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When did women stop raising their hands?

May 10, 2013 By Leave a Comment

An incident last week jolted me awake about women in the workplace.

I participated in two days of new employee orientation for a financial services client.  About 70 percent of the 40 people in the class were women, the rest men. As part of a group exercise the instructor asked for a representative from each table to stand up and share the group’s work.  A man spoke for every group but one, that being my table where I stood up.

I was shocked and saddened. Why are women letting men dominate, even in non-threatening situations like work orientation games?

When I was in my 20s we women boldly stood up and spoke up, knowing that our views were as valuable as the guys, oftentimes even more so.  We weren’t very good at slinging the bull shit like some of our fearless men friends. So our responses were often more considered and thoughtful.

We knew we had to speak up.  Trailblazers like Gloria Steinem and Bella Abzeg had worked hard and sacrificed much to help us move into the corporate world. We wanted to pay it forward by succeeding and helping other women in their journeys.  Having a say and being heard was essential.

When I was working at AT&T early in my career I was promoted into a job where I made $22,000, taking over for a man who hadn’t been performing so well at the job but had been making $48,000.  More than double what I was paid for the same responsibilities. I raised this disparity with HR, which told me that the man had more experience, and, confidentially,  “if you keep speaking up like this you could hurt your career.”  I loved telling that story, and I more loved seeing the pay gap between women and men shrink.

We’ve made such gains over the 30 years, but apparently not enough.

Aside from my fear that women will continue to not get promoted as quickly or make as much as men if they do not speak up and believe in themselves, I worry about businesses being able to adapt and grow.  Research shows that the more diverse the thinking an in an organization, the faster and better it can solve problems.  If women are submissive, organizational performance will suffer.

I was recently planning a conference with a wonderful, enlightened European man.  He recruited the first 12 speakers.  Eleven of the 12 were men.  When I pointed out this imbalance, he was taken aback. He hadn’t even noticed that he had invited almost all men.  I am pleased to tell you that this conference is now equally represented.

Today the Fast Company blog  had a story that caught my eye, “Eight Successful Entrepreneurs Give Their Younger Selves Lessons They Wish They’d Known Then.”  When I clicked on the story all the entrepreneurs were men. Really? The writer couldn’t find one successful female entrepreneur?

Let’s call the media on this imbalanced view of business.

Let’s also get back to supporting and encouraging women in the workforce.

I don’t know about you, but I thought we had come farther.  I thought my  diligence in helping and promoting women had worked and now I could move on to new issues.

Not so.

Just as Sheryl Sandberg is doing with her LeanIn.org,  we need to help women stand up and be heard for their considerable talents and perspectives.   If they don’t speak up confidently they will be overlooked  for promotions and for increased compensation.

Worse, we wont be able to solve the complexity of today’s issues without the equal voices of both women and men, and not just women and men.  But people who think differently from one another.  Believe me, no one has the answers figured out in any industry.

 

PS — this Hay Group study just came out yesterday.

 

Filed Under: Activating change, Communicating, Leadership, Musings, Organizational change

Predicting behavior

March 27, 2013 By Leave a Comment

 

This week behavioral scientist John Furey shares some of his scientific discoveries from his MindTime project. I’ve worked with many different behavioral models, and believe there’s something very big here for marketers, leaders, and each of us as individuals.

1. Your MindTime mapping system has been called the world’s most accurate personality test and the digital Myers Briggs of the 21st century.  For we non-scientists, what is the system based on that makes it so informative?

Personality tests such as the MBTI are based merely on describing traits and behaviors, categorizing behavioral patterns. MindTime reveals the drivers behind the behaviors and therefore why we behave the way we do, or as scientists might call it, the adaptive value of the behavior. What is significant is MindTime is looking at causation, not simply outcomes.

Understanding why people behave the way they do, rather than simply describing what they do, provides a greater ability to predict what they will do.

MindTime uses a phenomenological framework—Past, Present and Future Thinking—as a means to understand people. These basic concepts of thought— Past/Certainty, Present/Probability, and Future/Possibility—all have adaptive value; in fact, they explain almost all the concepts of the cognitive mind.

So, by measuring how people think, we can use this knowledge to predict behavior, attitudes, and even the personality traits they manifest. By knowing why a person does what s/he does, and the why and how of their strategy, we can use the knowledge in just about any environment to facilitate individual and organizational success.

 

2. What are the perspectives of Past, Present and Future Thinkers?

Here’s a brief snapshot of each:

3. When people get their individual maps, what insights do they learn about themselves and how does this help them professionally?

Our maps provide people with an in-depth interpretative report on their thinking style. It quickly and accurately helps a person to understand the value they bring to the world. We explain a person’s:

  • Communication style
  • Leadership style
  • Relationship needs
  • World-view
  • What they will resist doing. Knowing our resistances helps us navigate our limitations.

The most common comment we hear from people when they take the MindTime profile is “Aha!! That explains so much about me.”  When used in team building it provides this same kind of epiphany for our understanding of others.

However, while these insights are invaluable I think there is a more significant learning that comes out of all this that impacts our professional abilities in a profound way.

We each know people who we can rely on to bring ideas, inspiration and a sense of possibility to our lives. In fact, this might describe you. We also know people who are much more likely to bring order, planning, procedures and stability to bear. They’re much more engaged in creating continuity than they are engaged in bringing change. Likewise, there are those among us who are more keenly aware of and driven to understanding the meaning of data and facts. These folks bring us depth of thought, a need for truth and trustworthiness and can be relied on to think deeply about things rather than coming up with ad lib answers to good and necessary questions.

Knowing that a person is driven towards creating order and harmony versus being driven towards opportunities and risk-taking versus being driven towards information and analysis of a situation can change the quality and value of our interactions significantly.  It empowers us to manage, motivate, listen and speak in a more empathetic, or at least consciously aware, way.

Empathy, messaging, motivation, management, collaboration, roles, engagement style, motivation, change readiness, adaptability, and so on, are all positively impacted by this basic human awareness of each other.

 

4. How can MindTime help teams of people working together? Why do some project teams work very well and others get stuck?  What could managers do to create more consistently high performing teams?

MindTime can accurately predict how well a team will function at a task or towards a goal in view of the mix of thinking styles of people on the team and the roles people are playing. It can also predict the kinds of pitfalls a given mix of thinkers will encounter, both interpersonally and in team dynamics.

MindTime helps the team understand the thinking styles of each team member so that people can understand and value different people’s contributions. Future thinkers will be focused on possibilities, while Past thinkers will want proof and certainty of ideas, and the Present thinkers will want to be able to predict outcomes. Understanding people’s thinking helps us create the right setup and awareness of what’s really going on instead of leaving us to fix what is bound to go wrong.

 

5. You say that how people think influences how they behave.  Many of us are trying to change behavior as part of our work, like getting people to try a new product or approve a new policy.  What should we know or be doing about thinking to affect behavior?

People’s thinking processes are very difficult to change so the best strategy is to figure out how we can align our objectives with a person—or group of people’s—natural inclination.

By understanding people’s motivation, which you do by understanding their thinking styles, you can align your goals with their fundamental objective (to pursue Possibilities, Probabilities, or Certainties). Alignment becomes a simpler way to elicit the desired behavior.

 

6. If you understand how your customers think, how does that help you market to them?  Can you give us an example?

Sure, but given that you’re going to blog this why don’t I give you two visual examples and brief explanations?

This first map is of a target market for a product. Through a separate study the ads used were found to be messaging a Future audience. They contained works such as: ideas, possibility, and phrases like “What could you do?” And, ”What’s next?” Can you spot the problem here? Why did the campaign fail?

Yes, the target and messaging was to Future thinking, the audience on the other hand was very much Past and Present in its thinking. A total miss.

The second map is of a group of people recruited to help with brand innovation. These were loyal supporters, not just customers of the brand, recruited by a brand community management company. Remember here, as you look at this map, that the desired outcome was brand innovation. Innovation typically starts with Future thinking. Do you see why brands were often less than enthusiastic about results? The recruited brand community had self-selected. They were of a mind to turn up on time once a week and participate by offering their opinions, predictably Present/Past thinking people.

The conclusion was that this audience, which lacked in Future thinking, was not really innovating at all. They were discussing problems that needed solving and identifying other “new” ways that the product might fit with their needs.

 

7. What use of your MindTime mapping system has been the most personally fulfilling for you? What happened?

I remember a specific event. I was asked by a headmaster to work with students and faculty on the opening day of school.  The Sage School was a new alternative school in Sun Valley, Idaho. On the opening day I addressed the assembled school and everyone learned the simple MindTime model and how it works. We mapped everyone in the school and spent the day practicing how to collaborate more effectively.

We learned how everybody has value to bring if we would only see it. And, by pointing out the likely pitfalls in human communication between the archetypes, we gave everyone both an awareness and tips on how to avoid them, or at least recognize them before they became an issue. I received a wonderful letter from the headmaster about a year later telling how enduring this learning had been and how it was still being used in lots of ways. That kind of work makes my life sweet in a really good way.

 

8. What potential application of the system would you most like to see happen?

I would support any application of MindTime that decreases violence in all of its forms and increases human empathy. That’s the driving force behind all of this work; it is an ideal shared by all of the partners in the MindTime Project.

 ****************

Note: if you self-identify as a change agent, maverick or rebel at work, Foghound invites you to take  a complimentary MindTime thinking analysis test to get a personalized profile of your thinking style, leadership style, relationships needs, communications style, and what you are most likely resist doing. Click here to get your profile, which takes just a few minutes.

If you’re interested in learning more about the potential application of MindTime for your organization, contact Lois (lkelly@foghound.com) or John (john@mindtimetech.com).

 

Filed Under: Activating change, Communicating, Language, Leadership, Marketing trends, Organizational change Tagged With: , , , , , , ,

The change process

February 21, 2013 By Leave a Comment

Filed Under: Activating change, Communicating, Corporate Rebels, Leadership, Organizational change Tagged With: , , ,

50 reasons not to change

February 20, 2013 By Leave a Comment

Thanks to MP Bumsted, Biocultural Science & Management,http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/from, for allowing us to share this wonderful image.

Filed Under: Activating change, Organizational change Tagged With: ,

Optimism lifts

February 10, 2013 By Leave a Comment

What advice do you wish someone had given you earlier in your career?  “Don’t climb, lift,” said veteran analyst John Bordeaux in his Rebel at Work story.

Don’t climb. Lift.

There’s much to take away from this advice. One question might be, “What allows us to lift?”

Optimism lifts. Skepticism requires climbing.

I remember my first week on a new job talking with a team of discouraged people, demoralized because their client was unhappy with their work.

“Let’s try to show the client how much we’re accomplishing.  How about we change the monthly report formats and  list everything that we’ve accomplished each month in bullet points, right at the top,” I suggested.

“Yeah, right,” said Cindy. “What happens if we don’t achieve those kinds of results?”

Though I had only been at the agency a couple of weeks I was optimistic that we’d be able to achieve more,  especially if we changed a few approaches to the work.

“If we do these two things every month I really think we’ll be able to report some results that will make the client happy. Let’s just try it for a couple of months and see what happens.”

This optimism accomplished two things.  The team didn’t resist my new ideas, although they were contrary to the way most teams did things at the company, and the team did in fact achieve results that surprised them and the client. Someone genuinely believing they could succeed lifted the team, and they achieved more than they thought possible.

Optimism has a powerful influence on people.  It helps us to take a chance, do something new, invest in an alternative approach.

This is not about chirpy, fake platitudes and those motivational “Dare to do the Impossible” posters posted on bulletin boards near the lunchroom. I’m talking about adopting a mindset focused more on possibilities than problems.

In a world where the voices of the skeptics and naysayers seem to shout the loudest, we optimists quietly and persistently keep going. We do so because we believe that our idea is possible. We see the reasons why it can work and the value it will provide. We follow our passions, know and use our strengths, are open-minded and open-hearted, and we often reflect about what is working and where we can do things differently.

Sure we fall back and get frustrated, too. Big time. But it’s how you respond to setbacks that influences how likely you’ll be able to find the energy to get up and continue on.

How optimistic people achieve more:

  • Attract supporters. People prefer to be part of teams that believe what they’re doing is achievable. They also get energy from being around optimistic people, so they like to be on your team.
  • Get the ear of more people. Even if people don’t agree with our ideas, they are more willing to listen to us and have a conversation.
  • Self-motivate themselves.  When you believe something is possible it motivates you to stay with the idea, keep gathering information, ask questions, get input, think how to improve on it. Doing this makes the idea even more likely to succeed.
  • Minimize stress: Persistence and determination are easier to sustain when you have an optimistic attitude. Make no mistake that  being a rebel at work is stressful, but a positive perspective can make it less exhausting.  Optimists ride the possibility wave to keep motivated. Pessimists tackle persistence and determination by pushing a rock up hill. People want to surf with you. Pushing heavy objects up steep hills, not so much.
  • Trigger contagiousness.  Positive ideas get talked about.  Ones that connect with rational and emotional desires hop on the word of mouth train.  “Here’s a way we can do our work faster, easier, safer, with more fun, and with much fewer headaches.”  Sign me up to help.
  • Look inviting.   People who are negative show creases on their foreheads, furrows between their eyes, squint marks by the sides of their eyes, bags under their eyes from lack of sleep. I admit this is a superficial benefit of optimism, but looking healthy and restful also attracts more people to you than when you look haggard.   Think about it. Who do you like to chat with around the proverbial water cooler?  A positive, healthy looking person or someone who is stern, overly serious and coiled like they might strike if you say the wrong thing?

 The science of positivity and optimism

The science backs up these views on optimism.

Dr. Barbara Fredrickson, a scholar in social and positive psychology and author of Positivity: Top-Notch Research Reveals the 3-to1 Ratio That Will Change Your Life, has found that positivity opens our minds and hearts, making us more receptive to ideas and making us more creative. Positive emotions help us to discover new skills, new knowledge, and new ways of doing things – and to recover more quickly when things don’t go well.

She suggests that we try to achieve at least a 3:1 positivity ration.

“This means that for every heart-wrenching negative emotional experience you endure, you experience at least three heartfelt positive emotional experiences that uplift you,” Dr. Fredrickson explains.  “This is the ratio that I’ve found to be the tipping point, predicting whether people languish or flourish.”

You can’t force optimism and positivity, using insincere, gratuitous gestures and words.  That will backfire.  You have to really feel it and mean it. No platitudes and smiley faces. People see right through that.

In fact, the subtle difference between positivity and optimism is action, according to Elaine Fox, a psychologist at the University of Essex in England and  author of a book on the science of optimism, “Rainy Brain, Sunny Brain.”

“Optimism is not so much about feeling happy, nor necessarily a belief that everything will be fine, but about how we respond when times get tough,” she writes.  “Optimists tend to keep going, even when it seems as if the whole world is against them.”

Optimism practices

  1. Use new words. If something doesn’t pan out, refrain from calling it a “failure,” or worse, saying “I failed.”  Sometimes things don’t work out. The idea may be too risky for the organization.  You piloted a concept and the data indicated it wouldn’t achieve enough of the right results.  The thinking was sound but the investment costs were far greater than the likely returns.  You get the picture.  If we use failure words, we label ourselves and our efforts in ways that diminish the likelihood of trying again, or of people supporting us again.  We rebels are idea people. Some ideas will work brilliantly, others not so.  We’re not failures.  We’re thinkers and experimenters.
  1. Hang out with optimistic people.  Not the Pollyannas but realists who see what’s possible. Creators vs. complainers.  Avoid the Debbie Downers and Negative Nicks wherever possible. Including in your personal life.
  1. Picture it. Envision how people will feel and be better off if you’re successful. Keep this image clear. Present this image when taking about your project so people are reminded of the big picture benefit. Ask an artsy friend to make an image of it, for you and for you to use when you have to make a presentation about the idea. Or find a metaphorical image that inspires you. (I like the rising moon image in this post.)
  1. Try to work on things that interest you. This isn’t always possible but when we’re determined it’s interesting to see how we can shift assignments and responsibilities, especially when we can demonstrate why the work we WANT to work on is important to the organization.
  1. Tune out.  Though we rebels tend to have insatiable curiosities, there are some things we should stay away from. Like people who over use fear and anxiety to get attention and manipulate feelings. Hysteria clouds perspective and balanced thinking.
  2. Do one scary thing a year.  Something that interests you but you find intimidating, as in “I don’t think I could ever do that.”  Or, “I’d be way out of my league if I took that course.”  “What would I say if I agreed to give a speech like that in front of those people?”  The thing about doing one scary thing a year is that it builds up your confidence.  You will almost always find that you do better than you think you could, or you were welcomed warmly by people you don’t usually associate with. The benefit? Your optimism increases. You believe that more is possible.
  1. Turn to learning: When you hit roadblocks and frustrations turn to learning and questioning. “What could I learn that would help me figure this out? What’s beneath what’s going on here?”  Questions open you back up to possibilities and restore optimism. Don’t stay parked in dead ends.

 

 

 

Filed Under: Activating change, Corporate Rebels, Organizational change, Problem solving, Uncategorized Tagged With: ,

Tight pants

January 20, 2013 By Leave a Comment

By last Friday afternoon I was exhausted, having worked on an especially rebel-worthy assignment.

This meant I had to maneuver around Bureaucratic Black Belts (BBBs) and move people off assumptions that they were willing to fight (me) for. All very congenial, but intense nevertheless.

It also meant that I had to find ways to help people see a better way, be confident while also being honest about the uncertainties, and remain steadfast and open-minded.

Talk about paradox. Can I also say once again how exhausted I was?

Two themes I find about change: there can be no progress without paradox, and leading change is often exhausting. Not always. But often.

On Friday afternoon a good friend was kind enough to listen to me talk about what had happened, and ask good questions to help me clarify the best next steps.  She also said, “You know, being a rebel is a lot like what Terry Pearce said in his book Leading Out Loud.”

“There are many people who think they want to be matadors, only to find themselves in the ring with two thousand pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.”

Real rebels are not afraid stay in the ring.

Many of us also take long naps on the weekend.

Filed Under: Activating change, Corporate Rebels, Innovation, Organizational change

10 truths about skeptical employees

January 16, 2013 By Leave a Comment

I was cleaning my office (!) and found a speech from 18 years ago given by Rod Oldham, of then Bell South, to students at Dartmouth’s Tuck School of Business.  In an age of disruption, some “truths” stay constant.

  1. We’re smarter than senior managers think we are.
  2. We think senior managers are smarter than they are.
  3. We hate it when you make us feel stupid.
  4. We have short attention spans.
  5. We have long memories.
  6. We’re desperate for direction.
  7. We want to be able to think on our own.
  8. We want the company to succeed.
  9. We don’t want to leave.
  10. We want to believe.

Filed Under: Communicating, Leadership, Organizational change Tagged With: , , ,

Facilitating healthy dissent

January 11, 2013 By Leave a Comment

When we corporate rebels (aka intrapreneurs) disagree, it signals we care about an issue. That we want to wrestle with it to find better approaches. So why do people so often try to shut us down?

Many people think disagreeing means that we’re being unkind and insensitive.  Or impolite. (Egads!) “Let’s take this off line,” they say.

What’s unkind to me is pretending an uncomfortable issue doesn’t exist when everyone knows it does. There’s a tension at work when this happens. Nothing is moving forward, corporate inertia is draining us, and we’re becoming ever more skeptical about the cry for  greater collaboration.

Furthermore, the longer an issue is ignored, the more frustrated and demoralized people become. Even worse, trust and respect among people erode. And when that’s gone, the organization gets crippled.

“When someone comes to a meeting and states an opinion or makes a suggestion that his teammates don’t agree with, those teammates have a choice: they can explain their disagreement and work through it, or they can withhold their opinion and allow themselves to quietly lose respect for their colleague,” says organizational health consultant Patrick Lencioni in his excellent book The Advantage: Why Organizational Health Trumps Everything Else in Business.

“When team members get to choose the latter option — withholding their opinions — frustration inevitably sets in. Essentially, they’re deciding to tolerate their colleague rather than trust him.”

More than most, we rebels see healthy dissent as a team sport, where everyone with something to contribute is expected to contribute. If you don’t speak up your silence can be interpreted to mean that you agree and have nothing to add.

We view dissent as a way of together getting stronger, like a team preparing to hike Mt. Everest. All the potential issues are honestly discussed and worked through to increase the likelihood of a successful expedition where no one gets hurt. We’re fed by the positive energy around these conversations. We appreciate and value what our colleagues have to say.

We also listen fiercely and ask frank questions.  It’s about inquiry vs. preaching.  But most organizations practice advocacy instead of inquiry in their conversations, say Sue Annis Hammond and Andrea Mayfield in The Thin Book of Naming Elephants.

“Advocacy is a win-lose form of communication…each person is trying to convince the other that he or she is right and there is only one right answer.  Dialogue assumes people see the world differently…each person assumes he or she can learn something new from others.”

Practices for inviting healthy conflict

So what can you do to move from advocacy to inquiry? To help foster healthy dissent vs. angry debates?  Here are some suggestions.

  1. Establish agreements: set some guiding principles at the start of a meeting and keep them posted on the wall as a reminder. If someone starts to violate an agreement, bring everyone’s attention back to the list on the wall. Here are some guiding principles that I have found helpful:
    • Judge ideas, not people.
    • Focus on solutions and ways forward; stay away from drama and problems.
    • Observations are more useful than opinions.
    • Let each person complete their thought; avoid interrupting.
    • Ask questions that illuminate, not interrogate.
    • Ask questions that are brief and to the point without adding background considerations and rationale, which make the question into a speech
    • Respect other people’s truths.
    • If you want your views to be heard speak now. Not later in backroom side conversations.
  2. Set the tone: Open the meeting by going around the room and asking everyone to respond to a soft but relevant question where there is no right or wrong answer. No one comments on what a person says, just respectfully listens. This helps to put people at ease, build personal connections, make sure everyone’s voice is heard, and get comfortable with listening.  I recently asked a group about  the most creative thing they had done outside of work in the past month. The answers were hilarious, and that laughter set a relaxing, collegial tone to dig into important issues.
  3. Set up what’s at risk: Frame the conversation by succinctly stating what’s at risk and why it’s so important to debate the issue and get everyone’s views.  This focuses the conversation and reminds people why it’s worth their time and honest input.
  4. Make sure you have enough time. Issues worthy of inquiry and debate usually require more than the typical one hour time allotment. One hour meetings are good for updates and touching base.  Strategic conversations where we value everyone’s involvement need more like three hours, maybe a even a day or more.
  5. Facilitate or use a facilitator.  Effective facilitators carefully listen, guide, inject good questions to open up new conversation veins, move people off dead horses, prevent any one person from hogging the conversation, help the group to recover if someone has said something hurtful, and adhere to the meeting agreements. If you are facilitating, know that it will be difficult to participate. As a participant you’re focused on the ideas not the meta conversation. Understand what role you’ll be playing, participant or facilitator.
  6. Ask the wind-down question. It usually gets to the real issues: About 30 minutes before the meeting is to end ask, “What hasn’t been said that should? Is there something you feel we’ve been avoiding?  If we never talked about this issue again, would you feel satisfied that we honestly examined all the important aspects of it? If not, what needs to be said?”  Inevitably someone speaks up and speaks the truth and the real conversation starts.
  7. Close with insights: After summarizing highlights and next steps, ask everyone to briefly respond to a closing question, which further respects views and makes sure voices are heard.  Possible closers might be:
  • How did your thinking on this issue shift?
  • What one thing did you find most useful from the discussion?
  • What was the high point of this discussion for you?

For more helpful ideas on facilitating healthy dissent, read Carmen’s post, “Advice for Managers: Do You Make It Easy for People to Disagree with You?”

Filed Under: Activating change, Communicating, Corporate Rebels, Innovation, Leadership, Organizational change, Problem solving Tagged With: , , , , , ,

Staying away from drama

November 29, 2012 By 1 Comment

Last month I  was in a board meeting that went off the rails.

The two-hour session devolved into conversations about personalities, systems limitations,  approval hold-ups by the legal department,  problems uncovered by market research, frustrations with the sales strategy, and a concluding “why do we keep talking about the same problems over and over?”

People left frustrated, exhausted and angry.  Not much of significance had been accomplished. Such a waste of time.

And no wonder. When conversations get pulled into the emotion of drama and problems our primitive brain takes over and shuts off our higher order intelligence, says Daniel Goleman in Emotional Intelligence.   In other words, drama begets drama instead of any useful ideas on how to accomplish what’s at stake.

Interestingly I was in a recent academic meeting  focused on innovation and creativity that also fell into the rat hole of drama, problems, details, and more drama. Guess how creative and innovative that two hours turned out to be?

Quiet Leadership author David Rock suggests two practices that I find helpful.  Agree in meetings on where to focus the conversation: vision, planning, detail, problem and drama.  Wherever possible, keep all conversations focused on vision and planning. In this positive, low-anxiety mental state we’re better able to think fully and creatively

When you have to discuss detail, focus on one detail in a 10 minute chunk. After 10 minutes, we lose our ability to concentrate on that topic, says  John Medina, author of Brain Rules. “You’ve got seconds to grab someone’s attention and only 10 minutes to keep it. At 9 minutes and 59 seconds, something must be done to regain attention and restart the clock.”

I see another opportunity in staying focused on the bigger picture: it is in this positive frame of mind that we’re more able to disagree in productive, creative ways.   Because  our minds are calmer and we’re focused on shared goals in this mindset, we’re able to  intellectually consider and discuss  alternatives.  There’s a higher order of thinking that’s possible during this mental state, say the neuroscientists.

Once we get into drama and pointing fingers at people and problems, dissent becomes dangerous and unhelpful.

Not to mention that there’s no emotional energy left for compassion or creativity.

I’ve taken a new professional vow: keep the meetings I’m in focused on solutions, and out of drama and problems.  Want to join me?

Filed Under: Activating change, Communicating, Innovation, Language, Leadership, Organizational change, Problem solving Tagged With: , , , ,

Jackson Pollock painting or chessboard?

September 28, 2012 By Leave a Comment

Most institutions — be they governments, corporations, education or health care systems — try to run things as if they were playing chess, each move orderly, sequenced.

But today’s word is complex, more like a Jackson Pollock painting than a chessboard.

So Independent Diplomat Carne Ross suggested at last week’s BIF8 innovation conference.

In a complex system it’s almost impossible for top-down leaders to create order, hard as they may try. Order emerges in complex systems from the bottom up, said Carne.

This metaphor is quite powerful to me. Are we leaders fostering participatory environments for people to create the change needed to succeed in an increasingly complex world?  Or are we playing chess, with top down hierarchies moving the pieces?  (And with the  implicit assumption that executives know best?)  Are we saying we want creativity but requiring employees to paint by numbers?

Change is a-comin. Are we brave enough to let go of status and certainty and create new participatory ways to work, to innovate, to prosper?

Filed Under: Activating change, Innovation, Leadership, Organizational change Tagged With: , ,

Strategy discussions: what’s the real issue?

September 28, 2012 By Leave a Comment

An executive in a recent workshop kept hijacking the conversation by saying, “We just don’t have the resources to do that.” Over and over. Which kept stalling the strategy session.

Here’s how I got the group unstuck. It might be helpful to you when someone uses the common “Yes, but we don’t have the money/people/time” refrain about new approaches or ideas.

“You all are stretched to the limit,” I said. “And let’s remember that we find resources for priorities that are important to us. Things that aren’t so important don’t get funded. Maybe the real conversation here is that this program just isn’t that important to the company right now. Maybe you should together decide it’s not important, and stop frustrating yourselves by bringing it up at every strategy session.”

Radio silence. (And one executive quietly laughing in acknowledgement.)

The group decided that the issue is important and they figured out a way to get a basic approach working within the next few weeks.  It’s not the Cadillac or Four Seasons version, but it begins to provide value and address a real need in the company.

When someone throws objections, get  to the real issue and get out of the endlessly frustrating and unproductive ” why not” objections.

 

Filed Under: Activating change, Communicating, Language, Organizational change, Problem solving Tagged With: , , , ,

CEO Nancy Schlichting: find the disruptive people

September 22, 2012 By 2 Comments

“Find the disruptive people in your organization. They have the ideas that will drive change,” said Nancy Schlichting, CEO of the Henry Ford Health System, a $4 billion healthcare organization with 23,000 employees.

Speaking at the BIF8 innovation conference last week in Providence, RI, Nancy shared what has helped her transform an ailing health care system and create innovations in health care such as a new  $360 million health and wellness facility that feels more like a luxury hotel than a hospital.

Transforming healthcare is all about leadership, she said. Her leadership approach focuses on creating an “incredible” environment for every person to reach their full potential.  How she has created such an  environment:

  • Making a large organization feel small.  When the board approached her about being CEO of the health care system she was reluctant to take it because she likes being involved with people and creating working environments that are positive, personal and open-minded. The board assured her that being CEO of a health care would not preclude how she like to lead.
  • Saying yes to unusual ideas, like an employee who wanted to be able to creating fun drawings  on the disposable gowns worn by the kidney dialysis staff. “This woman creates this amazing designs on her own time on the weekends. On Monday mornings the staff can’t wait to see what she has that week for them.”
  • Helping people who are disruptors. These, she says, are the people with the ideas that can help you change and transform. One example she shared: a surgeon who wanted to put health kiosks in churches in the Detroit community.  Doing so has been a hugely successful way to help people learn about health and wellness.
  • Hiring people in with non-traditional backgrounds to help you see things in new and different ways. “This is essential,” Nancy stressed. One example: she hired Gerard van Grinsven, a long time Ritz Carlton executive to be CEO of the new Henry Ford West Bloomfield Hospital, even though Bernard had no health care experience. His “otherness” has been a significant reason the new hospital has been so successful in its ambitious goals. (Here’s a link to a video of Gerard sharing his story about going from high-end hotels to opening a hospital.
  • Bringing together different thinkers. Creative ideas happen at the intersections, said Nancy. Bringing different thinkers together across silos creates better ideas faster.

Hearing her talk I was reminding of the wonderful poem by Kaylin Haught, “God Says Yes To Me.”  Imagine if CEOs said yes, yes, yes to more of their employees, especially the disruptive corporate rebels?

Not only would organizations be able to innovate and change more quickly, a wonderful sense of joy would permeate the workplace — even in high-stress environments in struggling urban areas, like the Henry Ford Health System in Detroit.

 

Filed Under: Activating change, Corporate Rebels, Innovation, Leadership, Organizational change, Smart company stories Tagged With: , , , ,

The appearance of diversity vs. the impact of diversity

September 10, 2012 By Leave a Comment

Carmen Medina and I are on a mission to help rebels in the workforce be more successful. We believe these outsider thinkers inside big organizations have the answers leaders need to adapt, grow, thrive, even survive. As part of our journey into helping rebels we’ve been asking ourselves all kinds of questions to understand why leaders don’t listen more to rebels. Yesterday Carmen posted about her recent epiphany on Rebels at Work. Here’s her “aha” about diversity initiatives and rebels.

___________________________________________________

As most of you know, I served for 32 years at the Central Intelligence Agency. During my last ten years there, I would attend recruiting and outreach events where I would answer questions about my career at the Agency. Given who I am, I was often asked this question: “Could you talk about what it was like being a woman and a minority at the Agency?” And I always gave the same answer: “Actually, neither of those was as much of an issue for me as just being a different thinker. Somehow I often saw things differently from everyone else.”

I was recalling this last week when I was thinking about what I might say at a couple of events I’ve been invited to speak at associated with Hispanic Heritage Month, which starts this coming week. (It’s actually not a month, but a 30-day period from 15 September to 15 October.) And as I said out loud the previous paragraph, it came to me like the most gigantic “DUH” moment you can imagine. POW! A giant fist bopped me on the  head.

I had gotten it exactly backwards. It wasn’t that being a different thinker was more of a career issue than being a woman or a minority. I was a different thinker in large part BECAUSE I was a woman and a Latina.

 

Q. You mean that it took you until one month before your 58th Birthday to figure that out!!

A. Sadly, yes.

Many sincere attempts to diversify organizations fail because the organization’s leadership does not appreciate that any significant diversity effort is in fact an organizational change effort. It could very well end up being transformational for the company.

When different types of people enter the workforce–women, minorities–many actually become default Rebels at Work, although they often are not aware of their dual identities. People with different backgrounds should bring different perspectives and ideas with them. (Although truth be told, many learn as early as high school to stop volunteering their different ideas when they realize they are not welcomed.) And yet you often hear leaders say: “It’s a shame about so-and-so. Some interesting ideas but he doesn’t quite know how to fit in.” or “You have great potential but you need to learn to be more corporate.”

And that’s how diversity initiatives degrade and become more about the Appearance of Diversity than about the Impact of Diversity.

The organization has made space for people who are different but no space for their different ideas. Helping Rebels be more effective at work is in fact a diversity initiative. And increasing the Impact of Diversity on an organization is in fact a Rebel initiative.

Filed Under: Activating change, Corporate Rebels, Organizational change Tagged With: , , , ,

Making things

September 3, 2012 By 2 Comments

If we made more things would we be happier?

In my research this summer professional people talked of how miserable they are at work,  working harder than ever but not seeming to get anywhere.  With no markers to show progress or few ways to show “completed” projects they feel demoralized, tired and uninspired at the very time we need more creative ways forward.

Is this why more people are painting, making videos, self-publishing, designing jewelry, refinishing old furniture, restoring cars, rebuilding playgrounds, staging community theater, using Pinterest, gardening, taking on home improvement projects themselves?  The feeling of starting something and then having something to show for our work can be so fulfilling.

I found myself recently ogling sewing machines, longing for my teenage days when I would save up money to buy a great Vogue pattern, beautiful fabric and special funky buttons, and then sew, sew, sew, creating something uniquely mine.  When I put on that new dress it was a sense of accomplishment, creativity.

I felt the same way when  I started writing articles for the local newspaper when I was a teenager.  I loved the making of an article — the research, the interviews, the writing, the editing — and then seeing the final finished product in my hands.

Psychology research has found that using our hands to make things decreases stress and relieves anxiety. It has also found that “purposeful creative or practical endeavors” leads to joyful, creative thought.

“When you make something you feel productive, but the engagement and exploration involved in the doing can move your mind and elevate your mood,” explains Dr. Carrie Barron in a Psychology Today article, “Creativity, Happiness and Your Own Two Hands.”

I suppose more of us could make things in our free time, something I’m going to try to do.

As for work, I feel that we have to work harder at giving people a sense of accomplishment.  Does anyone really have an inkling of  “joyful” accomplishment during annual performance reviews, the time when we’re supposed to be able to review accomplishment and plan what’s next? Nope.

Nor do most have any way of feeling like they’re making progress.  Knowledge workers especially face unending  tasks towards elusive fuzzy goals.  We have  big visuals to show how much has been raised to reach the United Way goal, but no way to see how our team or organization is progressing.

Setting the right goals and ways to measure progress is difficult.  This is why so few exist. It takes smart, committed leaders to set those and keep people focused on them.   The focus part is most important. Too often our organizational plans  are  long, long lists of unending priorities.  Employees feel like rats on a treadmill, going faster and faster and not making progress.

  • What if we could make more work a series of doable projects where people could create a finished project in less than three months or less?
  • What if we restored a “making things” mentality to work, rather than a “meeting about things”?
  • What if more people were makers vs. implementers?
  • What if more people had a sense of joyful accomplishment at work?

Let’s try.  I think it might be easier than sewing.

 

 

Filed Under: Leadership, Organizational change Tagged With: , ,

Healthy corporate cultures

July 10, 2012 By 1 Comment

I’ve been researching healthy corporate cultures lately and had the opportunity to interview  Jennifer King, a human resources analyst at Software Advice who regularly blogs about HR trends, best practices and technology.

What are the three to five attributes of a healthy corporate culture?
This looks different for every organization, but I think three of the biggest attributes are open communication, transparency and recognition.

Why do company cultures become unhealthy?
I think there are a few ways cultures run the risk of becoming unhealthy. First, rapid company growth can be a big factor. As companies grow and more employees, different personalities and cultural work experiences enter the mix, culture needs to be actively managed. Second, reorganizations or transitional periods can be cause for an unhealthy culture. New organizational leadership is another reason. All three represent scenarios in which company leaders need to be proactive about defending their culture.

What three things can improve a company culture?
Every company is different, and the cultures are different. So what works for one company may not work for another. But generally, I think making culture management part or all of someone’s job within your company is a great way to show your employees that you’re serious about it. It’s a task that can easily fall by the wayside, but it’s too important.

Take Impact Advisors, for example. The company founders knew they wanted to sustain the unique culture they’d already built. But if they wanted to be successful and meet their goals, they needed need someone to inspire new thoughts to grow their culture. They hired Michael Nutter as its Director of Firm Culture and Associate Satisfaction to help sustain the company’s culture and low turnover rate as the workforce continued to grow.

A culture liaison should be someone employees can trust and consult regarding workplace issues. Open communication is key to improving company culture. A culture chief or liaison serves as the eyes and ears of the organization. He or she should be able to connect with employees on an emotional level, and then bring up tough conversations with management or leadership as needed.

The third way a company can improve its culture is by adopting an engagement or recognition program.

Why are companies creating the position of Culture Chief? What is a Culture Chief expected to accomplish?
We’re seeing this role pop up more and more as it applies to employee engagement levels. According to the Winter 2012 SHRM/Globoforce employee recognition survey, 90% of respondents identified culture management as an important or very important challenge for their organization. To help address this, a growing number of companies are hiring “culture chiefs,” or adding culture management responsibilities to other roles throughout the company.

What is the one most pervasive myth about corporate culture?
I think a huge myth around corporate culture is that it only takes one person to manage it. Yes, we’ve been talking about the singular role of “culture chief,” but the reality is this person can only do so much to inspire and grow a company’s culture. The main goal of this person’s job is really to empower managers and employees to practice culture on their own everyday. Culture management ends up being everyone’s job, from the high-level executives all the way down to the newest hires.

Filed Under: Organizational change Tagged With: , ,
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