Monthly Archives: June 2012

Tandem biking: A lesson in interdependence

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A colleague, David, bought a tandem bike recently. This has provided a new way for David and his wife Launda to exercise and tour the local area. It’s also provided a unique opportunity to explore their finely-tuned relationship (They’ve been married for 21 years and have got this whole relationship thing down…mostly.)

The AHAs started right when they got the bike. Mike at TeamActive did a great job explaining the unique challenges of tandem cycling. David and Launda listened, but also thought, “Hey, how hard could it be?” Turns out it was not a walk in the park, and they quickly figured out that they needed to consider themselves cycling newbies and be ready to learn.

In their 21 years of wedded bliss, David and Launda have worked through their fair share of communication issues. When you can finish each other’s sentences, coordinating your actions on a bike should be simple. What they learned by tandem biking is that it’s necessary to over-communicate, stop assuming and agree upon a shared language, especially when taking on a new, interconnected challenge.

The level of interdependence on the bike was a shock as well. Yes, in theory they knew that if David leaned one way, it would impact Launda and their joint stability on the tandem. In reality, even small shifts in foot or hand position can cause imbalance. Don’t even ask them about the challenges of crossing railroad tracks on a tandem. Painful memory, literally, but a valuable lesson learned about being more aware of unanticipated consequences of our actions.

Their experiences on the tandem are not that much different from what people in organizations experience, particularly after a long tenure. Try as we might, we forget how interconnected we are. We assume that people understand the things we say. We get caught up in our perspective and don’t consider the sweeping impact of our actions.

If you’ve been with your organization for a while (and maybe even if you haven’t), stop and consider what you may learn from the tandem bike experience. Are you taking your hands off the handlebars and not telling others that might be impacted? Be safe out there.

 

Please feel free to forward Humanergy’s blog to others who might find them helpful!

Photo courtesy of David and Launda Wheatley


In times of scarcity, give more

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Adopting an abundance mentality has been a popular topic lately, purported to cure procrastination and ensure personal growth, among other benefits.

Recognizing abundance means that you view the world as full of opportunities, second chances and plenty of “stuff” to go around. People with an abundance mentality don’t ignore their own needs. They recognize that we’re all in this together, and that success depends upon care for self and others in this interconnected world.

Those with the opposite view – a scarcity mentality – believe that there are few resources and opportunities, and that if you’re lucky, you get only one shot at success. In times of scarcity, they take care of number one and act in ways to protect what they have.

An abundance mentality isn’t something you can just decide to adopt. It needs to be part of your emotional DNA and practiced regularly. Otherwise, when life hands you lemons, you will revert back to your old patterns of thinking short-term and putting your own needs first.

It’s easy to be generous in times of plenty. It often goes against the grain to give more in times of scarcity. How do you make abundance an enduring part of your world view?

Look around. When you’re tempted to indulge in a pity party, check out others’ realities. You will be far less likely to fall into self-pity and stinginess when you recognize how fortunate you are. Simple joys exist, if we stop to recognize them.

Make abundance a habit. Just like other healthy habits, an abundance mentality can be developed. Start or end each day with a quick reflection on what’s going well. You may want to pick a word, phrase or picture that sums up “abundance.” Post that prominently and make it a habit to count the many ways in which your cup runneth over. When you recognize your own abundance, make a daily choice to spread it around with generosity, kindness and positive action.

Recognize that stuff isn’t enough. A new car or promotion at work won’t give you lasting happiness. True abundance lies in relationships with others and fulfilling your life’s purpose. Don’t fall into the consumer trap of acquiring to fill the emotional gap. “Not what we have, but what we enjoy, constitutes our abundance” (Epicurus).

Overcome fear. Scarcity creates fear. When money is tight and opportunities seem to shrink, the default reaction for us is to retrench and take care of ourselves. The way to banish fear is to choose the greater good over your own self-interest. Yes, your needs matter. They’re just not the ONLY things that matter.

Take the long view. Most setbacks are temporary. Focus not on today’s struggles, but on the future you will create. Then take satisfaction as you implement concrete steps to get there.

Pick an abundance partner. This can be someone who embodies abundance – or a person who, like you, needs a reminder that the glass is half full. Create a plan that will help you both maintain your new perspective.

An abundance mentality doesn’t ensure that you will get everything you want. It does mean that hopefulness and contentment will be in greater supply.

 


Stop tolerating dead weight

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Is there an employee in your organization who is dragging everyone down? There may be several. These are the employees who appear to be busy but don’t consistently produce good results. (Forget about great.) They have ready-made excuses for why they fall short, and they thrive in environments where expectations are vague.

When even one employee is glaringly unproductive, others notice. Even if they try not to care, they will begin to wonder why the expectations are so different. Over time, morale drops.

How do you clear out the dead wood in your organization?

Define expectations and give feedback. If you don’t have clear goals, roles and best practices, there can be no easy way to define a lack of productivity. Regular, formal and informal feedback to employees on what’s working and what is not will help them to maintain motivation and make adjustments as needed.

Figure out if the wood is really dead. There can be many reasons for under-performing. Some people look like failures because of a single, fixable flaw. With a strong desire to learn and change, these employees can mitigate the effects of their weakness and succeed in their jobs. Other employees may have had insufficient training. Consider fit and whether the person would be a good performer in another role. Seek the truth before you cull the dead wood.

Pinpoint who has the problem. Sometimes the problem is a lack of appropriate hiring, supervision, coaching or delegation. The results will be poor, but not because the performer isn’t giving it her all.

Act deliberately. Don’t adopt a wait-and-see approach. This may seem easier in the short term, but your organization’s culture will be negatively impacted. If you worry about losing an employee, remember that you will be more successful with fewer people aligned to the right standards than having more people orienting to mediocre or poor benchmarks.

Holding people accountable to high standards works for organizations and their employees. People thrive in environments where they are recognized and rewarded for hard work and results. In organizations with high standards and accountability, the choice for a dead-weight employee is clear. Change or leave.

 


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.

Photo from istockphoto.com