 2005)</span></span></li>
</ol>
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_3JsULv1iG_Eay-94nC2Nkv4UKS97u42M7Ef5z4gTqPHhoToFDKP5X1SWPyB1NwFuGSShpfzfOo-_UAn_Tn-SNQ2EgtGAJZw2krjss3Dflc2FTbH121P3f8lr9AUyfO1zEpYS4OJA3jRt/s1600/future-futuristic-one-step-closer-to-telepathy-with-bci-technology-1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Trebuchet MS, sans-serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_3JsULv1iG_Eay-94nC2Nkv4UKS97u42M7Ef5z4gTqPHhoToFDKP5X1SWPyB1NwFuGSShpfzfOo-_UAn_Tn-SNQ2EgtGAJZw2krjss3Dflc2FTbH121P3f8lr9AUyfO1zEpYS4OJA3jRt/s1600/future-futuristic-one-step-closer-to-telepathy-with-bci-technology-1.jpg" /></span></a><br />
<div style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif; text-indent: -24px;">Seriously, who would you rather work for, hire to lead your company or have as a peer?</span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif; text-indent: -24px;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><span style="text-indent: -24px;">We share emotions with our partners, therapists, teachers and friends every day. When my daughter smiles at me, no matter how bad my day was, I smile back and feel happy and uplifted. When my husband is not happy about something I can feel it before he even has to say anything and vice versa. </span><span style="text-indent: -24px;">We share emotions in this same way with our leaders too. Who would you rather share emotions with on a work-a-day basis? A leader who is driven by passion and a clear mission and who is authentic in their approach and honest about who they are or someone who is not this way?</span></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;">The last part of the research I will share is a definition that delineates the main factors that make up authentic leadership based on a longitudinal study from
2005 to 2008 that analyzed five separate samples of data from China, Kenya and the US:<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;">"Authentic leadership is a pattern of leader
behavior that draws upon and promotes both positive psychological capacities
and a positive ethical climate, to foster greater self-awareness, an
internalized moral perspective, balanced processing of information and
relational transparency on the part of leaders working with followers, fostering
positive self development" (Walumbwa, et al, 2008:94).<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;">Authentic leaders are multiculturally
intelligent, engender respect, self-actualization and
health in their followers by their example and collaborative practices and
intuitive understanding about the fact that followers make the leader.</span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;">Derek
Sivers captures this dynamic very well here: <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="font-family: Trebuchet MS, sans-serif;"><a href="http://www.ted.com/talks/derek_sivers_how_to_start_a_movement" target="_blank">First Follower: Leadership Lessons from Dancing Guy</a><o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Trebuchet MS, sans-serif;"><br /></span></div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com2tag:blogger.com,1999:blog-1468781707723191353.post-82581534453915409632014-05-19T18:57:00.000-04:002014-07-17T11:20:50.163-04:00Why do we attend to some and not others?<div dir="ltr" style="text-align: left;" trbidi="on">
Of course this question is subject to a million covariates or in plain language - there's a lot of possible answers. People may not listen to others based on blood ties or past experience or sadly because of skin color or gender or age or there is simply too much noise.<br />
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However, there is research out there, mine adding to the mix, that we do attend to some people more than others. I am using the term <i>attend to</i> because it's more all encompassing than <i>listen to</i> or <i>look at</i>. When we attend to someone else we are giving them our full attention using the senses available to us to notice them. People we attend to more than others often have strong presence. </div>
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I have been interested in presence for a long time since my days as an internal organizational effectiveness practitioner in aerospace. I noticed in meetings that when certain people began to speak everyone else fell quiet, turned toward the speaker and didn't interrupt. Conversely when others would try to speak they were immediately interrupted or not attended to. Sometimes these same people in the latter group also had the right answer to a serious problem or an important insight that the group totally missed. As an organizational development practitioner, it's my job to notice these things so more often then not I would pull the conversation back to the passed over person so they could get heard for the better of the group and the company.</div>
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But I wondered, at this table of smart engineers and scientists, why do some get heard regardless of hierarchy or authority, more than others - consistently?</div>
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It's important to add that these people were consistently attended to - not just once. The reason I point this out is because sometimes charismatic people also get attended to. However, if they are only charismatic but don't have authentic presence it's short lived. We tire of them and whatever antics are behind their charisma. I knew there had to be something more.</div>
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZj_SoVAGuh7PC1YQuWEkWMc_uSHzFOUd-Rdeq2TtGPrFfZfl1BonQwa-TlmaDNgUwd0TSky2qlHzZ-1AdRemZHBdJvqxEKIln6P0RVcufrMrWIwYF_7cfEdC5tQWD89mGxIUD3LsDwyqh/s1600/3d-1.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZj_SoVAGuh7PC1YQuWEkWMc_uSHzFOUd-Rdeq2TtGPrFfZfl1BonQwa-TlmaDNgUwd0TSky2qlHzZ-1AdRemZHBdJvqxEKIln6P0RVcufrMrWIwYF_7cfEdC5tQWD89mGxIUD3LsDwyqh/s1600/3d-1.jpg" height="200" width="191" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><a href="http://www.amazon.com/Which-Bird-Heard-Impact-Flock/dp/1425768792/ref=sr_1_1?ie=UTF8&qid=1400540588&sr=8-1&keywords=which+bird+gets+heard" target="_blank">My book about presence.</a></td></tr>
</tbody></table>
<span style="color: black;">In 2005 I started to study this by interviewing managers, leaders, and individual contributors to find out who in their spheres of influence they attended to most and why. A model of factors emerged that had far less to do the right tone of voice and a fancy suit than the popular literature at that time conveyed. My data was about knowing who you are in general and in the moment. From this I, along with my collaborator, John Ullmen, wrote a book about the topic for managers and created an instrument to measure the strength of someone's presence. In 2006 we started giving this instrument to John's executive MBA students and my executive clients and peers. Over time norms emerged and by 2013 I had more than enough data to refine the instrument using structural equation modeling and multivariate statistics. The exciting news is that the inventory has good reliability, validity and model fit. What all that means in terms of care-abouts for those who take it is that the inventory is actually measuring what it says it does. This statistical testing validated my hard work. </span></div>
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The resulting instrument I named the Authentic Presence Inventory (API). The term executive presence doesn't fit anymore - nor does it encompass all the API measures. <i>Executive Presence</i> as a term and a concept hasn't fit the reality of what presence actually is for a long time. As it was used in the popular literature it was another term for that charismatic leader who epitomized societal norms and dressed right for the part - think Alec Baldwin's character in 30 Rock. Thankfully, genuine presence, authentic presence, is far more complex and diverse. </div>
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Authentic presence is about understanding your purpose in life, being mindful as you move through your life and letting your ego go enough to not only notice others but get feedback from them too. It's clear from the research that anyone can develop and gain more presence so that they get attended to. A person with authentic presence doesn't suck up all the available light around them - conversely they illuminate the room to allow for the best thinking. We have all met someone like this. If we are lucky we got to work for or with someone like this. The good news is that anyone can develop authentic presence too. It's not an inborn trait. And the people who have it, work at keeping it.</div>
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Authentic Presence is on my mind a lot this month as I prepare for my <a href="https://netforum.avectra.com/eWeb/DynamicPage.aspx?Site=MSPP&WebCode=EventDetail&evt_key=4f904094-4b19-434c-8111-24c562344533" target="_blank">workshop on May 30th</a>. I would love to hear from you about how you have experienced others with authentic presence or better yet, experienced it in yourself. </div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-77671216898943344432014-04-22T19:43:00.003-04:002014-04-23T09:52:24.042-04:00Insights from Neil deGrasse Tyson on Genetic Differences Between Men and Women In Science<div dir="ltr" style="text-align: left;" trbidi="on">
When I was in my college years I thought chauvinism was a thing of the past. It wasn't of course but I couldn't see it for what it was because I was at an early stage in my own feminist identity development. I felt the discrimination, for example when I would go to my philosophy professor's office after class to get a question answered he would take the boys first and leave me standing in the hallway after looking very annoyed at me and acting normally with them. I was a good student but he would not take me seriously. At the time I took it personally and wondered what it was about me that made him act this way.<br />
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Looking back I realize it was gender discrimination. It frustrates me when I hear people reducing the issues of gender and skin color discrimination as not real or not really happening in western society. In fact there are many kinds of discrimination leveraged daily and as prevalent as air. But to the privileged classes the discrimination is invisible. So it's great to see someone amongst the elite and privileged giving evidence very plainly to the reality of discrimination and ensuing stereotypes. I truly hope these are changing and that the predominance of them will diminish as the diverse and outspoken members of Generation Y come into their own.<br />
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It's vacation week so not much time, but check out this great clip of Neil DeGrasse Tyson. Also, if you are interested in the different stages people go through in their identity development check out Sue and Sue's excellent <a href="http://sue and sue counseling the culturally diverse 6th edition" target="_blank">book</a>.<br />
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-77904361744018678362014-04-15T17:44:00.000-04:002014-04-15T18:06:26.245-04:00Productive Bravery – A Leadership Competency Worth Cultivating<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicRhrzjyLsZ8OZyy8D1ON5znk_kAGn-C0-1vgTndWtDgdSYMZHJUCJzKpUANWoUrWO5hXKMkTKtKMU4vRQufUqC3fBizw8yfRBS0_-JYvb6xf8oJxEiVHyU_yZ8g-6gMeaV514MBF9eVo7/s1600/fishIMG_8488.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicRhrzjyLsZ8OZyy8D1ON5znk_kAGn-C0-1vgTndWtDgdSYMZHJUCJzKpUANWoUrWO5hXKMkTKtKMU4vRQufUqC3fBizw8yfRBS0_-JYvb6xf8oJxEiVHyU_yZ8g-6gMeaV514MBF9eVo7/s1600/fishIMG_8488.jpg" height="213" width="320" /></a></div>
When you give feedback as a leader the stakes are always
high because there is work to be done and relationships to manage. Giving
feedback is hard for anyone in any circumstance. I teach my students and
coaching clients how to give great feedback and have studied different models
of how to do this well. Even so, when I
have to give one of my faculty or my students critical feedback, I approach
doing so with care and not without stress.<br />
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<o:p></o:p></div>
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One of the reasons giving feedback is so hard is because, in
US culture at least, there is a powerful social norm that tells us that <i style="mso-bidi-font-style: normal;">it’s impolite to talk about impolite things</i>.
When leaders and managers give someone feedback about their performance they might give
them the good, the great, and the stuff they need to address. <span style="mso-spacerun: yes;"> </span>Additionally, if they care to build their relationships with their followers then their feedback is regular, relevant,
specific and mainly focused on what is working well. If the manager or leader takes a typical
approach then they address the good, the bad and the ugly, spending the most time on the
bad.<span style="mso-spacerun: yes;"> </span>When leaders focus only on what is not
working they don’t help their followers develop critical competencies.<span style="mso-spacerun: yes;"> </span>Competency flows from right and effective
action. So letting employees know what they are doing well is more important
for learning and sustained high performance then letting them know where they are failing.<span style="mso-spacerun: yes;">
</span><o:p></o:p></div>
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Some managers view the act of “managing” as a second job.<span style="mso-spacerun: yes;"> </span>I hear managers complain that they, "have to get back to their day job" versus spending time doing performance
reviews. These are the leaders who only give feedback once a year based on
limited observation. This approach leaves much to be desired and occurs far too frequently in
part because of the strong norm that it is impolite to discuss impolite things.<o:p></o:p></div>
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Because it’s impolite, implicitly, to point out another
person’s failings in our culture we avoid doing so and when we must we often
are less direct and effective than we would like. I say implicitly because we know this without
being told. Since we were toddlers our parents told us not to comment directly on
others’ faults and differences. I remember going to my friend’s house for the
first time as a 6 year old and my mother telling me before we arrived not to
stare at my friend’s mother’s port wine birthmark that covered half her face.
Of course when we got to their house, it was all I could look at and in under a
nanosecond I pointed to it and asked, “What’s that?” Not one of my finer
moments.<span style="mso-spacerun: yes;"> </span>We learn at early ages the
importance of being polite.<span style="mso-spacerun: yes;"> </span>Turn the
clock ahead 30 years and we are managing others and it’s our job to tell them
what they are doing well and not so well.<span style="mso-spacerun: yes;">
</span>Its our job to delve into the inherently impolite.<o:p></o:p></div>
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If you are a consultant and specializing in change
interventions, then you are often in the position of telling whole teams of
executives about what they are doing and not doing in the room.<span style="mso-spacerun: yes;"> </span>A simple way consultants do this is the use
of process consultation (thank you <a href="https://www.facebook.com/edgarschein" target="_blank">Edgar Schein</a>) interventions such as, “Let’s
take a moment to look at where we are in the process of this work. We set this time
aside to brainstorm the problem but after only two minutes we are making
decisions. Is the group ready to move to decision making?” <o:p></o:p></div>
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An example of a deeper group dynamics intervention (thank
you <a href="http://www.amazon.com/Experiences-Groups-Papers-W-R-Bion/dp/0415040205" target="_blank">Wilfred Bion</a> and my friend <a href="http://www.mspp.edu/about/faculty/haroutiounian-ara.php" target="_blank">Ara</a>, a talented group dynamics consultant) is when the consultant says, “I am falling asleep here. Is anyone else bored
with this topic?” This is how organizational development and change consultants
intervene in their client systems to help those involved become conscious of what
is really happening in the meeting. <span style="mso-spacerun: yes;"> </span>They must bravely name the elephants in the
room and point out disconnects between say and do – all in the territory of the
impolite.<o:p></o:p></div>
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So how can leaders and consultants give corrective feedback
and make interventions and still preserve relationships while also increasing
productivity and the other person’s confidence? How can they overcome the very
strong societal norms about what it means to be polite?<o:p></o:p></div>
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Cultivating self-awareness is an important first step. Yep –
it starts with you. We are a species
that engages in psychological projection much of the time. Projection is when
we place our own fears, or annoyances, or issues we are dealing with onto
others.<span style="mso-spacerun: yes;"> </span>Often when we judge other’s
behaviors we are actually projecting our view of reality, which is incomplete,
onto the other person.<span style="mso-spacerun: yes;"> </span>When we do this
it is more revealing about our own state of mind and far less revealing about
what is going on with the other person because we are not seeing them clearly.<o:p></o:p></div>
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This plays out in subtle and not so subtle ways.<span style="mso-spacerun: yes;"> </span>A famous example is the case of Heidi and
Howard that my friend <a href="http://ourworldgroup.com/women-the-leadership/" target="_blank">Maria</a>, an expert in leadership development, details very well.
You can see that based on societal norms around gender, male and female
students judged this one leader very differently depending on
whether they thought the leader was male or female. In companies this is
pervasive. When a man speaks out confidently and challenges another, he is an assertive
strong leader we want to work for. When a women acts the very same way
she is aggressive and not someone we want to work for.<span style="mso-spacerun: yes;"> </span>This is the pure projection we place on
others based on societal norms that are ingrained in us from the earliest ages.
<o:p></o:p></div>
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For another example of this, consider the manager who likes
to approach tasks from start to finish in an orderly step by step fashion. This
manager may be overly critical of an employee who thinks of the end product
first and then skips around in what may seem chaotic but results in an equally
great work product. <span style="mso-spacerun: yes;"> </span>If the manager is
not self aware of their preference for a step by step approach to work and that
there are other equally effective approaches, they may under value a brilliant
employee who simply has a different work style. The <a href="http://www.amazon.com/Difficult-Conversations-Discuss-What-Matters/dp/014028852X" target="_blank">authors of the book Difficult Conversations </a>give the example of the manager who keeps their own desk neat and tidy and is
hyper critical of the work product from an employee who keeps their desk messy.
<span style="mso-spacerun: yes;"> </span>It can literally be as simple as that
and just as insidious. Our unconscious judgments are quick, deep, and often inaccurate.
We all judge others poorly at times because we have not stopped to examine the
lens we are looking through. There is an old saying that <i style="mso-bidi-font-style: normal;">only the fish doesn’t know that its water it’s swimming in</i>.<span style="mso-spacerun: yes;"> </span>This lack of self awareness can cause leaders to devalue the work of employees based, not on the work product itself, but the employee’s
personal traits – some changeable like a messy desk but many not so changeable
like gender. <o:p></o:p></div>
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Understanding what you value and what you don’t is the
foundation for your judgments of others. Self-reflection on your own values is
critical to avoid throwing the baby out with the bathwater, which is what
happens if we only value employees who are most like us.<span style="mso-spacerun: yes;"> </span>Reflecting before acting is important to
ensure we are acting as consciously as we can. Ask yourself simple questions
like, why does that person bother me so much or why do I feel less confident
about their work versus another employee?<span style="mso-spacerun: yes;"> </span>Ask these questions each five times to get to the root. Questioning the
accuracy of your judgments is crucial.<o:p></o:p></div>
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The best leaders and consultants do the hard work of self-reflection
AND they ask for feedback – often.<span style="mso-spacerun: yes;">
</span>Asking your employee or client for feedback on what you could do
differently and what you did well garners valuable information about how others experience you as
well as leveling the playing field, which engenders collaboration.<span style="mso-spacerun: yes;"> </span>Getting feedback is the best way to increase
your self-awareness, and if you take the feedback well while it’s being given,
it builds trust with your employees and clients.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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21<sup>st</sup> Century leadership is inherently
collaborative due to the increased complexity of work.<span style="mso-spacerun: yes;"> </span>Collaboration for success requires trust and
understanding the similarities and differences in work styles and
values. Sharing these things up front in a low stakes setting saves time and
garners more success than ignoring these differences and then having to deal
with them when crisis hits.<span style="mso-spacerun: yes;"> </span>Taking the
time to reflect on your own judgments and feelings of others, having those tough
conversations about “impolite things” and asking for feedback are acts that
demonstrate what I call <i style="mso-bidi-font-style: normal;">productive
bravery</i> – a leadership competency worth cultivating. </div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-15135116372003084242014-04-04T10:21:00.002-04:002014-04-04T11:20:56.137-04:00Where's the Love?<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRJQayNP535TyfrTgNICGliPWMfTg7LcUqthkiFqOunjO1m70gT7LKo-Wxbty3VTHOhlgBqZmcbxZQO4hOqzGsPVHeFzS1fT9Mpu4bwxs9jOJyVIr5DUK58QkGiqPfeG2YzOdgzof_I3JO/s1600/sandheart.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRJQayNP535TyfrTgNICGliPWMfTg7LcUqthkiFqOunjO1m70gT7LKo-Wxbty3VTHOhlgBqZmcbxZQO4hOqzGsPVHeFzS1fT9Mpu4bwxs9jOJyVIr5DUK58QkGiqPfeG2YzOdgzof_I3JO/s1600/sandheart.jpg" height="150" width="200" /></a></div>
Love is not a word we hear much in the corporate world – at
least not in a positive context. Sure we hear about love triangles and the dark
side of corporate life but we shy away from that word in the context of how we
might treat others we work with and for.<span style="mso-spacerun: yes;">
</span>What we don’t shy away from includes themes of covert competition as
embodied by passive aggression and Machiavellian political maneuvers. The
problem with not explicitly engendering a culture that values positive regard
and mutual respect for others is that, aside from the morale implications, covert
competition encourages behaviors in the workforce that come at a high
cost.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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In their book <i style="mso-bidi-font-style: normal;"><a href="http://www.amazon.com/Love-Em-Lose-Getting-Business/dp/160994884X/ref=dp_ob_image_bk%20" target="_blank">Love em,or Lose em: Getting good people to stay</a></i>, authors Beverly Kaye and Sharon Jordan-Evans point out that people don’t
leave companies, they leave people.<span style="mso-spacerun: yes;">
</span>Additionally there are many, many surveys that show that people don’t
rate pay as the number one most important reason to stay in a job, they rate
relationships with the boss and the coworkers along with the satisfaction they
get from the work itself –which in today’s knowledge economy is impacted by the
boss and the co-workers.<span style="mso-spacerun: yes;"> </span>Additionally,
the cost of attrition is high. Kaye and Jordan-Evans measured it at 200% of the
employee’s salary.<span style="mso-spacerun: yes;"> </span>Knowledge that is
very hard to quantify walks out the door every time an employee leaves. The
cost of hiring employees is also high – in the tens of thousands for highly
skilled employees and in the thousands for less skilled. This all adds up
quickly. Also hard to calculate is the disruption and following loss of
productivity within the company every time an employee leaves, especially if
they leave because they are unhappy. <o:p></o:p></div>
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Organizational systems are interconnected self-aware webs.<span style="mso-spacerun: yes;"> </span>Leaders often underestimate the impact on for
example a whole department when there is even one bad employee/boss relationship
that results in an employee quitting. They then underestimate the communication
that has to accompany such events and in that underestimation don’t manage the
inevitable rumor mill leading to loss of focus and productivity and more
attrition. <o:p></o:p></div>
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Alternatively employees don’t realize that their attempts to
undermine the system are highly visible to those around them. An example of
this is the person who does the least amount of work on a team (social loafing)
or does not do the things they agree to do.<span style="mso-spacerun: yes;">
</span>Humans are highly sensitive to these discrepancies – especially when
there are gaps between <i style="mso-bidi-font-style: normal;">say </i>and <i style="mso-bidi-font-style: normal;">do</i>.<span style="mso-spacerun: yes;">
</span>The leader who says, everyone must attend this training because it’s
really important and then in the same breath says, he and his executive team
did a truncated version of the same training - is creating such a gap.<span style="mso-spacerun: yes;"> </span>The real message being – this is a check the
box activity for those lower in the hierarchy and not to be taken seriously. These
types of mixed messages deserve their own post, but you get the idea. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Because these behaviors go on they authorize other behaviors
including internal covert competition that is damaging. <span style="mso-spacerun: yes;"> </span>Above board competition that is transparent
and bound by rules can reap many benefits and renew a company.<span style="mso-spacerun: yes;"> </span>But when competition is covert it includes
nasty behaviors that kill teamwork and create awful work cultures where high
performance is not sustainable. <span style="mso-spacerun: yes;"> </span>Examples
of unhealthy competition are when one employee takes credit for another’s work
or when a leader attributes great work to the wrong employee because of a
personal connection or a hidden agenda.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i style="mso-bidi-font-style: normal;">Well poisoning</i> is another
common covert competition tool and happens when one employee says things to
other employees or the boss that are negative about another employee – this is
a career killer for the one with the well poisoned if they are in a culture
that supports covert competition or it can be a career killer for the
instigator in a culture that values positive regard. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The best response by a leader to an employee who came into
her office once complaining about another employee was from Suzanne De Passe. She
ran a production company that put out popular shows like <i style="mso-bidi-font-style: normal;">Sister, Sister</i> and was Berry Gordy’s right hand at Motown. In a Harvard
case study about her leadership, she recounts how she dealt with covert
competition. When the employee came into her office complaining about a peer De
Passe’s response was to call that other employee into the office right away so
that she could get the whole picture in order to get to the heart of the matter.
If every leader did this it would clear the way for healthier corporate cultures.<span style="mso-spacerun: yes;"> </span>The passive aggressive employee gets the
message that subterfuge and well poisoning for advancement will not be
tolerated, and the leader gets the full story and can mediate the conflict at first
bud.<span style="mso-spacerun: yes;"> </span>Simply put this saves time, money
and is a more humane way to lead and models collaboration and teamwork. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
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<!--EndFragment--><br />
<div class="MsoNormal">
So I ask you, where’s the love?<span style="mso-spacerun: yes;"> </span>Engendering a culture of positive regard and mutual
respect in your work force lowers attrition and keeps employees engaged,
focused and on the job. <o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com1tag:blogger.com,1999:blog-1468781707723191353.post-88539517935794064042014-04-01T09:23:00.002-04:002014-04-01T09:24:54.532-04:00Are you consciously stewarding your leadership identity development?<div class="MsoNormal">
21<sup>st</sup> century leadership competencies include
being conscious of where you are in your own identity development. By identity
development I mean where you are in your understanding of your own feelings about
your skin color, privilege, socio economic status (class), nationality, gender
and ethnicity.<span style="mso-spacerun: yes;"> </span>You know, all the stuff
leaders never talk about, at least not in public and rarely behind closed
doors. Yes, this is soft-skills squared.
However, can you really afford not to understand the roots and values behind
your decision-making about people? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When a leader is aware of their identity development they
are able to see beyond the filters they were raised with. <span style="mso-spacerun: yes;"> </span>Those leaders who have actively acquired
multicultural intelligence and experience with diversity will be more likely to
understand the effects of difference on their workforce and have broader lenses
through which to understand the human beings they lead. A leader who has taken
time to consider their identity development (which is an ongoing process) will be
able to see their followers’ contributions and strengths for what they are
beyond projected stereotypes that we all suffer from. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Here is an example of how we come by our limiting filters. I
grew up in a very white, Anglo Saxon Protestant town in the east coast US state
of Connecticut.<span style="mso-spacerun: yes;"> </span>I wasn’t racist but
because I had little exposure to people of other cultures and skin colors, I
was ignorant about difference. What passed for diversity in my neighborhood
were the Italian Catholics versus the Nordic WASPS. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If you had asked me when I was in my early twenties how I
had accomplished whatever it was I had, I would have told you <i>hard work</i>.<span style="mso-spacerun: yes;"> </span>But the truth is that the artist who hired
me to run his business did so in part because of my skin color. The
entrepreneur who hired me to keep her books hired me over others in part
because of my skin color. Note, I am not
saying that the people who hired me wouldn’t have hired someone with a
different skin color. But I was white in a community of predominantly white
people.<span style="mso-spacerun: yes;"> </span>Even in a community that was not
predominantly, Los Angeles, white my skin color was a privilege that landed me a choice job
at a trial jury consulting firm after only one interview. Same with the private
bank I worked in in downtown LA. There are projections and assumptions about how trustworthy
and smart and capable I am that come with my skin color. This is how privilege
works. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Privilege is invisible, but lack of it is felt at the most
visceral level. When I was running the artist’s business and still on the east
coast I had a roommate whose mother was caucasian and father was African
American.<span style="mso-spacerun: yes;"> </span>One day as we were coming out
of our apartment headed to work a neighbor yelled across the street at me, “Hey, have you seen
<i>that black girl</i>?”<span style="mso-spacerun: yes;"> </span>My roommate was right behind
me and yelled back to him, “You’re only half right.”<span style="mso-spacerun: yes;"> </span>She was understandably angry. No one ever
came looking for me calling for <i style="mso-bidi-font-style: normal;">that
white girl</i>. It’s amazing how quickly we reduce each other in these ways. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I chose to go to Los Angeles for graduate school
specifically because of LA’s diversity. I knew by going I would confront my own
ignorance about difference on a number of levels.<span style="mso-spacerun: yes;"> </span>Fast forward fifteen years later and I teach
privilege and difference to my leadership students and I am still learning the
many nuances that exist regarding how we understand and value or devalue other
people. I still confront my filters and
judgments I make – but do so consciously. Anyone who tells you they don’t see color
or are colorblind is unconscious of their own identity development.<span style="mso-spacerun: yes;"> </span>Acknowledging your privilege and getting off
the platform of <i>hard work</i> when factoring in your achievements is an
uncomfortable thing to do but a necessary thing to do if you expect to lead all
your followers<span style="mso-spacerun: yes;"> </span>- if you want to access
all that brain power versus only the chosen few who represent those you are
most familiar with.<span style="mso-spacerun: yes;"> </span>Most leaders today
and the great majority of leaders in the next few years will not have this
luxury.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The demographic makeup of the workforce is rapidly changing
and in the next five years will be much more diverse.<span style="mso-spacerun: yes;"> </span>If you have led people who mostly look like
you, have similar life experiences and values then the challenge is to be able
to understand people you lead outside your experience. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Innovation and keeping a competitive advantage depends upon
being able to recognize and value input from people with many different points
of view and many different ways of expressing those points of view. Gemstones
have many facets. For a truly spectacular gem you need to polish and refine all
the facets, not just some. The value of your workforce is in their differences
and being able to cull out of those varied viewpoints answers to tough
adaptive challenges all leaders face in today’s volatile marketplace. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Here are some simple things you can do to understand your
own ability to lead a multicultural workforce:</div>
<div class="MsoNormal">
</div>
<ol>
<li><span style="text-indent: -0.25in;">To learn more about privilege go <a href="http://www.isr.umich.edu/home/diversity/resources/white-privilege.pdf" target="_blank">here</a>.</span></li>
<li>Get feedback from your followers about what frustrates them
and what motivates them regarding how you lead.</li>
<li>Look at your closest circle and if they all look like you or
are from the same school or socio economic background, reach out and get to
know others in your company who don’t. </li>
<li>In your interactions with others note what makes you feel comfortable and what does
not and then ask why. It’s the reflective work we do on our own that allows us
to be mindful on our feet.</li>
<li>If you are leading in multiple countries, take a leaf out of
Machiavelli’s book and go to those countries and get immersed as much as you
can – be curious, ask questions about the culture, norms and values and develop
your relationships with your followers there.</li>
</ol>
<br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<!--EndFragment--><br />
<div class="MsoNormal">
<br /></div>
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Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com0tag:blogger.com,1999:blog-1468781707723191353.post-66929306980107297062014-03-24T18:24:00.000-04:002014-03-24T20:48:15.640-04:00Are you sure you really know what your followers are trying to tell you? <div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;">Humans are really good at
pattern recognition. Malcolm Gladwell popularized this concept when he wrote about “Thin Slicing” in <i><a href="http://gladwell.com/blink/" target="_blank">Blink</a></i>. Thin Slicing is when we find a pattern with only minimal information. Jung called universal patterns
archetypes and Shakespeare captured most of them in his plays<i>. </i>Indeed
being able to notice patterns to identify what is important is not only critical
to our survival but saves time and is an aspect of great leadership. I have always been amazed by how truly
excellent leaders can quickly hone in on the one detail that matters out of
millions of details to ensure their company’s success and make the right
decisions. </span></div>
<div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;">Unfortunately, there is a down side to this survival
mechanism.<span style="mso-spacerun: yes;"> </span>Neil deGrasse Tyson summed it
up well in the 3/23/14 episode of <a href="http://www.cosmosontv.com/?gclid=CKHElr36q70CFclDMgodTVcA8g" target="_blank">Cosmos</a> noting that humans are so habituated to pattern recognition they also see patterns
where there aren’t any. He called them <i style="mso-bidi-font-style: normal;">false
patterns</i>. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;">What does this have to do with leadership you might be asking
at this point?<span style="mso-spacerun: yes;"> </span>Everything - from the
ability to hear what your people are really trying to tell you, to judging
performance, to hiring, to understanding how well the corporate strategy is
keeping up with the market and competitors. Thin slicing works particularly
poorly when we are communicating about complex or new things – things that
represent an adaptive challenge to an organization and a leader.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;">Technological innovation is one of the main forces that push
organizations to change products or processes or, in particularly disruptive
cases, markets.<span style="mso-spacerun: yes;"> </span>Imagine a conversation
between a leader and a technical project lead asking for resources for an
expensive innovation that is not yet proven <i style="mso-bidi-font-style: normal;">or</i>
a conversation between team members trying to decide under a deadline how to test
the latest multimillion-dollar mousetrap.<span style="mso-spacerun: yes;">
</span>It’s common in these high-pressure situations to miscommunicate.<span style="mso-spacerun: yes;"> </span>We look for familiar patterns and think we
are on the same page with the people we are talking with when actually we are
in different universes which at a minimum is very frustrating.<span style="mso-spacerun: yes;"> </span>In my work with teams and leaders, I see this
all the time. There are many, many reasons why people miscommunicate but between
leaders and their teams there are a couple of reasons especially worth noting. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Trebuchet MS, sans-serif;">The first is the dynamics of power and authority that all
leaders and followers contend with. Leaders put their organizations in a petri
dish just as followers experience leaders as if through a bullhorn and
magnifying glass<span style="mso-spacerun: yes;"> </span>- everything is amplified.<span style="mso-spacerun: yes;"> </span>A leader we will call “Joe” is passionate about
his business and hard driving. However, his passion can feel like a hammer to
his people. When he poses a question – a true question – his team takes it like
an order. <span style="mso-spacerun: yes;"> </span>And Joe is a caring leader and
his team still has this reaction. Other leaders who are not as caring do things
that are much more threatening to their teams – like putting down contrary
points of view or worse the individuals who pose them or interrupting their
subordinates or changing the subject when they are being disagreed with.<span style="mso-spacerun: yes;"> </span>When this happens real communication stops
and knowledge sharing becomes one way - top down - which is the death of
innovation and the road to low performance. <o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: Trebuchet MS, sans-serif;">The second dynamic that gets in the way of real
communication has to do with our assumptions about the meaning of words. We
think we know exactly what the other person is trying to communicate because we
understand each word they said.<span style="mso-spacerun: yes;"> </span>However,
when complexity is high and the topic at hand is novel, our unique
understanding about what words mean gets in the way of true understanding. The
reason is because when we first learn a word, we learn it in a unique context
as a toddler, which means there are as many variations on the meanings of words
as there are people.<span style="mso-spacerun: yes;"> </span>I can mean it one-way
and you can take it another. Anyone who has experienced a long-term
relationship knows all about this. Add in differentiators like education,
geography, culture, professional field, and level within the organizational
hierarchy and you can see how it is a wonder we understand each other as much
as we do. <o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: Trebuchet MS, sans-serif;">What can leaders do to better understand what their people
are trying to tell them?<o:p></o:p></span></div>
<div class="MsoNormal">
</div>
<ol>
<li><span style="font-family: Trebuchet MS, sans-serif;">Practice inquiry. Ask
questions and keep asking. The old rule in Six Sigma is to ask why five times
to really get to the heart of something.
This is what inquiry does – it helps us understand what someone else
really means.</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Go slow to go fast. Slow down and cultivate patience. Inquiry
requires leaders build in time to be able to ask why or what or how and have
the headset where they can gauge if they truly understand the concept being
communicated. This is nearly impossible when on the run from meeting to
meeting. Building in time to be able to <i>think
together </i>with followers especially on critical aspects of the business will
pay off more in the long run than anything else.</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Listen actively. Check for meaning by paraphrasing to ensure you really do understand.</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Don’t interrupt. Interrupting another person conveys one
message – that you are important and they are unimportant. This is a
highly demotivating message to send your followers (remember the bullhorn?).</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Be curious and check your assumptions. Don’t assume you know what a person is saying
before they finish a sentence. If your attitude is one of curiosity and you are
able to put aside ego, stress, pressure or whatever it is that gets in the way
of you being able to fully listen to your followers, you will hear more and
learn more and be able to do more. </span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Optimize the available brainpower in the room by creating
more opportunities for informal communication.
Often organizations are good at hiring great people. Then because of
formality and hierarchy and the limitations of the leaderships’ soft skills, companies
are not able to capitalize on the combined talent and expertise of their
employees. Pioneers like GeoCities and Yahoo! understood the power of informal communication in the design of their corporate cultures that emphasized access to leadership, transparency about the business successes and failures and placed a high value on creativity and unique ideas that could bust through the status quo.</span></li>
<li><span style="font-family: Trebuchet MS, sans-serif;">Cultivate relationships and care about your followers. Know
that it’s not about you it’s about them. When you do this you will listen to your
followers under the assumption that they have something important to say that
you don’t already know. This positive
regard for them will go a long way to cultivating relationships and the bonds
of trust needed to optimize the collective intelligence required to compete in today’s
volatile markets.</span></li>
</ol>
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Leaders face many challenges in running their organizations.
One of the hardest is managing change.
Change is a constant environmental condition in the business world
today. No company can escape it. Change can
happen for all sorts of reasons including: shifting market conditions and
workforce demographics, ever evolving laws and regulations, new technology
innovations, new competitors, mergers and acquisitions, downsizing, or simply
new policy roll outs about pay and benefits.
New hires on teams or in the management ranks can engender anxiety for
employees coping with building new relationships and navigating roles and
hand offs.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
For all these reasons as well as the need to continuously
evolve, adapt and improve, leaders hire internal and external organizational
development (OD) consultants to help, but they don’t always get the help they
need because they hire an “expert” who actually isn’t one except on paper. There
in lies the problem, identifying the genuine article, the excellent OD
practitioner, is harder than you might think. I know this because one of the
first things I was trained to ask potential clients is, <i style="mso-bidi-font-style: normal;">have you ever worked with another OD consultant?</i><span style="mso-spacerun: yes;"> </span>If the answer is yes, my next question is, <i style="mso-bidi-font-style: normal;">how did it go?</i><span style="mso-spacerun: yes;"> </span>When the client answers, <i style="mso-bidi-font-style: normal;">poorly</i> or <i style="mso-bidi-font-style: normal;">nothing was
implemented</i> or <i style="mso-bidi-font-style: normal;">the report</i> - as
<a href="http://www.amazon.com/Organizational-Assessment-Step-Step-Consulting/dp/1557989214" target="_blank">Levinson</a> notes – <i style="mso-bidi-font-style: normal;">is collecting dust on my
shelf </i>– then there will be some clean up to do.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
OD practitioners that are worth your time do a handful of
particular things really well.<span style="mso-spacerun: yes;"> </span>First of
all they collaborate and involve you regularly – right from the contracting
conversation.<span style="mso-spacerun: yes;"> </span>They keep their clients
close. The mantra I teach my students, as taught to me is, <i style="mso-bidi-font-style: normal;">people will only support change they help to create</i>.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
One sign that this is not the case is when the consultant is
doing all the work on a change effort and/or making sure you rely solely on
their expertise that does not get transferred to you or your people thus
creating an unhealthy dependence. <span style="mso-spacerun: yes;"> </span>Changes
made this way are not sustainable.<span style="mso-spacerun: yes;"> </span>Note,
that there are appropriate times where you use consultants as, what <a href="http://www.amazon.com/Flawless-Consulting-Guide-Getting-Expertise/dp/0470620749/ref=sr_1_1?s=books&ie=UTF8&qid=1395180969&sr=1-1&keywords=peter+block+flawless" target="_blank">Peter Block</a>
calls, “Helping Hands”.<span style="mso-spacerun: yes;"> </span>This is when you
give them the work because you don’t have the bandwidth to do it yourself. Hiring a bookkeeper to keep the books for your start up or having a
contract recruiter on site to help build your ranks are examples of
effective helping hands roles consultants take.<span style="mso-spacerun: yes;">
</span>However, when it comes to making systemic transformations that need the
support of your employees or all team members, helping hands alone will not be
enough just as expertise alone will decrease buy in to the change. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
To this end, another goal I have when working with my
clients is to <i style="mso-bidi-font-style: normal;">work myself out of a job</i>.<span style="mso-spacerun: yes;"> </span>Success for me is the client organization that
broke down its silos and now communicates across departments and functions well
without my help because of work we have done together or the team that doesn’t
need me anymore because they are now meeting their goals and interacting
beautifully and productively.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Great OD consultants collaboratively create structures that
their clients move through in order to bridge the gap between the current and
future/desired state. One of the main ways the excellent OD practitioner does
this is through the use of the action research as a process model and
foundation for all their systemic change work with the client.<span style="mso-spacerun: yes;"> </span><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Leaders need to ask potential consultants what
process they use to do their work.</i></b> Action research is the collaborative
process of entering a client system, doing an assessment and jointly diagnosing
the problem, then jointly implementing programs for change and then evaluating to see how
things went.<span style="mso-spacerun: yes;"> </span>That’s the Reader’s Digest
version. If your would-be change management expert does not mention any of
these things you’re better off moving forward without them.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A more nuanced answer by some consultants is that they use a
particular approach like management training or appreciative inquiry or
conflict management.<span style="mso-spacerun: yes;"> </span>These are all great
interventions to build skills, find the positive core of a system or resolve
discord respectively, but they only work if that is what is needed. If you
interview a consultant and they are immediately selling one approach, you are
getting a cookie cutter solution that may not be what you actually need to make
the changes necessary to get to higher performance.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When I contract with leaders and ask them what prompted them
to call me, they always have thoughts on what needs to be fixed in their
company.<span style="mso-spacerun: yes;"> </span>However, more than 50% of the
time their understanding of the problem is either not complete or completely
wrong.<span style="mso-spacerun: yes;"> </span>A consultant who follows action
research will insist on taking some data to customize their work to the
client’s actual need.<span style="mso-spacerun: yes;"> </span>It’s much easier
to say, <i style="mso-bidi-font-style: normal;">sure thing, one management
training coming right up</i>.<span style="mso-spacerun: yes;"> </span>However,
treating the identified problem that is not the real problem does more harm than
good by increasing anxiety among employees and leaders, ruining the
consultant’s reputation after they have delivered “the fix” and things are even
worse, and wasting time and money.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
One of the most critical parts of the action research
process is assessment and diagnosis. While most consultants may be good at
interviewing the leadership team for example, they may not have a scientific
process to analyze the data they collect. <b><i>Make sure to ask the consultant what their
data analysis process is.</i></b><span style="mso-spacerun: yes;"> </span>I did this
recently when I was speaking with a clinical psychologist who worked as an
organizational development consultant assessing an organization.<span style="mso-spacerun: yes;"> </span>They had conducted interviews using a
protocol filled with double and tripled barreled questions (not a good start). Their
response to my question about how they analyzed the data was, “I read it.” <span style="mso-spacerun: yes;"> </span>I probed deeper and that was it – they read it
and used their hunches from that reading to diagnose the client system.<span style="mso-spacerun: yes;"> </span>They wrote a report and exited. This is the
antithesis of great OD consulting. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
To be sure, reading the data is a great start. <span style="mso-spacerun: yes;"> </span>However submitting interview content to an
organized method of qualitative data analysis that includes coding and leads to
thematic development is much, much better. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
That’s the trouble with expertise – anyone can try to claim
it and if they do it just right we want to believe them. Society is addicted to
experts. We look to experts to solve our problems and put us at ease. Since
there is no licensure in the field of organizational psychology, it is
particularly vulnerable to an infusion of false experts. However, the excellent
OD practitioner will share their expertise with you to make sure your
organization can create and sustain the change.<span style="mso-spacerun: yes;">
</span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i style="mso-bidi-font-style: normal;">Disclaimer to Would-Be
Organizational Development Consultants:<o:p></o:p></i></div>
<div class="MsoNormal">
You don’t necessarily need a lot of higher education to be a
great OD practitioner. I pursued a lot of higher education because I was humbled by the fact that in doing this work I would be
making changes in companies that could impact peoples’ salaries – their
livelihoods. That’s a huge responsibility. I wanted to be able to work with
human systems safely and ethically to make them healthier places to be because
there is a lot of suffering at work.<span style="mso-spacerun: yes;"> </span>To
go from being an artist to an OD Practitioner I needed help. So I got degrees
and experience and apprenticed and got certifications, etc.<span style="mso-spacerun: yes;"> </span>This is one way to do it.<span style="mso-spacerun: yes;"> T</span>here are other ways. <o:p></o:p></div>
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Two of the best OD consultants I know, both mentors at
different points in my career, do not have advanced degrees in the field or
anywhere.<span style="mso-spacerun: yes;"> </span>What they do have is past experience
running their own successful companies and being in successful multinational
companies on top of apprenticing with expert organizational psychologists and strategic human resource leaders as
well as reading all the seminal works in the field and taking various
certifications like DISC and MBTI.<span style="mso-spacerun: yes;"> </span>They
are life long learners who keep current with the field and also have a granite
foundation in the science of human systems and change. They know action research cold.
They practice advocacy and inquiry and understand team and group dynamics. They
are dynamos. When a project comes their way that is beyond their expertise they
decline. I bring them up to say to would-be OD practitioners that it doesn’t
matter <i style="mso-bidi-font-style: normal;">how</i> you educate yourself on
this work, what matters is that you <i style="mso-bidi-font-style: normal;">do.</i><o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com2tag:blogger.com,1999:blog-1468781707723191353.post-6906726450474335432014-03-10T15:04:00.001-04:002014-03-14T11:18:24.664-04:00Lean In and The Identified Patient<div class="MsoNormal">
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Sheryl Sandberg's book <b><i>Lean In</i></b> has been generating a great deal of controversy among women. In some cases the reactions have been over the top negative. Cut to my all female book club when I lit a match under dry tinder by asking if anyone had read Lean In. Two members vehemently began to trash the whole book as baseless from the studies Sandberg cites to the concept in general. Maybe I should not have been surprised but I was. My experience of the book had been different. I thought Sandberg was really generous to write it. After all, she's a Facebook millionaire and didn't write it for the cash. <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">I found her research quite credible and have cited many of the same studies in my own gender and leadership lectures. I found it incredible that the book's title alone could create so much ire (the two most outraged lean in haters admitted to not having read the book to begin with…ahem). <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Frankly, I loved the book. It is filled with practical advice, its research is credible, and how often do those women who have broken through the glass ceiling ever show their underbellies this way? I find myself giving the book to the twenty-something women I know (who love it) and avoiding bringing it up to the over 35 set. <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">However, I have been curious about the negative backlash the book has created among the senior executive women I know. I am thankful to my friend Nina Lualdi for sharing her thoughtful perspective with me. She is a high level executive at the country level with huge international experience and equally huge responsibilities on top of being a wife and mother of two. If anyone is leaning in all the way it is Nina. She has a couple of decades of leadership experience and has been subjected to every type of soft skills development and leadership training available. <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Her issue with the lean in concept is along the lines of fatigue at being the identified patient (not her words but mine). The concept of the identified patient in a nutshell comes from family psychology. In a family the identified patient is the typical problem child - whether they really are or aren’t. The identified patient is the person in the family who is singled out as deficient, needing of fixing like a patient in a hospital. In reality the family as a group entity is projecting its own collective dysfunction onto the one member - the identified patient. Group psychology is mind blowing if you stop to consider this, but it happens all the time. <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">To take this to the world stage level gender battle, it means that the gender conversation (embodied in books like Frankel's status quo supporting: <i>Nice Girl's Don't Get the Corner Office</i>) looks for ways to fix the underprivileged minority - in this case women. Fixing is a euphemism to get the minority to look, act, and breath like the majority -which of course is impossible.<o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">The best argument for why the concept of lean in irks high-powered female corporate veterans may be that they are tired of being the identified patient, tired of being asked to look within to critique/fix their problematic <i>female</i> core self. </span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">There are many studies that show the presence of women in top leadership positions (on boards of directors and executive teams) strengthen a company's viability and performance significantly. There's also a lot of data on the table about how women who have had to lead without formal authority are actually better negotiators and team builders. Such qualities don’t sound like something to fix. <o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">All of this begs the question: why aren't we focusing on the powers that be that keep women out? Why are we trying to make women (and as Nina astutely observed: minorities and anyone who is not tall, white, male, and has a Type A personality) over to act more like men? Why do we see their qualities as deficient versus something to be honored, aware of, and cultivated? Why aren't we asking the men who hold the power to open the doors and get over the 20th Century qualms about the "marital implications" of mentoring female colleagues?<o:p></o:p></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Maybe the focus should be on educating those in power now about the huge benefits and value of cultivating diversity throughout the leadership ranks. I think some appropriate titles might be:<o:p></o:p></span></div>
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<i><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Sharing Power 101: A 12 Step Guide<o:p></o:p></span></i></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">or <o:p></o:p></span></div>
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<i><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Lean Out of the Way: Collaborative Leadership for Veterans of the Command Control Culture</span></i></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">These are the types of books we need to see. As Nina pointed out, we need to change the conversation not <i>female</i> traits.</span></div>
Anonymoushttp://www.blogger.com/profile/11251665030747622744noreply@blogger.com6