Tag Archives: humor

Are you nuts?

Posted on by
2

Do you have to be boring or serious to be a great leader? The responsibilities may be challenging and even daunting some days. That doesn’t mean you have to turn into a somber, bland person.

In fact, it’s okay to be a little over-the-top, unique, zany or even a little nuts. Some of the best leaders in the world have been non-traditional and even a bit unhinged (Richard Branson and Steve Jobs, for example).

Experts on organizational success advise businesses to infuse their personality into everything they do. If businesses can be a little nuts, can’t their leaders be the same?

How can you express your individuality more fully in your leadership role?

Revel in and share your hobbies and interests, your culture or past experiences. Have you jumped from a plane? Do you sing opera? Can you whip up some amazing food?

Ask crazy, “what-if” questions about your work. What if we want to expand to Hawaii? What would we do differently if we decided to be the best in the world?

Laugh (mostly at yourself).

Allow your creative side to show. Jazz up your workspace in a way that fuels your thinking. Dress for success, with a bit of personality, so that you stand out from the crowd in a positive way.

Above all, enjoy each day’s moments by doing work that is meaningful to you. As Howard Thurman said, “Don’t ask what the world needs. Ask what makes you come alive, and go do it.”

Need some help connecting with the real you? Contact Humanergy.

Photo courtesy of istockphoto

 


Ode to road kill: Survival tips for business travelers

Posted on by
Reply

(Today’s post is courtesy of Humanergy’s very own Lynn Townsend, a veteran of the rat race who has lived to tell the tale!)

Recently a former colleague of mine, HK, retired. HK had spent more than two decades as an engineer for a Fortune 500 food company. One of my favorite memories of HK came from a long week on the road. HK and I, along with other team members, were working long days and nights to start production of a new product. One evening, after the rest of the team had finished for the day, HK and I left the plant for dinner. We were tired. Dragging. Exhausted.

On the return trip to the plant, we saw a dead raccoon at the side of the road. It looked like most road kill after a few days in the sun – like a balloon with four paws. As we passed the animal with the unfortunate fate, HK said: “That’s just how I feel,” stretching out his arms to mimic the bloated animal. I laughed. I don’t think I’ll ever get that image of HK out of my head.

Business road warriors, those who travel regularly for work, usually have great stories. Some, like the road kill, are funny. Others not so much. Like the time I returned to my hotel room to find the cleaning lady using my fingernail clippers. Not joking! Or when it took me 14 hours to make a 2-hour flight. Oh, and that subzero night when the hotel heat was out and the mattress factory two blocks down caught fire at 2 a.m. Ahh, business travel.

Fortunately, I did learn a few survival tips while my colleagues and I racked up the frequent flyer miles:

Play a little. Traveling with a team and working side by side for 14 to 20 hours, day after day, can max the most easy-going person. Take time to do something fun with your team. Order pizza. Sing karaoke. Cook dinner together. Shoot hoops.

Laugh! A shared team humor, like fun nicknames and inside jokes, is great glue to bond your team. Remember: Humor should be in good taste and acceptable to all teammates.

Put your own oxygen mask on first. Don’t forget to take a few minutes or an hour or two each day to revive yourself. Exercise. Read. Relax. A little down time helps restart your engine and gives both you and your colleagues a break from each other.

Stick together. When the speed bumps pop up in the road, stick with your team. Challenges will come. See past each other’s flaws and fatigue. Give a little grace, kindness and forgiveness.

Frequent business travel isn’t for the faint of heart (and apparently doesn’t bode well for raccoons). Nevertheless, you can survive admirably on the road when you know: Travel is glamorous only in retrospect (travel writer, Paul Theroux.).

 

Have a needs that Humanergy can fill? Contact us

Photo courtesy of istockphoto


Embrace the fog

Posted on by
Reply

Are you the type of person who prefers to look at the world through rose-colored glasses? If so, you may be missing some important aspects of your organization’s reality. Let’s face it. It ain’t all pretty. And some parts of reality are just darn confusing. There are some facts that you may be blissfully unaware of if you don’t actively seek the unvarnished truth.

Remember our blog post about the Stockdale Paradox?

Yes, it may feel easier to just float in big picture generalities and forget about reality. But what are the benefits of turning on the fog lights to see the vivid landscape?

Keeps you from getting comfy. Good is the enemy of great, and it doesn’t take long to get complacent when things seem to going well. Don’t over-inflate the doom and gloom, but do keep a sense of urgency that is necessary for high performance.

Prevents expedient (and wrong) solutions. Quick fixes are often not that quick, since they don’t address the root of the problem. When you have a firm grasp on the entire reality, you’ll identify lasting solutions to the most critical problems.

Does not negate hope. We are all about optimism, AND it must be directed thoughtfully, with full understanding of what is going on. Blind faith that everything will work out serves no purpose. Hopeful, positive action that is aligned with your organization’s strategic priorities will win the day.

Engages imagination. Accepting the brutal reality is not an indication that you are giving up. In fact, reality is a potent springboard for launching your creative energies. With a full understanding of what you’re facing, you can activate your people’s imaginations and ingenuity to create an amazing future.

Existing in murkiness can be a real downer. Keep your sense of humor as a tool to dispel the gloom. As Herm Albright said, “A positive attitude may not solve all your problems, but it will annoy enough people to be worth the effort.”

 


Strategic persistence: Don’t give up if the cause is right

Posted on by
Reply

You have a position on an issue or a new idea that you believe is right for the organization. In spite of significant effort, the innovation isn’t gaining traction. In fact, there appears to be significant opposition. It can be tempting to throw in the towel, even when you have the facts to support your position. How do you persist when you know you’re right and others aren’t on board?

Persuasion involves more than charisma and charm. Patience, time and a disciplined set of strategies are required.

Shape the discussion. You need to be the one driving the conversation.  provide the facts, give the context and connect the dots for others who need to get on board.  By all means, include others’ perspectives.  Just don’t let them be the spokesperson for the topic.

Infect others. Think of your idea as an epidemic that needs to be spread. Your enthusiasm and ability to articulate your argument can be persuasive tools. Figure out who the key players are in this situation.  They may or may not be people in positions of authority. Some people may be “connectors” -  individuals with broad social networks who are able to influence others (see Malcom Gladwell’s book, The Tipping Point).

Be nice. Forget taking off the gloves; you won’t advance your position by getting into a sparring contest with your opponents. You will score points by punctuating your argument with self-effacing humor and an open mind.

Know your opponents’ position. Play devil’s advocate and come up with every conceivable reason why your idea is terrible. You can then anticipate the opposition’s arguments and be prepared to derail them before they are mentioned. Your adversaries will come up with some unexpected roadblocks, so be ready to think on your feet.

Adjust to new realities. External factors may change the equation. Be prepared to adjust your plan and your persuasive tactics based on new information. This will show a fluid grasp of the situation at hand, and you won’t be caught using last year’s data for this year’s problem.

Outlast them.  Be calmly persistent and keep the issue front-of-mind for key people. Sometimes the victor is simply the person who is willing to continue playing the game.

Persistence involves resilience over time and the ability to maintain serenity in the midst of turmoil. Don’t underestimate the power of simply maintaining a forward momentum. As Calvin Coolidge said, “The slogan ‘press on’ has solved and always will solve the problems of the human race.”

Want to be more persistent when the time is right?  Or could your team learn some new strategies for “pressing on”?  Contact Humanergy.

Photo courtesy of stock.xchng.

 


Do happy people make better leaders?

Posted on by
1

Many of you loved our blog on pisstivity – the degree to which you are fed up with the world. This week, we’re turning things around to talk about happiness, which is more in line with our generally sunny perspective.

We’re big fans of happy leaders, largely because it’s much harder to strive with passionate commitment for the greater good if you’re wallowing in despair. Plus, you’re just not fun to be around when you’re viewing life as a glass half-empty.

Leaders do have intense, demanding jobs. Doesn’t it just make sense that a person with a good foundation of happiness would withstand those pressures more successfully? What is the connection between happiness and leadership?

To understand the connections between leadership and happiness, we should first dispel some common myths about happiness:

My boss makes me unhappy. Your boss can make your life more challenging, and it is still possible to continue being a happy person in the face of Bosszilla. Happy people stay focused on what they can do to improve their situation, rather than dwelling on the boss’s irritating behavior.

I would be happy if I got that promotion. Life circumstances (like income or job title) actually account for very little of our happiness. We humans quickly adapt to a better lifestyle, so whatever happiness boost you get from your new corner office is brief.

If I had more money, I would be happy. Material stuff doesn’t make people happy, except for that transient uptick in happiness from a positive change. Too quickly, your brand new car doesn’t give you that feeling of joy, and you need to chase another thing and then another thing and then another…

If I could be lazy every day, I would be happy. Sorry, coach potato wannabes! The reality is that much of our happiness is directly impacted by what we do, not what we do not do.

There is an abundance of research on happiness and other aspects of positive psychology (studying what is healthy in people, rather than dysfunctional). Sonja Lyubomirsky, a social psychologist, wrote The How of Happiness. This happiness research indicates that the real determinants of happiness are:

Genetics. People have a genetic set point for happiness, which accounts for about half of their happiness.

Intentional activities. About 40% of our happiness is determined by our own behavior – intentional happiness strategies, such as exploring a new interest or controlling our thoughts and feelings.

Life circumstances. Whether you live in a shack or a mansion, your life circumstances contribute only about 10% to your overall happiness.

So what’s the connection to leadership? It just so happens that a lot of those intentional activities (Dr. Lyubomirsky calls them happiness strategies) are the same things that great leaders regularly do. Some of these include expressing gratitude, cultivating optimism, developing strategies for coping and committing to goals.

Another intentional activity modeled by high performing leaders is increasing the number of  “flow” experiences. These are the types of experiences that are so engaging that time seems to stand still. If you are in the flow, you are 100% focused on the task and are willing to engage in the experience even if you’re tired or aren’t seeing a lot of immediate success. (You’ll recognize people in “flow” by their concentration and the contented look on their faces.)

Which came first, the happiness or the great leadership? Who knows? The two seem to feed each other. Perhaps exceptional leaders are lucky enough to be born with good genes for happiness. Then they engage in strategies that produce even more happiness, whether intentional or not. By engaging in happiness strategies, they feed both their own happiness and their leadership capabilities. When facing adversity, they lean into it, ready to absorb the lessons learned and move forward….happily.

Possibly the most powerful impact leaders can have is to increase the level of happiness in those around them – or not. As Oscar Wilde said, “Some cause happiness wherever they go; others when they go.”

Want to find out more about this or other topics? Contact Humanergy (and you’ll be happy that you did)!

Photo courtesy of Ben Earwicker, Garrison Photography. See more wonderful photography at their website.


What is your level of pisstivity?

Posted on by
2

Life has been hard lately, and many of us here at Humanergy are wondering what other challenges the universe will bring our way. Because of this seemingly never-ending set of problems, many of us are experiencing a high level of pisstivity. According to the Urban Dictionary (and Karen’s friend) “pisstivity” is the degree to which one is angry, to use a more refined term. We are at varying levels of pisstivity, ranging from mildly irritated to plotting get-backs that we would never actually set in motion.

How do you handle your own anger or manage in an environment where pisstivity is a chronic or acute problem?

Acknowledge your level. It’s OK to say that you’re mad, furious or whatever. In fact, it’s healthy. Those ultra-smart Mayo Clinic experts say that anger is a normal and healthy emotion.

Use anger to fuel positive action. For some of us, anger can be a good motivator to take action or have a much-needed conversation. Reacting in anger only makes matters worse, so take a break to calm down. Just don’t wait too long to act, because often when anger dissipates, so does our inclination to follow through.

Allow others to be angry. If you don’t feel comfortable with your own feelings, observing others expressing anger, even in an acceptable manner, can be uncomfortable. Think about why strong emotions trigger you to react. Don’t expect others to feel the same way you do, to express it your way or to get over it within your required timeframe. Also, allow others to express their real feelings in ways that are respectful. Offer to help if it seems that they’re holding on to a high level of pisstivity for an extended period.

Find the humor. Just the term “pisstivity” helped us to acknowledge our feelings and laugh about them at the same time. We realized that it’s perfectly fine to blow off a little steam; then we helped each other keep the situations and our reactions in perspective.

Be the rock. When you can’t impact whatever is bugging you, don’t bother getting mad. Be the rock in the middle of the stream. Water flows around it, but it does not move the rock. Likewise, don’t let little things get to you. As George Carlin said, “Don’t sweat the petty things and don’t pet the sweaty things.”

Bask in the dabs of sunshine. It ain’t all bad, even in the worst of times. Schedule time to dwell on the good stuff – celebrate it, bask in it and let the positive energy take over for a while.

Be a role model. Sometimes environments seem to breed negativity. If you work in a situation where anger is pervasive, you really have two choices. You can be a force for change or you can get out of there. Leaders can set a good example and use Rosabeth Moss Kanter’s three steps to help employees deal with frustration: Empathize, offer support and invoke higher principles.

We may not choose our feelings. We do choose how to react to them. When your degree of pisstivity is elevated, think and act with care and in alignment with your values. Nursing a grudge never pays. “Resentment is like taking poison and waiting for the other person to die” (Malachy McCourt).

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

Photo courtesy of stock.xchng


Dangerous assumptions bosses make every day

Posted on by
2

Shawna left the meeting feeling like her hiring decision had been all wrong. Why couldn’t Hector manage this project on his own? When Shawna was in his role, she was able to make decisions and move forward with little direction from the boss. Maybe it was time to consider moving Hector into a job that fit his apparent abilities.

We all make assumptions, even if we think we don’t. We assume that the people around us have (or should have) the same knowledge, experiences, understanding, beliefs and feelings as ourselves. When we communicate, how often do we check our assumptions? We rarely do…until our differences become apparent, and then it’s often too late to repair the damage. What types of assumptions might you be making, and how can you avoid them?

My direct reports and I have the same knowledge or understanding of business realities. This assumption can easily be validated by having regular discussions with your team about the context and reality your organization faces, including the “big picture.” You may be surprised to know that they either don’t know as much as you think or need help in understanding the implications for their work. You need to actively engage to help them comprehend how what they do fits into the bigger scheme. Redouble your efforts to communicate as much information as you can. This will enable them to do their jobs now and anticipate future change.

I understand how my direct reports feel about their work. Most bosses only see part of the reality for their people, but rarely the whole unvarnished truth. Sometimes the issues are transient and don’t require your input. Other times, an employee may not want to share the full measure of his/her frustration for fear of being seen as negative. While you may not be in tune with the day-to-day angst, stay connected with your people so that you don’t miss a critical issue that could impact the team’s performance.

My direct reports know when I’m just joking around. Flippant, sarcastic and humorous remarks may seem innocuous to you. Your team may be interpreting these comments very differently – searching for hidden meanings, taking “digs” to heart or otherwise misconstruing your intent. Save yourself the grief and loss of productivity by minimizing your attempts at humor. Instead, state your intended messages very clearly.

My direct reports and I approach a task in the same way. One of the most dangerous assumptions is that your people (must) do their jobs in the same way you would. Even if you recently held a position, you may find that your successor organizes the work differently, uses his/her distinctive skills and draws upon completely unique life experiences. Keep your focus on the results you need and allow people to achieve them in their own best way.

You may think that you are assumption-free. But how many times have you thought, Everyone knows that…. or When I was in your role… or How can she possibly do it that way? Replace those thoughts with communication that clarifies, such as Tell me more about that or Give me an example or Help me understand.

One of the most powerful attributes of any team is its diversity of experience, skill and knowledge. Recognizing that you filter reality through your own lens, take time to first understand what you may take for granted. Then be diligent in seeking to better understand your team by asking open-ended questions and honoring their unique perspectives. When you do that, you enrich your own view of the world and become a more well-rounded leader. Avoiding dangerous assumptions also means a more engaged team, better results and maximum impact. Not a bad set of outcomes, we assume!

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

Photo courtesy of stock.xchng


Your leadership motto for 2011

Posted on by
3

Yes, it’s almost 2011. With luck, you are taking this opportunity to pause, relax and take a breather before leaping headlong into another hectic year. What better time to reflect upon your leadership motto – the simple phrase that will summarize your leadership style this year?

A recent blog post by Paul Thornton called Leadership – Off the Wall shared the signs that hung as leadership inspiration in the offices of leaders past and present. One that surprised us was posted in the office of a former business effectiveness consultant named Alden Davis. It read, “Start Talking and Get to Work.”

Maybe that strategy worked for Mr. Davis. We find that leaders actually don’t need much nudging to start talking. In fact, some leaders like Joel Spolsky of Fog Creek Software think that communications (like emails, meetings, etc.) need to be held to a minimum. Steve Tobak shared some amazing strategies for reducing communication overload; he recommends not putting so many people “in the loop,” just the ones who can provide a return on their investment of time.

Here’s the irony. A 1996 study found that 80% of business leaders felt they received too much communication; yet only 3% felt that they communicated too much. Hmmm… might we consider adopting “Stop Talking and Get to Work” as our 2011 motto?

We’ve come up with a few spoofs on leadership mottos. Others were provided by famous figures.

“The buck stops anywhere but here.”

“Go away. I am too important to talk to you.”

“Leadership is you doing what I say.”

“You can build a throne with bayonets, but you cannot sit on it for long.” (Boris Yeltsin)

“You can fool some of the people all the time, and those are the ones you want to concentrate on.” (George W. Bush)

“Life is like a dogsled team. If you ain’t the lead dog, the scenery never changes.” (Lewis Grizzard)

Here’s the challenge. Post your (serious or not) leadership motto on Humanergy’s blog and you could win a fabulous prize, a copy of the 2nd Edition of 50 DOs for Everyday Leadership, which is hot off the press! Good luck, and here’s to a year of exemplary leadership and bountiful success!

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


Maximum lessons for minimum wage

Posted on by
1

Ever work in the hot summer sun mowing the neighbors’ lawns? Do cold call sales for three bucks an hour? Sweat through the night making widgets in a factory?

As a young person, your jobs may not have been glamorous, but you learned lessons that have lasted a lifetime.

At Humanergy, our team members have worked an assortment of menial jobs with all the benefits, like an allergic reaction to corn pollen, sun poisoning and mind-numbness caused by separating bran flakes from raisins hour after hour.

Here are three lessons we’ve maximized from our days making minimum wage:

Honesty is always the best policy. During a summer job as a youth program worker making $4 an hour, the boss – we’ll call her Mandy – decided our summer team needed a paid day off. Instead of telling her boss – we’ll call her Joyce – that we were going on a road trip to let off some steam, she lied. Mandy told Joyce that we had supplies to buy and errands to run.

Our day of “errands” included a leisurely breakfast at a homegrown cafe, then a visit with Mandy’s Dad. The next stop was the county fair for coney dogs and funnel cakes. The day ended with a scenic drive home and a pit stop for banana splits.

Sure enough, Mandy’s scam was discovered, and the summer employees had a choice to make. Either lie and back up Mandy’s story—I’ve got my boss’ back and she’s got mine, right?—or tell the truth.

For Mandy, the road trip facade was one lie in a long line of deception and poor choices. My co-workers and I didn’t get paid that day. And Mandy got fired a few weeks later. Lesson learned? Choose the truth and your own integrity over keeping the boss’ secret. Choose the truth over anything, really.

Smiles work wonders, even on the phone. One temporary job as a receptionist provided countless opportunities to say, “Hello! ABC Trucking. How may I help you?”

Between phone calls, the job required typing invoices, greeting visitors and keeping the coffee pot full. Drivers would call from all over the country with questions about their customers and their schedules and to let the home office know when they were headed home.

After hundreds of calls, it was challenging to keep up the cheerful tone at the end of the day. Remembering that every job is important, I smiled once again and picked up the phone. Mike, one of the long-haul drivers, said: “It’s so great to hear you on the other end of the line! I’m in North Dakota, such a long way from home. Thanks for sending me a smile through the phone.”

When we interact with others, we have a choice. We can either just pass along information or convey warmth and humanity – a priceless gift that we can share in person or even over the telephone.

Humor makes the daily grind liveable. The 5 a.m. to 1 p.m. shift meant pounding the alarm clock at 3:30 a.m. each morning followed by a big dose of Coast deodorant soap—the eye opener. Another day of making samples, cleaning floors and scrubbing equipment.

Sprinkled throughout this messy job was humor. The dirty dozen shared stories, fun nicknames and inside jokes. One example of a nickname was The Weather Man. This co-worker always predicted the weather for the day. And he was always wrong. We worked hard, and humor helped us get through the tough projects, demanding bosses and overtime hours.

The Humanergy team members have changed career paths since those first jobs. And we’ve expanded our understanding of the power of honesty, warmth and good humor. In fact, we try to share those qualities with each other and with our clients as well. Try to stay in touch with your “minimal wage self,” and you’ll probably live by another valuable lesson, which is to keep perspective on what matters most. As Bertrand Russell said, “One of the symptoms of an approaching nervous breakdown is the belief that one’s work is terribly important.”

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


Gratitude is good for you

Posted on by
1

You saw this one coming, didn’t you? We couldn’t resist the urge to pause and express thanks to you, our associates, friends, customers and partners in this grand adventure. We are big believers in spreading good things, like thankfulness, around. (Some of you may argue that we spread some other stuff around, too, but you’re probably too polite to mention it.)

Gratefulness is not just for Thanksgiving and is more powerful than you might imagine. Expressing gratitude has been shown to decrease stress, elevate mood for months and lower blood pressure. To begin receiving the benefits of gratitude today:

Pay attention. You’ll need to attend to more than your to-do list in order to notice and appreciate all that you have to be grateful for.

Experience wonder. Remember what it was like when you were a kid and so many new experiences and things enthralled and amazed you? They still can. Nature, for one, puts on spectacular displays regularly. And people can be glorious in their wisdom, humor or kindness, to name a few traits. Allow yourself to see your little part of the universe as something awe-inspiring.

Express it. Whether in person, in a note or even just in your head, put your gratitude into words. You don’t have to use many words, and they don’t have to be fancy. Sincerity is all that’s required. Hugs are optional, but often appreciated.

We at Humanergy are going to practice some gratitude right now. Here are but a few of the qualities we most appreciate in our team and others:

Honesty. When there’s a problem, you don’t hide it. If you are at fault, you own up. Then you do your best to fix it, with great thoroughness and integrity. If we goof up, you give us feedback that helps us grow stronger.

Humor. You help us keep perspective on what’s really important, and what isn’t. Most of all, you prevent us from taking ourselves too seriously. We appreciate the jokes you email us, impromptu witty remarks and, most of all, the fact that you laugh at our jokes, whether they’re funny or not!

Generosity. So many people have helped us along the way – with kindness, cautionary words, bravos, brilliant ideas and good old fashioned common sense. You are generous with your time, even when every minute is precious. Thanks for that gift, most of all.

Yes, it’s true that the economy is still tanked, people work too hard and we often treat each other shabbily. It’s also true that we have much to be thankful for, including you. Thanks a million.

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