You don’t know what you don’t know

“Awareness requires a rupture with the world we take for granted.” Shoshana Zuboff

High performance leaders recognize the need to constantly improve their organization and its people, and above all, themselves. To become better leaders, they continually expand their self-awareness, even if this means confronting aspects of their personalities, habits and performance that they’d rather not see. Self-awareness requires a dedicated effort to uncover the truth, the whole truth and nothing but the truth. Here are some steps to get you started.

Accept that others may know you better than you know yourself. It is far easier to have wisdom about others than it is to truly know ourselves. Recognize that you have a biased perspective or that you don’t comprehend the whole picture of your behavior and its impact.

Examine your world view. There’s an old saying that a fish doesn’t know it’s swimming in water until it is thrown upon the riverbank. Up until that moment, that fish thinks that he understands all about the world and how it works. Your world view is a framework that allows you to understand individuals, groups and your “reality.” A world view is like a lens through which you see yourself and others. It is dangerous to assume that your world view is the right one or the same as other people.  To explore your world view, ask yourself, What are my beliefs? and What assumptions do I make about myself and others?

Find a new perspective. Albert Einstein said, “We cannot solve problems by using the same kind of thinking we used when we created them.” To get a different perspective, look at an unrelated industry, ask for feedback from a new source or methodically toss out all of your assumptions and start fresh.

Explore the unknown unknowns. You’re probably pretty comfortable with not knowing every answer. What if you didn’t even know the right questions to be asking? According to an article by Errol Morris in the New York Times Opinionator, known unknowns are the problems you can list and prepare for. The unknown unknowns are problems about which you are completely unaware. Giant leaps in self-awareness and performance can be achieved by not only adding to your list of solutions, but uncovering previously unexplored questions.

You would never accept mediocre performance from yourself. Likewise, don’t accept that you have complete self-awareness, without a consistent and disciplined effort to uncover the real you.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Managing multiple styles at work

colored-flower1Your team is made up of hard-working, intelligent people. But that’s where the similarities end. Stan needs to think out loud, so he regularly gathers teammates to brainstorm ideas. Ivana prefers to do her thinking alone in a quiet room. When Jamal makes decisions, he prefers to “go with his gut.” Pat uses logical decision-making based on a careful review of all of the facts. Tara delegates whenever she can, and Carlos likes to manage all aspects of a project himself.

Is this diversity of styles a recipe for disaster? Not necessarily. As the leader of this team, you can’t just ignore differences in personality, temperament or style. What do you do when it seems that everyone approaches work differently?

Realize that you’re lucky. You have the raw materials for amazing innovation and results. Rather than approaching this mixed bag as a deficit, recognize its potential.

Figure out who’s what. There are some great assessments out there (MBTI and DISC, for example) that will help you discover the styles and working preferences of your people. A well-facilitated discussion will aid team members in understanding the nuances of their own style and learn how to build on these inherent strengths.

Help them work well together. Once each person understands his own characteristics, it’s important to figure out how best to work as a team – how you will optimize communication, planning and execution. This is where you start to reap the benefits of this cornucopia of styles.

Customize your leadership. Your diverse team requires more than a one-size-fits-all approach. Have an open discussion about what each person needs from you to be successful. While you probably can’t tailor your approach to fully meet everyone’s expectations, you can align on the important aspects – roles, goals, how you will communicate and how problems will be addressed.

A team composed of strong and different personalities can seem like more of a curse than a blessing. Songwriter Ani Difranco said, I know there is strength in the differences between us. I know there is comfort where we overlap. It may be more comfortable to surround ourselves with people who are like ourselves. However, here’s far more potential in bringing out the best in people who are very different from each other.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Love diversity? Value and tap each person’s unique contributions

green-red-apple2It would be hard to find someone who’d argue that diversity in organizations is not valuable. Diverse experiences, cultures, skills and perspectives make the workplace dynamic, creative and innovative.

The tragedy is that some of the most seemingly-diverse companies don’t actually maximize people’s contributions the way they could. This isn’t about intent. It’s about time. In the whirling dervish that is today’s work environment, leaders sometimes don’t take the time to tap the full breadth of their people’s capabilities.

Embracing diversity means more than just recruiting and retaining a talented, multi-ethnic workforce, though that is a great start. Ask yourself these questions to find out if you’re fully utilizing the treasure that lies within all of your people:

Do I know what my people can do?

Do I know what stretch goals would broaden and motivate each person?

Do I know their career aspirations?

Do I know what really gets my people excited about coming to work?

Do I know what they love doing outside of work?

Each person’s passion and energy can be drawn upon to move your company to a new and exciting place. Make a commitment to learn more about the folks around you. Build upon their strengths. Give them opportunities to try new things.

Everyone knows that challenging work combined with just the right amount of support are the best teachers. You may be surprised by who moves to the head of the class.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Microinequities: In communication, small stuff counts

boredYou’re talking to your husband, and he picks up his BlackBerry and sends a text. The service representative rolls her eyes when you give her a request. These and other slights might not seem like much, but they add up and can impact our behavior in return.

According to an article published in O Magazine in November, 2005 (The Little Chill by Lise Funderburg), we send between 2,000 and 4,000 subtle signals each day – mostly nonverbal and often not conscious. Some are positive (microadvantages) and some are negative (microinequities).

We owe much to Stephen Young of Insight Education Systems for his work on micromessages. He talks about the roots of these micromessages in our assumptions and beliefs about the world, certain groups and individuals. If we believe that a certain person is not competent, we will send micromessages that convey that. In turn, the receiver of the microinequities can be impacted by them – reducing their enthusiasm, confidence and ability to perform.

What responsibility do we as leaders have when it comes to micromessages?

Recognize  power imbalances. Power plays a part in nearly every interpersonal situation. When you have the power, be aware of how that may impact your micromessages. Do you give different signals to the boss, your peers and your direct reports? What impact might these micromessages have?

Be aware of your assumptions about people. What beliefs do you have about certain individuals or groups? Examine them honestly and consider whether they impact your micromessages. (They do.) It’s never too late to give up your prejudices.

Pay attention to your micromessaging choices. That’s right. Micromessages represent choices. Slow down and tune into your gestures, eye contact, posture and other micromessages, and choose positive ones.

Microaffirm every day. Talk with people you otherwise wouldn’t. Sit next to the person you don’t know or don’t feel as comfortable with. Ask questions and pay attention to the answers. It’s not just for fun. Microaffirmation builds relationships of trust and loyalty.

Don’t just freeze. It can be tempting to turn off your micromessages, or at least to try to do so. First, this doesn’t work. You just look like a robot (not good micromessages), and you can’t sustain it for any length of time. Just be yourself, but a more self-aware you.

Ask for feedback. You may be pretty unaware of your micromessages. Ask your significant other or co-workers to give you feedback. Thank them for their input and do your best to address the microinequities.

Thinking about my micromessaging is humbling. I suspect that I give off many more than I’m aware of, and some I would be ashamed to own. My next step is to be more mindful of not only what I say, but the underlying assumptions that drive my micromessages. Only then will I truly communicate with integrity.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!