Posts Tagged ‘humility’

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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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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Navigating the transition from peer to boss

Monday, March 15th, 2010

You’ve done it. You’ve received the big promotion and will now lead your department. So, how do you handle the transition from being a peer to being the boss?

Scott Eblin summarized a New York Times article on Ursula Burns’ transition to CEO at Xerox. Paraphrased, here are the main points Scott draws from the Xerox experience:

Call it out. Be up front about your agenda, priorities and what should happen next.

Go one on one. Talk directly with the former peers who aren’t on board and create a plan to make it work.

Remember that it’s different. Comments you could make as a peer are interpreted very differently when you’re the boss.

Based on our experience with peer-to-boss transitions, we offer the following additional tips:

Address the interpersonal and social aspects. While you may not be able to hang out and yuck it up at happy hour in the same way now that you’re the boss, don’t just stop showing up. Talk with your people about what you’ll be doing and not doing and why.

Understand that some relationships will change. Your closest ally as a peer may not play the same role when you’re the boss. In fact, some people may be angry, particularly if they wanted the job as well. Be patient, and realize that you must build connections with former peers based on a whole new dynamic.

Do your new job, not your old job. It might be tempting to delve into the details and try to stay as connected with your old role as you once were. Figure out what you need to  know to do your current job well. Stay out of the other day-to-day particulars that were part of your former job.

Remember that you don’t know it all. Even though you’ve moved up the ladder, maintain your humility and eagerness to gain new knowledge and skills. In particular, be willing to learn from your past peers, whose contributions are critical to your team’s and organization’s success. Seek feedback about your performance in your new role, graciously accept that feedback as the gift that it is, and act upon it.

Make expectations crystal clear. Former best buddy or not, the job needs to get done. Articulate what is expected, how people will be held accountable and what role you’ll play in supporting everyone’s success.

Keep the lines of communication open. Beyond your initial “I’m-the-boss-now” conversation, check in with people regularly to gauge how the transition is going, what issues they’re facing and how you can feed their strengths and optimize performance.

As in any transition, good planning and skillful execution are required. Even with best transitions, expect some bumps in the road. The payoff will be that while your relationships may change, you’ll achieve your goals – moving the team and the organization towards high performance and amazing results.

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Made a mistake? Have a good laugh

Wednesday, February 24th, 2010

Have you ever done something embarrassing, said something unintentionally funny or just goofed up at work?  Did you laugh at yourself?  Let others laugh too?

Joellen was making a presentation to a major client – one that she’d been working to cultivate for many months.  Thanks to plenty of preparation, she was feeling confident and energized.  The presentation was going well; in fact, members of the client group had big smiles on their faces. Wow, they’re really into this information, Joellen thought to herself.

About 20 minutes into the talk, she happened to glance at her hands.  They were covered in ink from the purple whiteboard marker.  Just then, she caught her reflection in the nearby window.  Not only were Joellen’s hands purple, but she had blotches of purple on her sleeves and her face.

Instead of breaking down, Joellen cracked up.  Between peals of laughter, she said to the group, I’ve always thought that purple was my best color! After a few minutes of good-natured chuckles, Joellen got back to the subject, engaged her audience and won over her client.

We’ve all been there, done that.  The first instinct might be to find the nearest hole and crawl in. But what are the benefits of rising above our embarrassment and enjoying the moment?

Laughter, according to most people’s experience and even medical experts, is good medicine.  Laughter’s workplace benefits include:

Connects co-workers. Self-deprecating humor lets those around us know we are human.  Laughing aloud at oneself, and letting others laugh too, builds connective relational tissue.

Creates a lighter atmosphere by reducing stress. Laughter lowers the body’s level of stress-related chemicals, increases blood flow and reduces pain.  Laughter means we are not as uptight about the looming deadlines, the budget crunch or the recent change from three-ply to two-ply toilet paper.

Cultivates humility and courage. Laughter shows our co-workers and clients that we are not afraid of our mistakes.  And recovering quickly from our mistakes – through laughter – models humility and courage for the workplace.

Boosts confidence. When we survive these bumps in the road, we realize that we don’t have to be perfect to be great at what we do. We’re in a stronger position to face the next embarrassing moment.

Allows you to move on and get the job done. You laugh, they laugh. Everyone gets back to the business at hand.

If your goof-up has impact on others, follow up and apologize. If it only made you cringe, laugh it off.  To err may be human, but to laugh about it certainly makes life more fun.

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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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How and who do you influence?

Thursday, June 18th, 2009

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There’s been a lot of buzz about influence as an essential component of leadership. It’s true that with the exception of tyrants and dictators, leaders make most of their impact through influencing others. Clearly, the ability to get things done indirectly -  not just telling people what to do – is a fundamental necessity of leadership.

Influence is powerful and can be an instrument for good or evil. What core competencies are required to have a positive influence on those around you – and thus propel your organization toward its goals?

Authenticity required. People who influence others are genuine and don’t try to be something they are not. We can spot a fake a mile away. Influential people aren’t perfect; they just don’t try to hide their flaws or make excuses for their mistakes.

Focus on the greater good. They’re not totally selfless, but influential people  seek positive outcomes for others. They seek solutions that work for all individuals and groups involved, and they do what they can to foster other people’s development.

Act with courage and judgment. Influential people know when to speak up, change direction and push forward. They also know their limits (in skills, experience and influence) and when they can and cannot take risks.

Be humble. Quiet humility trumps ego-driven boastfulness every time. Influential people are confident, and also allow themselves to be vulnerable and less-than-all-knowing. They’re eager to learn from others.

Who influences you? By examining the character and actions of people who have impacted you positively, you’ll gain an understanding of what it takes to influence others. You’ll also realize that some of the most influential people don’t hold positions of formal authority. Even if you aren’t the boss, you may be influencing others.

Core competencies for influential leadership aren’t enough. There are some strategies that you can employ to increase the effectiveness of your influence. Stay tuned for a future post.

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Meet SARA

Wednesday, February 11th, 2009

42-15495677I’d like to introduce you to SARA. No, she’s not my new friend on Facebook. SARA is an acronym for:

  • Shock or Surprise
  • Anger
  • Rejection
  • Acceptance

When people receive feedback that differs from their self-perception, they very often go through SARA – a process similar to grieving.

If you’ve ever coached or supervised anyone, you probably have met SARA. If you’re a breathing, fallible human being, you probably have seen evidence of SARA in your own reaction to feedback. (Personally, I am very acquainted with SARA, having visited her many, many times.)

So, what do you do when confronted by SARA, either in yourself or in someone you’re working with?

  • Acknowledge the emotions. You can’t get past SARA until you recognize what’s really going on.
  • Understand that SARA isn’t an uncommon, weird reaction. The problem lies in hanging out with SARA too long.
  • Focus on the positive qualities of the people who gave you the (horrible and totally unfair) feedback.
  • Temporarily suspend disbelief. Even if your initial reaction is, “that is so wrong!,” ask yourself, “what if it were true?”
  • Face your “reasons” (okay, excuses) for rejecting the feedback; among my personal favorites: “They are so much worse than me.” “My job makes me do that.” “I used to do that, but I’ve changed.” “Yes, it’s all true, and I don’t care.”
  • Stay fact-based. Stewing over it by yourself is never a good idea, unless you’re a fan of ulcers. If you’re supporting someone through SARA, help re-frame perceptions into facts. If SARA’s your constant companion, find a coach to help you separate reality from fiction.

Hearing things we don’t want to hear is difficult, no doubt about it. If you’re in that situation, SARA may drop by. We’d love to hear your ideas about how to boot her to the curb when the time is right.

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