Category Archives: Change

Can you fix people?

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We have heard it before. “You can’t change people.” Yet we persist with the idea that if we just use the right words at the right time, the other person will “get it.”

In “Leadership in the Age of Complexity: From Hero to Host” Margaret Wheatley (no relation to Humanergy’s co-founder, David Wheatley) talks about the myth of the heroic leader. One thing the heroic leader believes is that people will do what they are told, if they are given good enough instructions.

The problem here is the illusion that leaders control what they cannot, like what others do, think or feel. What you can control is your own actions.

Rather than jumping in to correct what’s wrong with their people, leaders can be a positive influence and provide support. They can:

Articulate a vision for the future

Be specific about expectations

Ask great questions

Give feedback on behaviors

Protect people from bureaucracy, politics and other distractions

Celebrate wins

When you feel the urge to jump in and fix a person, say, “I want to help. How can I best do that?”

Want to help your people navigate choppy waters? Contact Humanergy.

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Four strategies for expecting the unexpected

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Stuff happens. You pull out of the garage on your way to work, already thinking of what you need to do once you arrive. Suddenly, WHAM! You’ve sideswiped the huge dumpster that the contractor left in the driveway in preparation for an upcoming roof replacement.

We are creatures of habit, and when we introduce an unfamiliar thing (the dumpster) in a habit-laden situation (backing out of garage), problems often happen. How can you be more prepared for unexpected occurrences in all aspects of life?

Build in time. Pretend that you have to leave home ten minutes earlier than you really do. That will give you time to breathe and focus. You’ll be more likely to see that dumpster (or child or bike) and react appropriately. Set project deadlines similarly; “finish” the product, step away for a day and then tweak it with fresh eyes. You’ll be astounded at the errors you’ll find and improvements you can make when you’re not under the gun.

Add steps to your habit. Examine your habits for shortcuts. Instead of opening the garage door, getting in the car, fastening your seat belt and backing out, add a step. Scan behind you. It may help to put a sign in your car for a couple of weeks, until that new step becomes routine.

Realize that stuff happens, even to you. As the saying goes, most people think that accidents aren’t their fault and yet take personal responsibility for their hole-in-one on the golf course. Recognize that accidents happen to everyone – and most often we bear some culpability. Taking shortcuts, losing focus or being overconfident are signs that you think it couldn’t happen to you.

Consider what might happen and act accordingly. Think through all possible outcomes, not just what you expect and for which you are prepared. You may have spent countless hours driving safely while talking on your phone. However, what if it becomes a particularly intense conversation or a deer dashes across the road? Is it worth your (and others’) safety to talk on your phone while driving?

Being prepared for the unexpected not only promotes safety. These same strategies help you become more present, nimble and resilient in the face of change. You are off autopilot and fully engaged in the present task. What better way to manage the expected and unexpected issues faced by leaders today?

 

Need help exploring your habits and making change? Contact Humanergy.

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Can you become more tolerant of ambiguity?

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People differ greatly in their tolerance for ambiguity, though it is uncommon for leaders to admit that they don’t like situations that are unclear. As leaders, they feel that they must be seen to roll with the punches, help people find clarity in uncertain situations, and act decisively.

To get a more realistic understanding of your own comfort with ambiguity, start with assessing yourself on four modes developed by David Wilkinson regarding the ability to deal with increasing degrees of ambiguity and complexity.

Mode One – Technical Leadership. These leaders usually deal with ambiguity by denial or creating their own certainty. Mode One leaders are also more dictatorial and are very risk-averse by nature.

Mode Two – Cooperative Leadership. The aim of Mode Two leaders is to reduce uncertainty and to build teams around them to mitigate risk.

Mode Three – Collaborative Leadership. Mode Three leaders have a tendency towards consensual methods of leadership. They prefer to work towards aligning team members’ values and getting agreement. Their approach to ambiguity is for the group to examine it.

Mode Four – Generative Leadership. These leaders use ambiguity to find opportunity. They tend to be habitual learners and innovators.

People have a certain threshold for dealing with ambiguity and that capability can be developed through structured practice and coaching. How can you start expanding your tolerance of ambiguity?

Banish availability cascades. These are the assumptions that something is true simply because we have often heard that it is a fact, or can think of examples where it is true. Availability cascades keep you stuck in the past, clinging to misconceptions (for example, leaders need to have the answers, strategic planning always looks five years out, the most effective motivator is money).

Explore the “new world.” Carefully examine the changes that have occurred in your field in recent years. What new rules, facts and beliefs are pertinent now? How do these jive with your “old world” view? Learn something from the system outside your current reality – a younger employee or a different industry – and implement it to improve your own performance.

Look for cognitive dissonance. When confronted with situations that challenge your beliefs, knowledge or values, what is your reaction? Carefully examine your thoughts and behavior in the face of something that seems “just wrong.” You may not change your world view, but you will at least recognize that reality is less fixed and homogenous than you once assumed.

Dealing effectively with ambiguity means slowing things down at times and not rushing to find “the solution” to every dilemma. “The creative person is willing to live with ambiguity. He doesn’t need problems solved immediately and can afford to wait for the right ideas” (Abe Tannenbaum).

 

Want to become a generative leader who embraces ambiguity? Contact Humanergy.

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5 tips for thriving on the receiving end of change

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Most advice about change is directed at leaders, often dealing with managing employees’ reactions to change. There are far fewer books and articles written from an employee-facing-change perspective.

To roll with change in your organization, start with these tips:

1. Recognize your starting point as it relates to change. In general, do you go with the flow and adapt quickly? If yes, hurray for you! However, if change or ambiguity throw you for a loop, you need to prepare for change more carefully by attending to the following tips.

2. Be honest about your concerns and feelings. Admit (at least to yourself) if the impending change creates anxiety, fear or even anger. The only way to move past these emotions is to acknowledge them first. Take some time to examine your reaction to the upcoming change. Seek the counsel of a trusted mentor to help you formulate a plan to manage your feelings while you make the necessary adjustments.

3. Learn about the context for change. Talk with your boss about why the change is important to the organization. If you get the business case for the change – and the negative impact of not changing – you’ll find it easier to buy in.

4. Ask lots of questions, but don’t expect all the answers right away. Your leaders don’t have a fool-proof crystal ball. There will be unanticipated events, modifications and impact. Some ambiguity is to be expected.

5. Choose your behavior. You could join the vocal opposition or an underground movement for the status quo. While that may delay the change, your reputation will be damaged. If you can’t be an early adopter, strive to be at least a neutral-to-positive force for change. Above all, don’t feed the gossip mill, and confront peers whose behavior is inappropriate.

Some changes may so profoundly affect the organization or your role that staying on the job is difficult, even impossible. As with any unknown, expect the best AND prepare for the worst. As Charles R. Swindoll said, “We are all faced with a series of great opportunities brilliantly disguised as impossible situations.”

 

Struggling with change? Contact Humanergy

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Supercharge your mentoring

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There are mentors, and then there are people who step up in a more intentional way to make a profound, lasting impact on our lives.

Lou is one of those people for me. I was a 22-year old graduate student working full-time in student services. I was green (not in an environmental way) and somewhat sheltered.

Lou was a colleague in the department, and for whatever reason, she took it upon herself to help me out. How did she step out of the bounds of mentorship into a game-changing relationship that catapulted my growth?

Her intent was pure. Sure, my doe-eyed perspective sometimes irritated Lou. But I always knew that underneath her gruff exterior, her goal was to help me, always. She had no hidden agenda, and she didn’t even get too invested in whether I took her advice or not. She offered it freely with no strings attached.

She gave it to me straight. Direct isn’t the right word. Lou was “in-your-face,” blunt, often profane and unapologetic. She didn’t just NOT beat around the bush. She never saw the bush in the first place. The payoff for me? I never had to figure out what she meant…it was crystal clear.

Lou pursued my growth, even when I didn’t want to listen. In spite of my inexperience, I thought I had certain things figured out. Lou took the risk to teach me life lessons that I needed to hear, and she managed to break through my naivete. Typical conversations of this type started with, “Listen, I am going to share some stuff I wish someone had told me.”

Lou was imperfect and self-aware. I learned as much from what Lou did badly as I did from her positive example. The ultimate lesson was that I didn’t have to be perfect. I just had to be honest with myself and others and then commit to getting better every day.

It was reciprocal. Over time, I had an impact on Lou as well. She valued my insights and ideas, and our relationship evolved to that of colleagues who supported and challenged one another.

Lou’s lessons have stuck with me for over 30 years, and I see now how her purposeful influence was a central catalyst for my professional growth. While unorthodox, her style was uniquely “Lou” and just what I needed at that time in my career.

How can you shake off the confines of the traditional mentor role and be that enriching person for someone? You’ll change their life and probably yours as well.

 

Contact Humanergy to find out more about coaching and mentoring.

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Are you a Tough Mudder?

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Phil, a fellow Humanergist, just returned from the Tough Mudder challenge held in South Amherst, Ohio. This is billed as “probably the toughest event on the planet.” The Tough Mudder is a 10 to 12 mile obstacle course designed by British Special Forces. Typical obstacles include navigating electric wires dangled above mud pits, swimming through ice water and running over every type of terrain you could imagine (and some you can’t).

It was difficult for me to understand the enthusiasm – even euphoria – that Tough Mudder participants exhibit. Phil summed it up by saying, “It was the best thing I’ve ever done. I overcame fears and erased perceived limitations that I’ve carried for years.”

As a leader, how would your outcomes be impacted if you took your continuous improvement to the extreme? How can you purposefully create situations that confront the fears or self-imposed limitations that are barriers to your full potential?

There are ways to stretch yourself and change profoundly – and these don’t involve mixing water and electricity.

Know yourself on a deeper level. Ask yourself, Am I really living the life I want? What fears hold me back? What self-imposed limitations do I operate within? With this fuller self-awareness, you can design your “Tough Muddler-like” change process. If your job is in sales but your passion is writing, you will only succeed if you link your challenge to what you really love.

Embrace pain. If you haven’t done something difficult in a while, seek out an opportunity to stretch in a way that is uncomfortable. Life-changing evolution involves moving out of your comfort zone. If it doesn’t hurt a little, you’re just tweaking. Learn Spanish in six months to set yourself up for an international assignment. Take leadership of that huge project at work and deliver value in the face of massive uncertainty.

Take yourself off autopilot. Even if you aren’t interested in a mind-blowing, life-changing experience, examine your daily routine and make a change. Either stop doing something that is counterproductive or start a behavior that will get you closer to your goals. Choose something tangible and go after it with a renewed ferocity. If you’ve always thought, “I should be a better communicator,” stop thinking and start doing. Commit to a new behavioral change, tell others and track your progress.

Being a Tough Mudder means approaching every day with zest and tenacity, with a commitment to push past fear and redefine “your best effort.” Sure, you may fail spectacularly. This new bold approach may also enable you to reach heights you’d never dreamed possible.

“Your best is whatever you can do comfortably without having a breakdown” J.R. Moehringer, The Tender Bar

Need help reaching your Tough Mudder potential? contact us

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It really IS all about you

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My mantra for 2012 is “me first.” Self-care is something I struggle with, since I usually define myself as the person who takes care of others. In fact, somewhere deep down, I believe that doing something for myself is selfish.

As difficult as this may be, you do need to prioritize yourself. Otherwise, you will not be as effective in any of your roles in life. If you need some excuses to put you first, here are a few:

You will live longer. Research shows that regular exercise, not smoking, drinking in moderation and eating at least 5 servings of vegetables and fruits a day will add 14 years to your life. (Think you don’t have time to exercise? Hey, you’ve just added 122,640 more hours to your life. You can squeeze it in.)

You won’t be as cranky. Exercise improves your mood. Need I say more?

Your brain will work better. An article in the New York Times promotes physical exercise over “brain exercises” like computer games or sudoku to boost our brains as we age.  In humans, exercise improves what scientists call “executive function,” the set of abilities that allows you to select behavior that’s appropriate to the situation, inhibit inappropriate behavior and focus on the job at hand in spite of distractions. Take a break for a noon workout or come in later, so you can hit the gym. You don’t need a better reason than enhancing that all-important executive function!

You will do more in less time. Corporate fitness programs have been shown to improve productivity. Ironically, the very executives who institute these programs are often the least healthy of the bunch. The excuse? They’re too busy. Your productivity as a leader matters as much as that of your employees. Don’t shirk your responsibility to bring your best self to work each day.

Exercise, eat right and get enough sleep. It sounds simple, yet is profoundly hard for many of us….myself included.

I’m following the Mayo Clinic’s guidelines for fitness, which means at least 150 minutes of moderate aerobic activity — or 75 minutes of vigorous aerobic activity — a week, plus strength training at least twice a week. I’m tracking my food intake, and I’m pausing at the end of each and every day to be thankful. What really makes a difference for me is public accountability. I am connected with a group of dear friends (and friends of friends) on Facebook who are mutually committed to support and kick each other in the behind as needed.

Take the plunge and put you first. Self-care isn’t selfish. It is a wonderful gift to yourself and others.

 

Have needs that Humanergy could fill? Contact us

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Job hunt? Nail the interview

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We recently covered resume tips for those who may be entering or re-entering job search mode.  Presuming you’ve thoroughly worked your network of contacts, you are ready for the interview stage. (If you still think you’ll get a job via newspapers or online postings, think again.)

According to www.dictionary.com, the definition of interview includes “to have a glimpse of.” Interviews help you get a glimpse into the employer and the employer into you. Relax. It’s a mutual information sharing meeting.

After a deep breath, consider these steps to a successful interview:

Practice. Practice. Practice. Write your responses to these possible interview questions. Then read your responses aloud at least three times. Practice being the interviewee with your spouse, a friend or 10-year-old. Get comfortable answering questions about yourself with clarity, focus and impact.

  • What do you know about us? What questions do you have about us?
  • What makes you a good fit for us? What can you do for our bottom line?
  • Tell me about a time you weren’t successful.
  • Tell me about a time where you helped someone do something that wasn’t your job.
  • If you look at your life (or work life), what would you change? What would you keep the same?
  • Describe a situation where you handled conflict.
  • How do your experiences fit with the job you are applying for? Please explain.

Research. Research. Research. Review the prospective employer’s website. Google it. Check recent news releases and news stories. What’s going on? Is the news about it consistent with its mission and vision? Your personal mission and vision? Does its stated values align with your own? Is it growing…or not? What’s its next big opportunity?

Dress up, not down. A few days before your interview, check your attire. Use the rule of thumb: Dress one level above your audience. For example, if you are interviewing for a store clerk position, don’t wear jeans. Wear dressy pants and a collared shirt. If you’re interviewing for an executive position, wear your best business suit (or better yet, buy a new one). No tuxes, please, unless you’re interviewing for a butler, maitre d’ or penguin job.

Know your mantra. Answer the question: What three positive things do I want my interviewer to say about me to others after the interview. For example: “She was confident, competent and fun.”

Examine your distortions. Robert Pagliarini blogged about the psychological “tells” that many interviewees display. These cognitive distortions are habits of thinking that are not in keeping with reality. One example is polarized thinking, when you view situations as “black or white, no shades of gray.” Obviously, potential new employers can easily pick up on this and may be put off. For more cognitive distortions, check out his blog post at CBS MoneyWatch.

Have fun. We don’t recommend answering questions this way, but it might make you smile while you interview: During job interviews, when they ask: ‘What is your worst quality?’ I always say: ‘Flatulence’. That way I get my own office.” Courtesy of Dan Thompson.

Ready to get back into the interview pool? Dip in your toe, then dive right in. Good luck!

 

See needs Humanergy can fill? Contact Us

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On the hunt? Resume tips

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Looking for another job? Maybe you’re considering a move while struggling in your current position. Maybe you’ve been hit by the economy and your job was replaced, misplaced or lost and waiting to be found!

Many people are facing a job search years or even decades after their most recent interview. Here are some tips to get you in the right resume groove.  (Stay tuned for interview tips next week!)

Your resume is the first conversational bridge to a new life. Your resume bridges the gap between who you are and what you have to offer prospective employers. Think of your resume as your skills and capabilities on a billboard. It should be easy to read and represent a logical description of what you bring to the table.

Think about yourself. Before you start listing your jobs and their descriptions, stop and consider your strengths, what you love doing and the value you deliver. Make sure these are strongly represented in your resume, so that it is more than a list of what you did and when.

Highlight results you’ve achieved. Be specific and concrete. For example, “Managed a $5,000,000 budget within 0.05% for three years“ or, “Led a team of twenty-five professionals to the highest internal customer satisfaction rating.”

Highlight skills and competencies. For example: “A twelve-year packaged goods professional with the ability to build strong organizations and deliver results in the most challenging manufacturing environments.”

Use a simple, clear and visually appealing format. Include white space and no more than two pages. It does not need to be chronological; it does need to be well-organized and present a coherent picture.

Use powerful words. Some good ones: Achieved, authored, chaired, coached, delivered, guided, managed, presented. Make sure your words have punch, but don’t overstate what you really did. To increase your chances of getting past the initial screening, make sure your language matches the job (and related industry) you’re seeking to obtain.

Proofread. Proofread. Proofread. Have at least three people review your resume for typos. It’s amazing how you won’t see your errors, but “new” eyes will catch your mistakes.

“The secret to getting ahead is getting started,” said Mark Twain. Get your next career move started by crafting a resume that speaks volumes about you.

 See needs that Humanergy can fill? Contact Us

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More reasons you are not achieving your goals

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Are you tired of hearing about New Year’s resolutions? If you’re like me, you may have ambitious goals in January, only to find them a distant memory by February. That’s why comedian Joey Adams coined the toast, “May your troubles last as long as your New Year’s resolutions.”

If you want to achieve your objectives, you aren’t doomed to fail, even if you have done so in the past. If you missed our post called The real reason you’re not achieving your goals, read that now for ideas about how to avoid resolution-derailment. Here are more potential obstacles and their solutions:

Goals fall off the radar. Life has a way of overwhelming our goals, and we often lose track of what we wanted to achieve. One strategy for keeping your goal top-of-mind is an in-your-face tracking method. Try an automatic an email or task notification that is sent to yourself each week, reminding you of your goals and action steps. Create a public chart of your progress, and enlist others to help you stay on track.

You don’t involve others. The days of the lone rider are gone. Setting appropriate, challenging goals and achieving them require input from others throughout the process. Consider seeking feedback from people outside your industry, as well as subject matter experts in your field. You may be surprised at the new insights you will gain.

You don’t prep for action. Just aiming for a target is not sufficient. At some point, you must shoot. This means planning goal-specific, targeted action. Break big goals up into manageable bits, then set milestones for each stage. Your action plan must be flexible, yet contain the necessary detail to drive getting things done.

You set them for others. If you set the goals for your direct reports, proceed with caution. Will your people perform at their best if they do not “own” their goals? How would you feel if someone set yours? Probably less than enthused. If you must set others’ goals, at least engage them in a conversation to get their input and buy-in. Also, make sure you’re not expecting the impossible. Impossible expectations equals stress and poor performance. In other words, you’ll frustrate your people and not achieve your goals. Not only that, you’ll likely end up wasting time recruiting and training new employees when your people bail on you.

Reaching your goals requires dedication and discipline. Don’t use the age-old excuse: I don’t have time. As H. Jackson Brown, Jr. said, “Don’t say you don’t have enough time. You have exactly the same number of hours per day that were given to Helen Keller, Pasteur, Michelangelo, Mother Teresa, Leonardo Da Vinci, Thomas Jefferson, and Albert Einstein.”

 

Need some goals guidance? Contact Humanergy!

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