Posts Tagged ‘growth’

You don’t know what you don’t know

Tuesday, August 3rd, 2010

“Awareness requires a rupture with the world we take for granted.” Shoshana Zuboff

High performance leaders recognize the need to constantly improve their organization and its people, and above all, themselves. To become better leaders, they continually expand their self-awareness, even if this means confronting aspects of their personalities, habits and performance that they’d rather not see. Self-awareness requires a dedicated effort to uncover the truth, the whole truth and nothing but the truth. Here are some steps to get you started.

Accept that others may know you better than you know yourself. It is far easier to have wisdom about others than it is to truly know ourselves. Recognize that you have a biased perspective or that you don’t comprehend the whole picture of your behavior and its impact.

Examine your world view. There’s an old saying that a fish doesn’t know it’s swimming in water until it is thrown upon the riverbank. Up until that moment, that fish thinks that he understands all about the world and how it works. Your world view is a framework that allows you to understand individuals, groups and your “reality.” A world view is like a lens through which you see yourself and others. It is dangerous to assume that your world view is the right one or the same as other people.  To explore your world view, ask yourself, What are my beliefs? and What assumptions do I make about myself and others?

Find a new perspective. Albert Einstein said, “We cannot solve problems by using the same kind of thinking we used when we created them.” To get a different perspective, look at an unrelated industry, ask for feedback from a new source or methodically toss out all of your assumptions and start fresh.

Explore the unknown unknowns. You’re probably pretty comfortable with not knowing every answer. What if you didn’t even know the right questions to be asking? According to an article by Errol Morris in the New York Times Opinionator, known unknowns are the problems you can list and prepare for. The unknown unknowns are problems about which you are completely unaware. Giant leaps in self-awareness and performance can be achieved by not only adding to your list of solutions, but uncovering previously unexplored questions.

You would never accept mediocre performance from yourself. Likewise, don’t accept that you have complete self-awareness, without a consistent and disciplined effort to uncover the real you.

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Live your legacy

Tuesday, July 27th, 2010

In an age of unemployment and downsizing, many people are thanking their lucky stars that they have a job at all, even if it’s more busy and stressful than ever. Few people have the luxury of wondering, Is this job helping me to fulfill my purpose in life?

The unexpected death of a colleague can cause us to examine how we’re spending our lives. We ponder our mortality and envision the legacy we hope to leave for the future. Our conclusion is that the most important thing you can do is live your legacy every day. That is, don’t wait until tomorrow to live your values and focus your energies on your life’s purpose. Start with these questions:

What would people say about you at your funeral? If your life ended today, how would you be eulogized? Is it something you’d be proud to hear?

Are your actions and decisions today consistent with how you’d like to be remembered? Not only do you follow the defined rules, but how do you respond in the gray areas – when the ethical boundaries are not as well-defined? As Albert Camus said, “Integrity has no need of rules.”

Are you happy now, or waiting to be happy when…?” The Center for Creative Leadership’s article titled Your Leadership Mojo: Wisdom from Marshall Goldsmith explores the advice that your 95-year-old self might give to you today. Goldsmith’s friend actually asked elderly people who were approaching death to reflect on what is truly important in life. The number one theme that emerged was be happy now. Don’t wait for that big promotion or retirement. Don’t get so caught up in the rat race that you don’t notice the sun is shining today.

Are people your priority? The Leadership Mojo article points out that when the end of life approaches, it isn’t our co-workers who hang out at the hospital. It’s our friends and family, if we’re lucky enough to have both. And doing things today to nurture relationship with people isn’t just important to ensure that you have hospital visitors. It’s the right thing to do, and your 95-year-old-self would tell you so.

Are you accomplishing something meaningful? It can be easy to amass a collection of accomplishments or life experiences, but if they don’t fulfill some aspect of your life’s purpose, they won’t matter much to you in the end. And if you accomplished them at the expense of others, you may not have those hospital visitors after all.

One thing is certain. We’ll all come to the end of our mortal lives. We hope it doesn’t happen soon. George Carlin used to say, “I’m always relieved when someone is delivering a eulogy and I realize I’m listening to it.” The good news is that if you live your values today, your legacy will take care of itself.

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Coaching lessons from golf school

Thursday, June 10th, 2010

My recent experience at golf school illustrated how frustrating and exhilarating it can be to learn something new. In fact, an anonymous but wise person said, Golf can best be defined as an endless series of tragedies obscured by the occasional miracle.

What lessons were learned that will help all of us to be better coaches and learners, regardless of the subject matter? For coaches:

Fundamentals, fundamentals, fundamentals. The golf pro spent 99% of the allotted time on the basic building blocks for a good swing. It wasn’t just on the driving range. Every time we had a club in our hands, she connected the dots between the current focus and the swing fundamentals.  As we built a good short shot, we also improved on our drives, and vice versa.  Whether you’re teaching someone how to sell widgets or service a machine, define the fundamentals and keep them front and center.

Stay true to what works. The golf pro was immovable when it came to the fundamentals of a good swing, no matter how many times she heard, “Well, what works for me is…” If there are tried and true best practices, stick to those and don’t compromise.

Communicate in a way that works for the learner. The golf pro used multiple means of communication, including verbal instructions, physical demonstration, video reviews and an illustrated manual. She adapted her methods to suit the needs of her students, like when her “80% angle” reference caused us all to stare blankly. She quickly understood that we didn’t get the spatial relations talk, but responded well when she said things like, “keep your head steady, rotate at the waist and straighten your left arm.” A good coach learns to communicate in many different ways – not just in the way in which he or she is most comfortable.

Break complicated stuff into manageable bits. Instead of tackling the whole swing, I spent hours working on bringing the club back to shoulder level correctly. Once my brain and body were coordinating this move well, I was able to incorporate other swing elements. Remember that people can’t keep numerous steps in their head all at once. Mastery of each component part builds muscle memory, increases confidence and sets the stage for overall success.

Use cycles of show, imitate, rectify. The pro would model the correct behavior, we would try to imitate her, and she then provided us with constructive feedback. The cycle was repeated over and over, until we were able to imitate the desired results fluidly.

Think you’re ready to be coached? A successful learning experience requires both a great coach, and a learner with the right motivation and attitude. For learners:

Align with your coach on goals. Some people came to golf school thinking that their game was great and only needed a few tweaks. The pro helped each person become more realistic about their current performance and set goals for improvement. In any coaching situation, be open to the fact that you may have more to learn than you previously thought.

Be a sponge, not a filter. In many ways, the novices at golf school got it right. They kept their mouths shut and their eyes and ears open. They didn’t waste time debating the merits of one grip or another. They took in as much information as possible, and readily tried new things. The result? Fewer tragedies and many more miracles. If you’re learning something new, try not to screen suggestions through the lens of your past experience. You don’t know what you don’t know.

Practice perfectly. Yes, it was mind-numbing to repeatedly practice the correct back swing. Contrary to popular belief, practice does not make perfect. Perfect practice makes perfect. It is only through doing things right that you develop a habit of excellent performance. The amazing thing is, according to Gary Player, the more you practice, the luckier you get.

The most valuable lesson from golf school? Golf, like any skill, is not about executing the right physical movements. It is largely played in our minds. Success is dependent upon having the right attitude as well as skill set. My attitude? Focus, relish the occasional miracle of a stellar shot and remember to have fun along the way.

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Love diversity? Value and tap each person’s unique contributions

Wednesday, September 30th, 2009

green-red-apple2It would be hard to find someone who’d argue that diversity in organizations is not valuable. Diverse experiences, cultures, skills and perspectives make the workplace dynamic, creative and innovative.

The tragedy is that some of the most seemingly-diverse companies don’t actually maximize people’s contributions the way they could. This isn’t about intent. It’s about time. In the whirling dervish that is today’s work environment, leaders sometimes don’t take the time to tap the full breadth of their people’s capabilities.

Embracing diversity means more than just recruiting and retaining a talented, multi-ethnic workforce, though that is a great start. Ask yourself these questions to find out if you’re fully utilizing the treasure that lies within all of your people:

Do I know what my people can do?

Do I know what stretch goals would broaden and motivate each person?

Do I know their career aspirations?

Do I know what really gets my people excited about coming to work?

Do I know what they love doing outside of work?

Each person’s passion and energy can be drawn upon to move your company to a new and exciting place. Make a commitment to learn more about the folks around you. Build upon their strengths. Give them opportunities to try new things.

Everyone knows that challenging work combined with just the right amount of support are the best teachers. You may be surprised by who moves to the head of the class.

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Pride and humility in leadership

Tuesday, September 22nd, 2009

peacock1Masterful leaders achieve a balance in seemingly opposing traits. Take pride and humility, for example. On the surface, it might seem that pride is the ticket to an ego trip. Conversely, too much humility results in indecisiveness. To be a leader, you need to keep both pride and humility in the right equilibrium.

It’s human nature to be proud of our achievements. When pride falls out of balance, though, it can easily turn to arrogance. What are the pitfalls of pride?

Pride clouds judgment. When it’s all about you and your ego, you no longer make decisions based on a solid foundation.

Pride puts your vision in the forefront, not the organization’s. You’ll move boldly, but not in the right direction.

Pride makes you unapproachable. You won’t hear the feedback that you need, because people know you don’t want it.

Here’s how to nurture the trait of humility as a way of keeping pride in check.

Be ready to listen and learn from others. Make time each day to learn something new from those around you.

Share knowledge to “seed” others’ strengths. Communicate lessons learned and best practices, helping less experienced leaders continue their development.

Give credit to others when it’s due. Be liberal and specific in communicating others’ achievements.

Admit mistakes. Share what you did wrong and how you are correcting it.

Above all, avoid false humility. People see through fake modesty and find it distasteful at best. False humility guarantees that people won’t trust you.

To be an authentic leader, the scales must tip in favor of humility. Your achievements will allow you to soar with the eagles, and you’ll be grounded at the same time. Thomas Merton said it best: “Pride makes us artificial and humility makes us real.”

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Coaching: Four essential elements

Thursday, August 27th, 2009

cornfieldWhat is coaching? A clear definition is a necessary foundation for success – whether you’re coaching a group of 8-year-old soccer players or a business executive.

Humanergy views coaching as a dialogue that promotes success and development. Coaching is a dialogue because it relies upon the interplay between the coach and coachee. Sorry, no super hero coaches flying in to save the day. But a skilled coach does guide others to produce fantastic results – new/better thinking and behavior and outstanding performance.

What are the essential elements of successful coaching?

Feed. Feed the person with authentic respect and value of their perspective. Feed the strengths by:

  • recognizing successes
  • understanding the mechanics of success (the specific thinking and behaviors that produce it)
  • reinforcing desired practices

Need. Identify the need for improved impact, results and performance. What’s the gap between current impact, results and performance and what is desired or required?

Seed. Seed performance with improved practices. Work with the coachee to grow new thinking and behavior.

Weed. Weed out limiting practices when they are resistant or dangerous. Some thinking and behavior are counter-productive. Develop a plan to eliminate practices that hinder progress and replace them with newly-seeded best practices.

Together, these 4 essential elements are a winning combination for coaching success. If you’re being coached, make sure that all 4 aspects are being covered. If you’re the coach, don’t leave out any of these critical components. After all, coaching is a partnership with mutual responsibility to ensure that feed, need, seed and weed all happen. Agreed?

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Creativity: Not just for the artsy anymore

Friday, May 15th, 2009

thinking-out-of-the-boxBuzz phrases like “thinking outside the box,” “paradigm shifting” or “find a new perspective” can be categorized as creative thinking. I used to think that creative was not a word that applied to me. I don’t paint, sing, sculpt or even mime. So I would have scored myself pretty low on creativity, and frankly, it wouldn’t have concerned me too much.

But not thinking creatively? That’s bad news. In this economy (and actually in any economy), we need people who can operate outside of expected parameters.  Even Albert Einstein was on the creativity bandwagon. He referred to it as “daring speculation.”

Successful companies know that their products and their customer service can’t just be good. Every interaction is an opportunity to delight and surprise – and that takes constant inventiveness.

So, if you think you’re creativity impaired, what do you do?

Spend time cultivating creativity. Rather than a useless indulgence, this is time well-spent. Some focused effort – even just a few minutes a day- can boost your imagination.

Budget thinking time. One of the most helpful ways to foster inspiration is to think. This may sound obvious, but we can get so caught up in doing that we forget about thinking. Give yourself 15 minutes of just pondering (not multi-tasking); your insights may surprise you.

Read around. Don’t limit your reading to industry-specific books and periodicals. Read stuff that has no direct connection with your work. Originality comes when you’re exposed to a wide variety of ideas.

Examine your assumptions. Scrutinize the things you feel strongly about. Suspend your perceptions and beliefs and play around with alternative hypotheses. You may not change your mind, but you will probably open it a bit. And you’ll exercise your brain, making it fluid and nimble enough to tackle the next challenge.

Write it down. Even if you don’t keep a full-flung journal, keep track of your ideas – in a small notebook, your i-phone or other mobile device. What may seem like a mundane thought today could be a breakthrough tomorrow.

You may not be a budding artist, but you can find ways to break out of your established patterns and become more innovative. Being more creative can pay off for your career – and enrich the rest of your life too.

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Feed high performance

Thursday, March 26th, 2009

green-grass2At last, it’s time to transition from shoveling snow to caring for our lawns and gardens. (On behalf of those of us living in the northern U.S., can I just say, “Whoopee!!!!”?)

Just as even a small plot of grass needs attention, so do your employees. To spring to success, feed high performance. Here’s how:

Fertilize regularly with positive feedback. Make it specific, meaningful and truthful. For example, “That report was delivered ahead of schedule and provided the information we needed to move ahead. Well done!”

Rake off those dead leaves, and make success public. Share people’s successes not only with them, but with others as well – in team meetings, on the company’s intranet, etc. Celebrate!

Trim to the right height with insightful guidance. Rather than a general comment that improvement is needed, share best practices that work. Better yet, find ways to coach as they practice new skills, first in “safe” situations, then increase the level of risk/reward over time.

Kill the weeds with constructive criticism. Share opportunities for improvement only when needed.  Bringing up every point of disagreement is like overusing weed killer. It destroys everything. When you give constructive criticism, stay fact-based, calm and focused on the best interests of the person and organization.

A Chinese proverb states, “When spring comes, the grass grows by itself.” That may be true for grass, but we know that even our strongest performers need the right mix of positive feedback and constructive criticism.

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Intentionality, Part 2 (Or, Make Change on Purpose)

Tuesday, February 10th, 2009

You have something about yourself you want to change – maybe a habitual way of thinking that is getting in the way. Or maybe it’s a behavior that you want to start or stop. Wishing it will happen doesn’t work. Writing it down isn’t enough to embed the change. So what will help you stick to your guns and just do it once and for all?

If you read our earlier blog post on keeping resolutions, you may have been left with a sense that making change is hard, like 5 hefty steps of arduous work. For those of us who are loaded with self-discipline, the five steps of FACET are right up our alley. But for many human beings, just thinking of doing 5 steps makes us say, “forgidaboudit!”

We hate to see people suffer, so (TA DA!) here are some options that are simple and easy to do. Best of all, they will help you focus on what you want to do (or not do) and make that long-awaited change in thinking or behavior.

PICK, POST & TRACK

  1. Pick what you want to focus on (starting a new best practice, for example)
  2. Post it prominently near your desk.
  3. Track the number of times you do it (by making a tally mark on the paper).

PICK, SHARE & FEEDBACK

  1. Pick something you want a teammate to help you with.
  2. Share it in writing with the team member and tell him or her how you plan to implement this for the next 30 days.
  3. Ask the team member to give you feedback on this best practice whenever he/she sees a success or a miss.

PICK, TEACH & MULTIPLY

  1. Pick a best practice to teach to a direct report.
  2. Teach the best practice in a staff meeting or one-on-one conversation.
  3. Ask the direct report to use the best practice, share it with others and give you feedback on the experience.

To keep this easy, think of the commitments you’ve already made, so you’re not inventing new tasks for yourself. Keep your focus simple and trackable. For example:

  • I will not interrupt. (Track the times you DO interrupt).
  • I will give Person A positive feedback once per week.
  • I will ask two open-ended questions before giving my opinion in staff meeting.

You get the idea. We’d love to hear about your experiences – what you did well and the “misses” as well. This blog can and should be a place for sharing what works and what doesn’t….so get commenting, people!

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