Tag Archives: Crisis

Identify your elephants

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Sheila and Sam have never gotten along well, and when they are assigned to a key project together, neither person is pleased. Minor tensions slowly grow into full-scale battle, and the rest of the team is uncertain about what to do. They encourage Sheila and Sam to “stay focused” and “try to get along.” Meanwhile, the task they are assigned is floundering.

In the midst of a conflict situation, we sometimes address only the symptoms and surface issues. The elephants in the room – emotional flash points – are ignored out of fear that they will result in a heated exchange, or worse, permanently damage the already-tenuous relationship.

Some of these potential flash points are past history, power differences, hidden agendas and fear of being blamed or humiliated. It can be hard to raise these issues in the conversation; NOT addressing them, however, can guarantee that you’ll be in conflict again very soon.

If you observe this dynamic at work, here are some tips about navigating these sensitive issues:

Bring in a facilitator. Someone who is not involved in the conflict may be in a better position to ask the right questions, ensure open communication and enforce ground rules.

Use “I” statements. Encourage both parties to speak from their own perspective and experience. Avoid making assumptions or accusing others of feeling a certain way.

Ask questions. Statements can have the effect of hardening positions. Try asking open-ended questions instead, like, “How does the previous project’s failure affect our interactions today?” or “What issues of power play a role in this conflict?”

Use neutral language. This may take some pre-planning. Think of the words that might inflame tensions, and how you can restate the same idea in more neutral terms. Avoid sarcasm, exaggerations, name-calling and offensive language.

One of the most difficult aspects of conflict resolution is recognizing when we are stuck, or that we have emotional “elephants” that keep us from seeing the situation differently. Remember the words of George Bernard Shaw when you need to stay open to self-awareness: “The moment we want to believe something, we suddenly see all the arguments for it, and become blind to the arguments against it.”

Need help identifying your elephants and managing conflict? Contact Humanergy.

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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.

 


What if you were out of the picture?

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It could happen to you. You could have an accident or experience a serious illness. It may seem odd to think about this scenario, and yet it is instructive for a number of reasons. First, there are important logistics that need advance planning. How will the organization continue to move forward in your absence?

The second reason to contemplate your unexpected sidelining now is that it is illuminating to think of what might happen if you were permanently or temporarily unable to fulfill your leadership role. Hypothetically removing yourself from the picture presents potential options that you might not have otherwise considered.

Who would take over your responsibilities? This plan will likely include phases, with an immediate response and then longer term solution. Document now what should happen; don’t wait and risk a mad scramble, organizational chaos and a reduction in the value you provide your customers.

What unsung heroes could and would step up and take on new roles? When Susan Stern began experiencing profound hearing loss, she soon realized that she needed to empower the Associates at her marketing firm, Stern + Associates, as she recounts in a recent blog post. She began delegating more responsibility to her team. As a result,she  has become a better leader and her people stronger performers. Who on your team is ready to handle more? Do they have to wait for you to be hit by a bus to engage their full potential?

What changes could you foresee without you at the helm? Would any of those changes be for the good? Nobody’s perfect, and there may be aspects of your leadership that people wouldn’t miss. Painful as this may be, think about what you can change now to move yourself and the organization into a stronger position to withstand any crisis. One option may be beefing up your leadership team with people whose skills are both compatible with yours and complementary – people who together could fill the void in your absence.

Accidents can wreak havoc and sometimes result in unexpected, happy discoveries (like penicillin and Post-it® adhesive). Just thinking about an accident can also produce some great learning. Take some time today to think about “what if.”

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

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When facing a crisis, think wider!

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You’re facing a crisis and working hard not to panic. Sure, it’s not your first emergency, and you survived the others. What tools can you use this time to not only survive, but maintain clear thinking in the midst of chaos?

Use situational awareness. Law enforcement officers, who deal with life-or-death situations, are trained to avoid cognitive blindness. That’s what happens when we face a threat. We focus in on the one thing that’s giving us trouble. Officers are trained to develop situational awareness or the ability to  mentally widen out. Think of it as a camera lens that pulls back to wide angle. Rather than focusing your thinking on the narrow threat, expand to take in the larger picture.

To broaden your thinking, ask these questions:

  • What are the peripheral issues that have an impact on this crisis?
  • What other industries might we learn from?
  • What other situations have we been involved with that might inform our actions?

To deepen your thinking, ask:

  • What are the potential outcomes of the situation now? In the future?
  • What other perspectives aren’t we considering?
  • What data are we using to make a decision?
  • What other data point to a different conclusion?
  • What assumptions are we making, even without being consciously aware of them?

Try the rule of six. When things go bad, we want to quickly zero in on “the answer.” Judy Sorum Brown shares the rule of six, which was taught to her by Paula Underwood, a Native American leader and author. Basically, this means that we come up with at least 6 possible answers to our problem. The most challenging aspect of the rule of 6 is that you must hold each of those 6 answers in your head and not immediately choose from among them. This allows you to be open to a wider range of thoughts and perspectives. As you discuss and examine all 6 without judging, you are able to be a true systems thinker, without having to champion “your” idea.

We all want to be like Henry Kissinger, who said, “There cannot be a crisis today; my schedule is already full.” Like it or not, you’ll face predicaments that must be solved. Giving yourself (and your team) a wider head space in which to think will mean a better solution. And because it’s the best resolution to the problem, you probably won’t have to deal with that same crisis again. Good riddance.

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


Resilience: Bounce back in a crisis

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jump“Character cannot be developed in ease and quiet,” said Helen Keller. Leaders today should be full of character, given the challenges we face. What helps some people weather the storms, while others lose their way? Resilience – that ability to fall down and get back up, stronger and better equipped to handle the next problem.

Resilience isn’t stoic toughness, but an ability to take the pain, learn from it and bounce back. True resilience is fed by a reservoir of spiritual, emotional and physical resources. You build resilience when you:

Make connections. Nurture your relationships at home and at work. Though it can be challenging to find the time, schedule check-ins with your support system and don’t allow this time to be co-opted by other tasks.

Help others. Do something for someone else on a regular basis. Studies have shown that helping others improves your mental health. Plus, you’ll keep your own problems in perspective.

Control your thoughts. Yes, you can control your thoughts. Not in a new-age, mantra repeating way. Simply slow down enough to recognize the interior dialogue; then replace negative thoughts with something more positive. Rather than thinking, “I’ll never get through this,” think, “This too shall pass.”

Treat your body with respect. In times of stress, we turn to comfort food, comfort beverages and comfort TV. What we really need is to ramp up our efforts to care for our bodies – eat and drink wisely, and exercise to ease stress. Think about how you can reward yourself for treating your body like the temple it is.

Fast forward. George Burns said, “I look to the future because that’s where I’m going to spend the rest of my life.” Hard times aren’t here to stay. Focus on where you’re going, and take steps now to make those expectations a reality.

No one, not even a resilient person,  is immune to stress and anxiety. Resilience is what makes you put down that bag of potato chips, turn off the TV and get back to work.

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


Never waste a good crisis

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crisis“Never waste a good crisis” is one of the tips given by Bill George in a recent article titled, Seven Lessons for Leading in Crisis.*

This thoughtful piece stimulated thinking about some of the potential benefits (that’s right, there can be payoffs) of a crisis for organizations and their leaders.

Refocus on what’s important. Crisis spurs organizations to concentrate on what gets the biggest return on investment. Some of this laser-like focus needs to carry over to “normal” times.

Really get to know your people. Hard times bring out the best (and worst) in your team members. You’ll figure out who is resilient, courageous and innovative. And who isn’t.

Build a habit of open communication. During perilous times, leaders put a premium on communication throughout the organization. They help people “frame” what’s going on appropriately. Sharing information widely keeps employees on the same page during good times as well.

Be prepared. While you’re feeling all warm and fuzzy about crisis, don’t forget the ultimate benefit. You’ll be more prepared for the next calamity that comes your way.

*You can find Bill George’s article at: http://online.wsj.com/article/SB123551729786163925.html

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