Posts Tagged ‘decisions’

Forgiveness at work

Tuesday, July 20th, 2010

Lena’s former boss was a tyrant who bullied his direct reports and rarely expressed any appreciation for their contributions. Although she left that job years ago, Lena still feels anger whenever she thinks of how he treated her. Is this something that she should address, or is Lena just responding as any normal person might?

Forgiveness is not something we talk about much in the workplace. We may practice forgiveness of others, and we certainly hope that we are forgiven when we make mistakes. Yet teams and organizations rarely discuss the power of forgiveness.

Forgiveness has often been misconstrued as condoning negative behaviors or just turning the other cheek. This couldn’t be further from the truth. You can forgive a person and at the same time set limits for future behaviors. Forgiveness doesn’t depend upon the other person apologizing or even acknowledging the behavior.  You don’t even have to speak to the person to let go of the resentment and forgive. Forgiveness is something you do for yourself. Lewis B. Smedes said, “To forgive is to set a prisoner free and discover that the prisoner was you.”

How can forgiveness at work benefit you?

Forgiveness makes you healthier. According to the Mayo Clinic, forgiveness sets the stage for healthier relationships, greater spiritual and psychological well-being, less stress and hostility, lower blood pressure, fewer symptoms of depression, anxiety and chronic pain and lower risk of alcohol and substance abuse.

Forgiveness increases available energy. Nursing a grudge takes emotional and physical energy away from more productive endeavors. According to the Forgiveness Foundation, forgiveness transforms your mind. People report renewed energy and focus when they let go of bitterness and resentment.

Forgiveness unleashes joy. Because forgiveness reduces stress, people find more joy in everyday life when they are able to forgive others. When we forgive others, all of our other relationships are stronger and deeper, and we are able to weather small upsets with greater resilience.

Forgiveness doesn’t mean forgetting. When you forgive, you do not forget what happened. You release the pain, anger and bitterness, and you also remember the lessons learned and don’t allow the offending behaviors to reoccur.

If the reasons above aren’t enough, consider the slightly “low road” perspective of Oscar Wilde: “Always forgive your enemies – nothing annoys them so much.” Whatever your motivation might be, take actions to create a culture of forgiveness at work. As with any culture change, start with you. Experience the joy of forgiveness and share it with others today.

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When facing a crisis, think wider!

Monday, March 29th, 2010

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.

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Easy = True, and Why it Matters to You

Friday, February 12th, 2010

abc-blocksDrake Bennett published an article in the Boston Globe’s online edition titled Easy=True: How ‘cognitive fluency’ shapes what we believe, how we invest, and who will become a supermodel. He cites psychological research on cognitive fluency, defined as the measure of how easy it is to think about something. This research indicates that fluency impacts what we buy, what we believe, who we vote for and how we feel about others.

Researchers believe that fluency is adaptive, that it helps us be successful as a species. For example, fluency includes a preference for the familiar. This ensured that we ate familiar (nonpoisonous) plants and avoided unfamiliar, dangerous creatures.

The problems with fluency occur when we don’t factor it into the ways we process messages and communicate with others. We can be unaware of the influence of fluency on our own judgments, and we can miss opportunities to utilize fluency when we want to share information with others.

How can cognitive fluency work for you?

To “sell” your message, keep it simple. Ideas that are easier to think about are more memorable and more believable. Use simple terminology that is familiar to your audience. People will not only remember it more easily, they will be more prone to believe it. Rhyming phrases are more believable than those that don’t rhyme, even if the words mean the same thing.

Use repetition. Seeing or hearing something multiple times helps people remember your message. This bias for the familiar also creates positive associations. People like familiar things, even if they really are no better than the alternative.

Be a better listener by “closing the loop” with clear, simple words. You’re listening carefully, but to be sure you are both on the same page, restate the message in your own words – using plain language to summarize your understanding.

To encourage deep thinking about an issue, use more complex or unfamiliar words. Use the opposite of fluency – disfluency – if you want people to think abstractly or profoundly on a topic. More complex wording, unusual word combinations or even a less readable font encourage our brains to get out of intuitive mode and think deeply.

To help people feel confident, have them list only a few reasons they’ll be successful. Generating a long list of positive attributes gets challenging, and that difficulty encourages the person to think more negatively. Because they have to work hard, they subconsciously conclude that they’re not so great after all.

Resist the urge to manipulate using cognitive fluency. Cognitive fluency can be used for good or for less-than-honorable purposes. Be open and transparent in what you are doing and why. For example, tell people why you’re using certain terms – either to help them think deeply or to make your message more memorable.

Research continues to reinforce the idea that we make judgments and decisions based on more than just the cold facts. The moral of the story is to think critically about the myriad of inputs you process each day. Are your likes and dislikes well-reasoned, or are they simply a reflection of what is easy for you think about?


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Stop talking, start doing

Thursday, January 21st, 2010

no-talkingGreat leaders give inspiring speeches, restate the organization’s values and reinforce outstanding performance.  They also know when to shut up, to put it somewhat crudely. What situations should cause you to stop talking?

You need to listen. It’s all too easy to let our need to orate overshadow the vital listening function of leadership. Spend part of each day gathering information and listening carefully to your people. Hint: You can’t listen when your lips are moving.

You need to make a decision. When decisions are tough, we sometimes defer them by continuing the discussion. Figure out if you’re still talking because you just don’t have the guts to make a decision.

You can’t do anything. You don’t have the time, money or people to address the problem. Stop talking about it. Expend your energy on stuff you can impact.

It isn’t the best way to get the message across. Rather than lecturing, try setting up an experience that will make your message crystal clear. Often people learn better through active learning.

You don’t have credibility. Everyone knows you don’t handle negative feedback well. Therefore, you are not the right spokesperson for the annual performance review process. Defer to another team member until you can be a role model for the issue.

It’s all about you. The most influential leaders speak infrequently about their accomplishments. They make the people around them feel capable, interesting and important. Braggers are boring.

Now that you’ve freed up all this chit-chat time, think of what you can accomplish! Once again, Mom was right. Actions DO speak louder than words.

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Judgment: What is it and how do you build it?

Thursday, October 15th, 2009

thinker1Judgment is a quality that can be difficult to define precisely, but we certainly recognize when it isn’t present. The fallout of bad judgment has been front-page news during this year of economic despair.

Even if the consequences aren’t as dramatic, inadequate judgment on the part of leaders results in losses – in profits, morale, jobs and market share, just to name a few.

What does it look like when leaders exhibit skillful judgment, and how can you do the same?

Understand what makes people and groups tick. First, be a good listener (see our Sponge blog post). Regularly ask open-ended questions. Book smarts about group dynamics help, but you can be an expert on the topic and still not know a thing about what is really going on with your people.

Know when to fight and when to compromise. Fight for guiding principles and high standards. Compromise when the alternative being suggested is a viable way of reaching the organization’s goals, even if it isn’t your favorite way.

Make decisions based on facts. You may be more swayed by emotions than you think (see our Decision-making blog post). Seek out other perspectives, especially ones that contradict your position. Make sure your facts are inclusive and not just gathered to justify what you have already decided to do.

Analyze risk/benefit. Don’t always be a no-holds-barred risk-taker. Go for it when the potential payoff is high and the risks are low. Talk about  risk-taking with others, so that your direct reports know when it’s not only appropriate, but required, on their part.

Understand the implications of decisions. Carefully consider the chain of events that will follow your decision before it’s implemented. How will the decision affect other people or groups? What do you need to do to mitigate the effects of this decision?

Act in ways that are consistent with your principles and values. The foundation of judgment is rock solid adherence to your values. What is important to you? What will you never compromise?

Judgment might best be summarized as discernment – the ability to make sense out of  the obscure. Judgment is evidenced when leaders take in a broad array of opinions, facts and experiences and integrate these into a strategy. Not all moves will pay off, even with most wise, astute judgment. Most well-reasoned decisions will bear fruit – in the form of results achieved or lessons learned.

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Decisions: Are they really logical?

Monday, July 20th, 2009

decisionThe global economic crisis was created, at least in part, by a tremendous number of bad decisions. Most of these fateful judgments were made by smart, professional people. A few were the result of incredible greed and short-term thinking. But for the most part, the folks making these terrible decisions were intelligent and well-intentioned.

How did this happen, and what can you do to make better decisions?

Know the data and what it really means. If you’re basing your decision on facts, make sure you understand them, and that you also know the limitations of the data. If you’re leaning toward one option, seek out metrics that would contraindicate that path. Beware of glossing over facts and figures in order to justify your decision.

Don’t blindly trust the expert. A recent article summarized research on what happens when we receive expert financial advice. Brain scans showed that when the subjects heard that the person was an “expert,” brain activity in the decision-making areas of the brain virtually turned off.  Instead of thinking for themselves, test subjects made bad decisions based on bad advice.

Recognize the role of emotions. A different study shows that emotions do play a role in decision-making, even when we think we’re making rational decisions. Emotion centers in the brain are stimulated when you make decisions. What you think of as gut instinct or intuition may actually be your emotional bias, so thoroughly examine the feelings that may be a factor.

Consider all perspectives. Look at competitors, dissatisfied customers and other points of view that may dramatically differ from your own. This may reveal flaws in your arguments or assumptions.

Making decisions is a complex process, one that is not fully understood. What is clear is that we cannot apply  100% Spock-like logic to decision-making, even if that is what we intend. Examine diverse metrics, differing views and your emotions. Then follow through based on your best, most complete judgment.

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Using questions to drive progress

Friday, May 29th, 2009

question-signYou’re in a meeting discussing an important issue, and you need to make a decision. Bob doesn’t offer his opinions, but he does ask a lot of questions. Bob thinks, “Hey, this is great. My questions will help us really understand what’s going on and make the best move.” Sasha steams, “At this rate, we’ll never decide anything. Why did I invite Bob anyway?”

The jury can be divided on the value of questions when you need to make progress on an issue. Some people see questions as a great way to make sure that no stone is left unturned. Others think questions can bog down the process.

What types of questions really drive progress?

Be the accelerator. Ask questions that move the issue forward. (e.g., What will this look like when we’re finished? What are the 3 aspects that are non-negotiable?)

Be the brake. Ask questions to slow things down and bring people back to the important foundations of the issue. (e.g., How does this align with our core values? Will this help us achieve our strategic objectives?)

Be the steering wheel. Ask questions that re-direct the discussion. (e.g., What part of the status quo do we need to change? What emerging client needs should we be aware of?)

Go off-road. Some questions take you to unexplored territory. (e.g., If money were no object, what would we do? If you could magically erase one obstacle, which one would you choose?)

If you’re the one who is known to ask a lot of questions, mix it up. Don’t always be the accelerator, brake or steering wheel. If you’re pigeon-holed, your questions will be predictable and will not elicit the most productive responses. (There goes Bob again!)

To understand how you use questions, track them. Use your BlackBerry, a notepad or other means to tally the times you ask questions – and what purpose they served. You may be surprised about how many questions you ask and where they drive people. (Hopefully, it’s not crazy.)

For more information on helpful questions, read Leadership and Learning: The Art of Asking Questions, by Jennifer McFarland. It’s available from Harvard Business School Publishing.

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“People who enjoy meetings…

Tuesday, March 17th, 2009

meetings…should not be in charge of anything.” Or so said Thomas Sowell. A quick perusal of on-line quotation sites gives you a gauge of how people feel about meetings. Quotations on the subject are universally negative. This one’s by Dave Barry: “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be “meetings.”

There are times when I agree with Dave. Take a recent meeting of a group I’ll refer to as ABC Committee. (The name has been changed to protect the not-so-innocent.) ABC Committee had an agenda that was kinda sorta followed. Participants felt the need (and permission) to interject seemingly humorous and unrelated comments at any time. The meeting droned on 30 extra minutes. When it finished, I would defy anyone who’d attended to state even one concrete outcome. It was a total waste of everyone’s time.

Even Wikipedia has the definition of meetings wrong. (Another reason not to trust Wikipedia!) They refer to meetings essentially as “discussing stuff.” Way wrong. Meetings are about accomplishing your desired outcomes, which can be to:

  • Make a decision
  • Ensure understanding and coordination
  • Engage creativity
  • Team development

Isn’t it fun how that spells MEET?

The next time you’re planning a meeting, do everyone a favor and figure out what you’re going to achieve. It can be one or more of the above. If you can’t pinpoint one of these four reasons, don’t meet. (Oh, joy!) And when you finish the meeting, evaluate how well you achieved your objectives. You’ll learn a lot about how to improve in the future.

Knowing what your meeting will deliver is the foundation of a great meeting. Fewer meetings is the foundation of happiness (or darn close to it).

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Being decisive…or maybe not

Friday, February 13th, 2009

42-15181409In 50 DOs for Everyday Leadership* we talk about the importance of making decisions when they are needed. (That would be DO#6 for those of you are are wise to the DOs.) Being decisive is not only a strategic part of the “leader job;” it’s a big part of building trust. The people around you need to know that you’ll be ready to make the right decisions at the right time.

Please note that we didn’t say “make all the decisions all the time.” (For those of you prone to “leadership as dictatorship,” we’ll try to address this in a future posting!)

For some people, decisions don’t come easy. For the decision-challenged, we find these strategies to be helpful:

Fake it til you make it. Instead of labeling yourself as indecisive, replace that internal dialogue with, “I am a decisive person.” (Do NOT follow this by looking in the mirror and saying, “I’m good enough, I’m smart enough, and doggone it, people like me.”)

Solve the right problem. Before making a decision, examine the root cause(s) of the problem by asking 3 “why” questions. A (perhaps overly) simple example: My shower head isn’t powerful enough. Why? It seems to be clogged. Why? The water is hard. Why? My water softener isn’t working properly. Why? No salt.

Get it down on paper. Once you know the root cause, jot down everything you can think of about the problem and possible decision alternatives. Who’s involved, what do others know, what is unknown, how long it’s been happening, etc.

Sleep on it. Don’t expect big AHAs right away. Let your thoughts slowly percolate, preferably overnight. Your brain will continue processing on its own, and you might be surprised at some of the new information you can add 12 hours later.

Keep an open mind. It’s human nature to look for evidence that confirms what our gut is telling us. Consciously seek out opposing opinions and information that contradicts your gut. Your decision will be stronger for it.

Life is uncertain, so don’t wait to know everything. Sometimes you need to leap, even when you can’t pin down all of the facts. If you’ve followed the steps above, you’ll be in much better shape to not only decide, but to deal with the consequences of your decision.

Remember, not deciding is deciding. Enough said.

* 50 DOs for Everyday Leadership: Practical Lessons Learned the Hard Way (So You Don’t Have To) was written by Humanergy’s John Barrett, David Wheatley and Lynn Townsend. For more information, check out our website at www.humanergy.com or call us at 269.789.0446.

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