Category Archives: Discipline

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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You get what you schedule

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I am great at making to-do lists. Right now I have a paper list at my office, one in Outlook tasks, and two or three on scraps of paper at home, including one that’s buried in a pile of bills and paperwork that needs filing.

No surprise – my “system” is clearly not working. As my colleague David Wheatley says, you get what you schedule. He recommends that you eliminate to-do lists and just put it on the schedule.

Most people use some form of a web-based calendar, but this system works on a pencil-and-paper version too. Rather than collect multiple, independent lists that can go missing, assign tasks to time on your calendar. If you don’t do it during the allotted time, move it to a different slot.

David uses Google calendar creatively to make sure he focuses on his most important work. He starts each day with a number of calls and other work populated in the “wee hours” on his calendar. Each morning, he drags each task from it’s 2:00 a.m. holding spot into an available slot during the day. In this way, he knows what he wants to accomplish and when he will do it.

Scheduling your to-dos creates the expectation that things will get done at a certain time – a great improvement over the “do-this-maybe-sometime” lists I have been creating (and losing). Scheduling also has a built-in feedback mechanism. If you keep moving that task, is it something you’re really committed to do?

Need help with tackling the work that really needs to be done? Contact Humanergy.

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Just do one thing

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Most people would describe their lives as busy, even overwhelming. That’s the most common reason people give for not tackling the not-urgent-and-very-important things that we say are priorities. We don’t do them, in spite of the fact that they are the difference between reaching our potential and simply getting by.

How can you finally tackle that personal development goal that always gets moved to the back burner? How can your organization address the strategic issue that will surely derail you if you don’t attend to it?

I heard a bit of simple wisdom the other day. (I wish I could remember where!)

This week, do just one thing.

Do the one thing that will move you closer to achieving the result you need. It doesn’t have to be time-consuming or extremely difficult. It simply needs to be the one thing you can do now.

Next week do one more thing. “Don’t wait. The time will never be just right” (Napoleon Hill).

 

Can’t figure out what one thing to do? Contact Humanergy!


The answer to how is yes

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I just read a blog that refers to a book called “The Answer to How is Yes.” I don’t know anything about the book, but that title really got my brain churning.

Like many people, I have trouble making change stick. What I’ve realized is that it’s not a discipline problem. It’s a commitment problem. I get stuck thinking of the details – the how – even before I’ve fully committed to the end result. (How can I exercise every day when my daughter has to be at school so early…when I am sick….when she is sick….when work is busy?)

In fact, I get stuck in the details BECAUSE I am not committed. If I know I need to do something, I need to first answer all those how questions with a firm yes. If I can’t do that, I will not move forward.

Think of all the time I’ll save not working out those pesky details related to something I really wasn’t going to do anyway!

 

Need to say “yes” to something important? Contact Humanergy to get you started!

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Rituals at work

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We typically associate ritual with religious services, mystical practices or organizations like the Masons. A ritual, according to the Merriam-Webster online dictionary, is 1) the established form for a ceremony or 2) a ritual observance, ceremonial act or an act (or series of acts) regularly repeated in a set precise manner.

Lindsay Mannering wrote in the Huffington Post about rituals, saying, “I like to think that rituals are our way of telling the future: we know what to expect when, and we know what to do how.” In addition to helping us anticipate the future, are there other useful aspects of workplace rituals?

Rituals reduce stress and increase focus. I have loved my summer work schedule, which includes arriving early in the morning, before anyone else is in the office. In addition to checking voicemail and email, I open the front door and take a moment to appreciate the day’s weather. I breathe deeply and get ready to start the day. This daily ritual has allowed me to be more productive, because I begin the day more calm and relaxed.

Rituals bind people together. When Humanergists bring in new work, we ring a bell dedicated to that purpose. Bell ringing has become a joyful act, even if it is a little corny. It forms a shared memory that unites us, signifying that something wonderful has happened as a result of our work together.

Rituals make best practices stick. Some people have a daily practice of walking around and touching base with people in the workplace. Because it’s a routine (or ritual), they don’t make a conscious choice each day. It’s just what they do. The benefits of this discipline are many – increased connection, better communication flow and an accurate understanding of the “pulse” of the organization.

Rituals allow us to free our minds and focus deeper, increasing our presence on the task at hand. Adam Kayce blogs about the intention that is required:

“What makes the difference? Intention. Have the intention to carry your focus and presence deeper as you do your daily rituals, and see what happens. If you’ve never thought of your work as potential for ritual before, take a moment and reflect on your day… where does this idea of ritual make perfect sense?”

Do you want to use ritual to build best practice and make work more meaningful? Or, do you want to chat about another topic that’s on your mind? Contact Humanergy.

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Leadership requirement: X-ray vision

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High performance leaders know how to read the pulse of the organization. They regularly adjust strategies and tactics based on their understanding of what is really going on. This type of X-ray vision is the ability to see the unknown, inner mechanism of people and organizations. Leaders with x-ray vision:

Understand the meaning behind surprises. When people are surprised it gives you insight to their internal landscape of beliefs and expectations. You will also learn more about your own assumptions and recognize that not everyone views the world as you do.

Gain insight from people’s emotions.  When people have an emotional reaction, they are really communicating about something that is important to them. Conversely, if they are working hard to contain an emotional response, that also gives a clue that the issue is significant. Be aware of and sensitive to people’s responses, and your analysis will be better informed.

Recognize the importance of noise.  We’ve all seen it. A seemingly minimal change creates a furor. People become frustrated, distracted and unproductive. This “noise” tells you that something isn’t right or a process is not working. Dig deeper and listen carefully to analyze what is happening, before you respond.

Watch for the vacuum. The signs are chaos, stress and an increasing number of unanswered questions. These symptoms indicate that some aspect of leadership isn’t being filled. Respond quickly with a clear vision and the direction that your people need to move forward. No matter what, the vacuum will be filled. It’s up to you to ensure that it happens productively.

Practice “show me.” When you’re fuzzy about what’s going on, get out of your office. Go connect with your people, see firsthand the challenges they encounter and observe how they resolve them. You will have a more complete picture of their world and be better equipped to support them in their work.

Practice “teach me.”  There is no substitute for direct personal experience. You will further deepen your understanding (and credibility) if you ask others to teach you what they know. Ideally, you should then roll up your sleeves and grapple with this new task. You’ll be better able to strategically address gaps and foster learning when you know from experience how hard it is to get the job done.

Summarize their understanding for others. You’ve gone out there with your x-ray vision, and you think you’ve gleaned just the right information. Before you leap to making changes, restate your insights to others to make sure you’ve got it right. You need to be open to the possibility that other eyes “reading” the situation have picked up on a nuance you’ve missed.

Are fully present. X-ray vision requires that you are not caught up in your own head, your own thinking and your own agenda. In Mark Goulston’s blog on presence for Fast Company, he quotes Wilfred Bion about the importance of listening without memory or desire: “…when you listen with memory, you have an old agenda that you are trying to plug/maneuver someone into and when you listen with desire, you have a new agenda that you’re trying to do the same thing. In neither case are you listening to their agenda and in neither case are you present.”

X-ray vision gives you a new perspective on reality – allowing you to experience its full, connected complexity over time. It takes dedication and hard work to look beyond the surface as an ongoing discipline. As Alfred North Whitehead said, “It requires a very unusual mind to undertake the analysis of the obvious.”

 

Want to find out how you can acquire x-ray vision or teach this super-power to others? Contact Humanergy.

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Just confident enough

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Self-confidence is a prerequisite for leadership. But like other laudable qualities, confidence must be kept in balance. Successful leaders believe in themselves and their capabilities. They also are not afraid to be wrong or make mistakes. They are bold, yet have their feet firmly planted in reality.

Heidi Grant Halvorson profiled Alan Greenspan in her blog post called Why Some Leaders Don’t Learn From Their Mistakes. Mr. Greenspan, she says, has yet to take any responsibility for inaction on the part of the Federal Reserve in the months and years before the financial crisis. Halvorson believes that Greenspan falls prey to what psychologists call self-serving bias. This is our protective brain telling us that if something goes wrong, it must be someone else’s fault. Conversely, success must be something we are responsible for creating.

So is it any wonder that organizational leaders become overconfident and forget that they’re fallible? How can you avoid the pitfall of being too sure of yourself?

Recognize limitations. Motivational speakers tout the “fact” that if you believe you can do something, then you can. Actually, the opposite is more universally true. If you don’t have confidence, you won’t succeed. Unfortunately, confidence doesn’t create competence, and sometimes people just can’t achieve something they really want.

Admit insecurities. The root of the self-serving bias is insecurity. If we really are not convinced that we deserve our position or know enough, our minds work overtime to compensate. It can be difficult to admit to insecurities. The consequences of not doing so are even more dire.

Practice curiosity. Leaders get paid to be certain, or at least that’s how it appears. Rather than thinking you have to know or decide something now, suspend judgment. Spend time asking questions and give yourself permission to find new answers. If you seek first to understand, you may find that there’s a world of unexplored possibilities you would have otherwise missed.

Change your mind. Because the new, curious you has ventured into uncharted territory, you may find that you’ve been wrong in the past. Be willing to change your mind about things that used to be certain.

Change your behavior. A confident leader seeks regular feedback and makes disciplined efforts to improve performance on an ongoing basis.

Cultivate genuineness. One behavior to change might be your leadership persona. Some organizational cultures overly-reward charisma  and a brash leadership presence. Instead of bravado and fast talk, be authentic in your demeanor. When your bearing is driven by a desire to do your very best – to move the organization and its people forward – there can be no artifice. You must be the real you. Anything else is for the benefit of your own ego.

True confidence is rooted in humility. So don’t beat yourself up when things go wrong, and do take your lumps and learn from them. “Create the kind of self you will be happy to live with all your life” (Golda Meir).

Have a question about this topic or want some input from Humanergy? Contact us!

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Most rules are unnecessary and some are really dumb

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Let’s just clear this up, for those of you who are rule followers: Yes, there are a few rules that organizations need in order to comply with the law and create necessary structure and standards. Other than a scant supply of dictates, what more do you really need? (Even Moses came back down the mountain with only 10 commandments!)

The whole question of rules was reinforced by a blog called “What Every Manager Should Know About Managing Gen Y.” It advised leaders to create ‘Gen Y-friendly rules.” In fact, the authors recommend that you review all rules that people seem to try to work around.

Better yet, put all rules on the chopping block. Start with these:

Rules you can’t or won’t enforce. If people are breaking a rule right and left, ditch it. Either it’s impossible to enforce or the organizational will isn’t there. Lack of enforcement promotes cynicism and apathy about rules in general, even the ones you really need.

Rules that upper management folks break. If rules apply to some and not to others, get rid of them. Selective enforcement of the rules contributes to a toxic work environment.

Rules that don’t help you achieve your goals. We could insist that all of our staff maintain X hours of office time. We don’t because we realize that time in the office has little, if any, relationship to our goal – delighted clients. Keep your eyes on the prize and only create rules that are necessary for achieving it.

Rules that are micromanagement in disguise. Rules that tell people what to do and how to do it should raise alarm bells. Instead of dictating the “whats” and “hows,” only require that people orient towards the right goals and adhere to your ethical standards. Then let them exercise judgment and creativity in their work.

There are some pretty outrageous rules out there, if online postings are to be believed. Even if your policies don’t include a requirement that you give 2-weeks’ notice before dying, you may want to review your list. There may be some oppressive or just unnecessary rules that are doing your organization more harm than good.

Lots of rules may be an indicator that you’re spending way too much time on the activity of work – what you will DO. When your focus in on what you will ACHIEVE, you need fewer rules. Organizations can’t dictate their way into success – that requires an unrelenting focus on where you’re going and the crucial few non-negotiable rules that will help you get there.

Have a question about this topic or want some input from Humanergy? Contact us!

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It takes a village to make you the best leader possible

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Remember the 1996 book by Hillary Clinton titled It Takes a Village: And Other Lessons Children Teach Us? One main idea of Clinton’s book was that it takes more than a parent to nurture children who thrive and ultimately contribute to society.

The village idea can translate to your growth as a leader too. Leadership development achieves the greatest impact when your village – your boss, peers, direct reports and other key stakeholders -  is involved in the process. John Barrett, Humanergy’s co-founder knows: You get the most value out of your development when you make yourself a team project.

Consider these six benefits to using a team or network to help you develop as a leader. You will:

Know more. No one knows it all. We have different backgrounds, skill sets, experiences and perspectives. Leverage your team to increase your wisdom by broadening and deepening your thinking.

Have greater courage, strength, humility and forgiveness. Asking for help exercises all four of these leadership necessities. You’ll also model positive behavior by asking for help, which may encourage others to do the same.

Get realistic feedback. The feedback you give yourself may be skewed and incomplete. While you probably consider yourself to be self-aware (know thyself, right?), according to the Johari Window, there are always areas of yourself you do not know or cannot see, and that only others know.

Be grateful you’re not alone. When you have a team to share in your successes and failures, it magnifies your wins, minimizes your losses and is simply more enjoyable.

Have increased accountability and support. Human nature suggests that people who make promises are more likely to keep them than when they only set goals. Promises have more emotional and personal resonance than to-dos. Not only that, you can’t beat public accountability for ensuring that you’ll do what you say you will.

Be visible to future opportunities. As you develop your leadership savvy, your network will notice. Your teammates will vouch for your readiness to receive a promotion, lead a unique project or be a candidate for a special assignment.

Ready to grow as a leader? Make a list of the key stakeholders in your network—people who have an important stake in your success. Bring together both fans and those who don’t always agree with you. “We find comfort among those who agree with us – growth among those who don’t” (Frank A. Clark).

Your village can support your development and hold you accountable to leadership growth. Ask them to help you in meaningful ways that won’t be a burden. Also be prepared to do the same for others around you. You will create a supportive network that reveals the best in each other.

Have a question about this topic or want some input from Humanergy? Contact us!

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Maintaining motivation in crazy times

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You’ve decided to become a better project manager/crossword puzzler/paintball player. You start off strong, working diligently on your goal. Then reality hits, life gets hectic and your momentum fades.

Regardless of what you want to improve, you can learn from the experiences of experts who help people attain their fitness goals. They understand how difficult it can be to keep commitments, especially when other priorities encroach and motivation sags. Advice from Davey Wavey (could that be his real name?), a fitness coach and blogger, includes working with a personal trainer, scheduling monthly check-ins, recruiting a workout buddy and taking a “before” picture. How can these tips apply to your non-fitness goals?

Get a coach or mentor. A one-on-one coaching relationship provides structure, focus and an external perspective, among other benefits. If you don’t have the ability to hire a coach, partner with someone who will mentor you. While subject matter expertise is wonderful, one of the most beneficial skills a mentor brings is the ability to ask great probing questions. Discuss your goals, ground rules and mutual expectations up front. Don’t forget to include how this person can help you overcome roadblocks and keep this development plan a priority. Remember that even if you have a coach or mentor, you still drive the process and must do the work that will create lasting change.

Assess progress monthly. For some goals, you may need more frequent intervals, but don’t let too much time pass without taking stock of what you’ve done (or not done). For your progress assessment to be useful, you will need to set your plan up right. Focus on one thing, make sure you can measure it and find an easy way to track your progress. Set up a reward schedule so that there are positive consequences for achieving your interim goals. Conversely, you could create a negative incentive, if that creates more motivation.

Partner with those around you. Enlist coworkers or others in a position to observe you. Ask them to give you feedback on your progress. Make sure that they know that you want the good, the bad and the ugly – no censoring the truth. Ask for the feedback to be as explicit and immediate as possible, so that you can take action to improve right away.

Remember where you were. It can be easy to give up because you don’t think you’re progressing fast enough. As you begin to lay out your improvement plan, document the current state. Note how well, how often or with what complexity you do the behavior now. Periodically review this to remind yourself of your real improvement and boost your morale.

The first step in creating a plan for improvement? Make sure that the focus you choose comes with a compelling “why.” If you don’t feel an imperative to change, no amount of external structure will maintain motivation over time. Choose your focus wisely and be conscious of the choices you make each day – to continue to progress or to allow distractions to derail you. As George Eliot said, “The largest principle of growth lies in human choice.”

Have a question about this topic or want some input from Humanergy? Contact us!

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