Posts Tagged ‘Self’
Express Your Leadership Despite the Obstacles
Some time ago I had written an article on claiming your leadership. I suppose this article could be a follow-up to that after some recent, disheartening, personal observations.
We talk about things like distributed leadership, a person-centered, authoritative approach, leading from the ground up, building solid teams and trusting your people – and many other best practice leadership buzzwords and concepts. In short, we know what works. We know which types of leadership strategies and habits are effective and which should have died a long time ago.
And the leadership paradigm certainly has changed on the whole – but examples of archaic leadership unfortunately persist: little to no communication from the top down, a heavy-handed approach with little recognition, expecting more out of people to compensate for low morale… you get the point. And although I continue to see this quite regularly in certain pockets, I’m always still a little surprised by it.
Being a “solo player” myself, I’m not in a formal leadership position: and I know it’s easy to cast stones until you walk in someone’s shoes (excuse the clichés). I’m not assuming by any stretch that I would do a better job in a formal leadership position; but as an objective observer I still find it very perplexing and frustrating.
As a coach I see that these types of leadership behaviours make things very difficult for the players behind the scenes.
But leadership takes many forms, and it has to come from all levels. If it’s important that you do so, express your own leadership wherever you can and wherever you are. Don’t let the obstacles in your environment – wherever they’re coming from – stop you from doing what you know needs to be done. You probably have more impact than you know; despite the fact that it often goes unrecognized.
Change happens because certain people see what needs to be done, and they persevere. If your environment is working against you, do your thing anyway if you know its right. It’s often the leaders behind the scene, interspersed throughout the system – formal title or not – who change paradigms and improve lives.
Hmmm…
I had decided to reach out to more people by sharing my thoughts and writing some articles; and after doing it for some time now I’d certainly recommend it. Putting up a quick blog with WordPress is both free and easy, and we all have something to say. We all have our stories and ideas, and there certainly are people who want to hear them.
So I’m encouraging everybody reading this to do it as well! I for one would love to hear what’s on your mind!
Funny thing, though: I’m not very tech-savvy at all, and I just realized now that there have been many replies posted to my articles. The challenge for me now is to figure them out: I’m not sure what’s for real, and what’s spam! (I’ll admit that I’m rather naive with all this as well 
So if you’ve posted an honest response and I haven’t seen it until now, I apologize! And if you’ve posted an honest response and it got directed to the spam folder, then I apologize for that as well! And if some of the remaining comments are simply spam, then oh well. Live and learn 
Get Discouraged!
I was following up on a warm business lead the other day, to which I experienced an unexpected emotional and physical reaction. The woman on the other end thanked me for contacting her, but then concluded with, “We already have what we need, so please remove us from your distribution list.”
When I heard this message I immediately got a bit of a knot in my stomach. For a brief moment I felt a little fearful, uncertain, and angry – both with her and with myself. Granted, all these thoughts and feelings were fleeting and not very intense; but they were there. In short, I felt discouraged.
Discouragement is the result of all those little thoughts, fears, and assumptions that add up to a real sense of emotional and physical discomfort. For some it’s debilitating: stopping them in their own tracks out of habit; while others keep moving on immediately as if it never happened. In both cases they fail to actively identify and challenge the maladaptive thoughts and fears that feed it.
As I analyzed the thoughts that fuelled my own reactions to that comment, I experienced many things that popped up in quick succession: I felt embarrassed for contacting her and I doubted my ability to be successful. I felt that she was being intentionally short-sited and spiteful. I assumed that I might never get the volume of work I want; which led to a worry of driving my family to the poor-house.
But once I identified all this I was able to see how inaccurate and exaggerated it was. I was then able to re-calibrate, let it go, and get on with my day.
We’re told all the time to not get discouraged. What that means, obviously, is to not give up when we feel defeated. And we shouldn’t give up – but we should also remember that feeling defeated, and scared, and insecure are all natural human reactions. If we deny the experience of discouragement, either by letting it stop us in our tracks or by ignoring its existence, we rob ourselves of the opportunity to self-reflect and self-correct. We either don’t move at all, or we risk moving forward in a maladaptive way.
All feelings serve a purpose. Our physical or emotional reactions are rich with data that we can use to adapt, adjust, and evolve. We can identify the thoughts and assumptions that feed the experience of discouragement, and hold them up to examination. We can then replace the faulty ones with more realistic and/or energizing ones; and then resolve to act more purposefully.
Picking ourselves up and moving forward after acknowledging our discouragement also teaches us just how far our resiliency can be stretched. So we shouldn’t discourage discouragement: we should embrace it and use it as the powerful tool it is.
Persuading Others To Help
Good leaders in any capacity, whether managers at work or parents at home, need help from others. They need the right people to take on the right tasks – the tasks for which they don’t possess the right amount of knowledge, skill, or time to do themselves; or the tasks that others should be doing for their own learning and growth.
But how do we get others to help?
People usually want to help because of who it is that’s requesting the help: if you’re an authoritative, person-centered type of leader, then getting people behind you probably isn’t a difficult task most of the time. But sometimes it’s not enough. You can also rely on the basic but time-tested behavioural principles of reward and punishment – but sometimes, despite our best efforts, the external consequences we apply still aren’t quite worth the effort of completing the task.
Thankfully the field of social psychology offers some additional tools in its principles of persuasion and helping behaviour:
When asking for help its important initially to be viewed as credible and likeable. This is definitely something to pay close attention to – but it will also only take you so far unless there are better reasons for continuing to help. Similarly, you’ll also need to go beyond the important but limited behavioural principles of reward and punishment; you’ll need to enable a wider perspective of cost versus benefit by presenting a strong argument for why the person should help.
Your argument should be long enough to include all the necessary details of, and reasons for, your request (make no assumptions and leave no room for misinterpretation), but short enough to keep the other’s attention and interest. The points in your argument need to be consistent, realistic, and personally relevant for the other person. They should evoke positive emotions, and appeal to his or her sense of moral reasoning and empathy. Finally, you should encourage the other person to think critically about your argument (and debate you on it if appropriate).
The other factors to keep in mind when planning your request are the timing of the delivery (it’s helpful if there’s a concurrent or precipitating event that makes the action more important, meaningful, or urgent); the mood your audience is in; their unique personality traits; and whether they would perceive the action as being socially acceptable through the eyes of their peers.
The next time you have a request that you know will take a little more work to gain compliance, try writing out a solid argument. Make a checklist of all the points raised above, and try to include as many of them as you can. Try to anticipate the objections that might arise to your request and argument, and develop answers to these using the same principles. Practice your argument well, and try to deliver your request at the most appropriate time and place.
Always Question Your Leadership
There are many different styles of leadership with varying degrees of effectiveness. A people-centered approach is probably best in general; but only if partnered with sound knowledge and skill, and delivered in an authoritative style (a strong focus on relationship with the ability to appropriately set limits and apply corrective action).
I’m currently coaching someone I consider to be one of the best leaders with whom I’ve had the pleasure to work. I don’t know if she actually knows that she’s as good as she is: she’s relatively new to her position and has lots of questions and doubts about her style. But this type of questioning is common and expected for a new leader, and I fully expect her confidence to rise steadily with experience. I also sincerely hope, though, that she never loses the habit of self-reflection.
I’ve always had the impression that this woman is a strong leader, despite some of her doubts in specific areas. It was when I reviewed the 360 degree feedback from her team, though, that I realized how much of a star she really is. She has mastered that difficult balance between people skills and technical skill; between relationship development and task orientation. She is truly an authoritative leader who knows what she’s doing.
On the contrary, I’m also aware of leaders who appear oblivious to the fact that they’re not particularly great at the people side of things. They may be good at the technical aspects of their jobs, but they tend to rub others the wrong way. They are often closed to others’ ideas and they have difficulty sharing credit.
I think this happens for different reasons: they might be aware of their shortcomings but don’t particularly care; they may be aware of their shortcomings but don’t have the skills to change; or they might actually believe this style is effective. My guess, also, is that these types of leaders are often (but not always) masking a deeper sense of insecurity with an authoritarian style of interaction. Regardless of the reasons for the authoritarian style of leadership, it’s clear that these leaders don’t – at least actively and openly – question their leadership.
We might not all possess the leadership finesse of my client, but we can always continue to grow when we’re willing to engage in honest self-reflection. I believe that my client is a natural leader to a great degree – but I also believe that she’s as strong as she is because she questions herself.
It becomes increasingly difficult to question ourselves as our confidence and competence grows: self-reflection is often done in response to self-doubt and fear of failure. But to be effective leaders we need to reclaim and hold the assumption that we can always be better.
The Christmas Dichotomy
During the last few weeks I’ve spoken with both Christmas-lovers and Christmas-haters; which has caused me to reflect on the dichotomy of the season.
On the one hand we’re taught that Christmas is a time to spread joy and share with others. It’s a reason to spend quality time with loved ones, and to take a time-out from the routine of everyday life. Christmas is a time to engage with the comforts of tradition; whether celebrating the birth of a baby in a manger or the arrival of a jolly soul in a red suit.
For many, though, the other side isn’t as nice. For one, it’s a very busy time of year when they really just want to relax. The pressures of getting the right gifts, fighting the crowds to do so, and the demands on their time with family commitments can be overwhelming.
And then there are the problems many of us see on a larger scale: the billions of dollars we spend as a nation on the things we don’t need, and the real unhappiness this season actually brings to many. We go beyond our financial means to feed the machine that produces the goods designed to keep us distracted and entertained – with the empty promises of filling all our spiritual and emotional voids. The things we consume in alarming quantities at Christmas are largely produced at the earth’s expense; assembled by the unseen others who aspire to reach the level of material comfort we enjoy via the lottery of birth. We fear that our children are becoming greedy as they’re relentlessly marketed to in every TV commercial and storefront window; and we spend all this money while millions continue to starve worldwide.
But then, again, we put all this aside and return to the comforts of our own existence. We delight in the smiles on our children’s faces as they unwrap their gifts on Christmas morning. We catch up with old friends, sing some carols, enjoy a hearty meal with all the trimmings, and give thanks for our blessings.
Given these dichotomies, its little wonder that the holiday season is so stress-provoking for many.
It’s important to focus on the things we can control versus the things we can’t. To maintain a healthy and helpful perspective, it’s a good idea to be aware of both sides of a coin – and to understand that dichotomies can and do exist. We can experience things like joy, excitement, stress, and injustice simultaneously; but we need to do so consciously: focusing on what’s good about the season while acknowledging those things that cause our dissonance. By doing so we can deliberately choose our actions: engaging fully in the things that feed our spirit, and doing what we can to help remediate the rest.
Spell It Out
People need to be explained things in enough detail. Even if parts of the message feel to you like common sense, flesh out the details anyway just to make sure. If in doubt, spell it out.
Things seem to show up as themes in my life, and this is a theme I’ve noticed recently. A couple of incidents over the past few weeks highlighted the fact that I tend to do a lot of assuming. And you know what they say about assuming…
To share just one example, I had recently put together a new product for a small business I run, and after rolling it all out I got some feedback that the instructions weren’t detailed enough. I didn’t bother to test it first, which was a big mistake. I assumed that the directions were simple and straightforward, and it turned out that that might only have been true in my own mind.
I was reminded that we all have our own experiences and filters, and I realized that I had put the directions together from my own understanding. I omitted the parts I already knew, which seemed obvious to me, without taking into consideration that others might not share the same knowledge.
So the point I learned is that it takes a degree of objectivity to ensure that the right information is included in ones’ message. What might seem trite or obvious to one is critical information to another. We need to plan our messages well, and think of what information is needed for someone else to be able to seamlessly execute our vision. Whether we’re speaking to our employees, or to our children, or to anyone else we may be delegating to, we need to be clear. And clarity involves the right amount of detail.
(And, of course, one can also include too much detail. Too much repetition, or the inclusion of irrelevant detail, can also lose your audience).
So one great way to ensure that we have the right amount of detail is to solicit feedback about our message. People often won’t ask for more detail or clarification if they perceive our assumption that ‘this is common sense’. It always helps to ask, “To help me ensure this is clear, can you tell me in your own words what you’ve just read or heard?” and “What else do you need to know about this?”
The Structure of Accountability
I’m the first to admit that I’m not a natural-born writer. The words don’t always come easily, and I sometimes don’t know exactly what it is I’m trying to say. So why am I writing this article? It’s primarily because I want to: I do have things to say, and I do want to share them with others. I’ve also decided that writing articles is good for my business because it helps to keep me in front of potential clients and customers.
But because my love of writing is not as strong as I wish it was, I don’t typically jump all over the chance to sit at the keyboard for a half-hour trying to think of what to say. So despite all the great motivations I have for writing this article, there is another reason it’s actually getting done: it’s because I’m accountable to someone besides myself to do it.
I made a commitment to my friend, Mark, that I would write an article once a month for his online newspaper. This has proven to be a win-win situation: Mark gets content for his paper, and I have a structure that helps me to do something I want to do (but doesn’t carry the inherent reward-power to allow me do it on my own).
If left to my own devices I probably would write regularly for a few months, then it might become more sporadic, then it might dwindle down to nothing at all. But because of my commitment to Mark I’m sitting here now writing this article. And I’m glad I am: I’ll get to experience a sense of accomplishment, and I’ll get to continue to share my thoughts with others, as well as continue to keep my name out there.
So I know that accountability is a powerful structure when one wants to get things done. It’s also free and easy, and can help with a host of behaviours.
A friend of mine, to give another example, has had a hard time quitting smoking. He’d tried it many times and always started up again. But when he was truly ready to quit, he shared his intention with his children. He knew, as hard as it would be, that once he had told his kids and got their hopes up he would never light up again. And he didn’t. He was truly ready to quit, but didn’t feel he could quite do it on his own. He was wise enough to leverage the structure of accountability.
What have you been putting off that you know you want or need to do? What self-motivation strategies do you employ? Could you also leverage the structure of accountability? Could you offer to be the one that others could be accountable to?
Mindfulness for Stress Reduction and Better Sleep
There seems to be a lot written about mindfulness lately, and so I’ve sort of steered away from the topic. But I was reminded again recently about how important a topic it really is: how one simple practice can make such a difference to one’s well-being.
I have a friend who has been having trouble sleeping due to stress and ruminating at night, and when I had suggested mindfulness mediation her response reminded me how many people tend to see this practice as new-age ‘hocus pocus’. The fact is, though, that this practice has been used for thousands of years; long before the western ‘new-agers’ ever got ahold of it.
Mindfulness is a simple concept; although not always easy to employ. It simply means (according to at least one definition) just being here right now. Non-judgmentally being with this moment. And this moment. And this moment…
Our bodies do not easily differentiate fantasy from reality, so when we’re ruminating about the days’ events or about what’s going to play out tomorrow, or bodies respond as if the mental scenario we’re playing out is really happening. The body then goes into its stress response and we can’t sleep. Or digest well. Or relax. Or think clearly.
So during the day it helps to remind ourselves to just be right here right now. If we take a moment, use the breath as an anchor to just be really present (just observing the breath going all the way in and all the way out, without trying to control it in any way), we realize that literally nothing is really going on at this particular moment: the stress we feel is purely a manifestation of what’s going on in our head at that moment.
There are many ways to cultivate mindfulness in daily life (and it does take ongoing practice), but I won’t get into them for the purposes of this article. I will, however, go back to the topic of sleep and share a mindfulness-based exercise for calming the mind at night (when ordinary problems appear much bigger), so that we can get the rest and repair we need.
I had been giving a workshop sometime ago about sleep, when one of the participants shared a great strategy. It’s something I continue to use regularly, and I wish I knew who he was so that I could give him proper credit. He did not call it mindfulness meditation, but as he explained the simple technique I knew that that was exactly what it was:
The next time you have a hard time sleeping, particularly because you’re ruminating, the first rule is to remember that just by lying there you’re getting most of the metabolic rest you need. So don’t stress about trying to sleep. Don’t even try to sleep – that only makes things worse. Rather, try slowly and persistently saying ‘Goodnight’ to every little piece of your body: “Goodnight toes. Goodnight balls of the feet. Good night tops of the feet. Goodnight ankles. Goodnight calf muscles…” You get the picture. And when you start to drift off or wander, force yourself to continue with the exercise.
This exercise may sound silly, but it’s very powerful in its simplicity. What you’re doing is automatically relaxing every part of your body simply by focusing on it. And when the body is relaxed, rest comes more easily. The other thing you’re doing – and this is where the mindfulness comes in – is stilling the mind. When you’re focused on each part of your body, you’re not thinking about the day or about what’s in store tomorrow. And when the mind is calm, rest comes more easily.
So if you find yourself stressed from time to time (as we all do), try cultivating more mindfulness during the day: just stop and be present with whatever you’re doing, so that you can make clearer choices. And if you find yourself carrying it with you to bed, try this simple exercise before reaching for the sleeping pills or the bottle of wine!
Mini-Vacations to Relieve Stress
Last night I was walking home from the tanning salon listening to Billy Joel’s “Glass Houses” on my iPod, and I felt really, really good: both mentally and physically. I actually felt like I do when I’m on vacation; if only for a brief moment in an otherwise hectic week. I felt as though ten minutes in a tanning bed and a twenty minute walk had completely reset my system. For that moment I was devoid of any stress, and I was filled with total relaxation and endorphin-induced bliss and calm – sort of like I feel when I’m laying in a cot somewhere on a beach in Mexico.
The purpose of this article is not to debate the merits and risks of artificial tanning (I’m doing it to help correct an apparent Vitamin D deficiency), but rather to highlight the benefits of ‘mini-vacations’ – whatever form that takes for you (likewise, this article isn’t a plug for Billy Joel: I just happen to think that Glass Houses is a great album, and it always succeeds in taking me out of my head for awhile!)
I thought about these mini-vacations, and how I don’t do this often enough. I have a habit of waiting for the ‘right time’ to engage in self-care, and I tend to view a break as something that needs to cost money and time. But stress relief isn’t a luxury, it’s a necessity. And it can be done for free and in small increments.
I also came to realize that I don’t always know I’m stressed until I’m not any more – and that it’s a good idea to be proactive instead of reactive. When stress starts to show up physically, it’s gone too far: when you start to experience things like gastrointestinal problems, tension headaches, and problems sleeping, you haven’t really been listening to your body up to that point.
So a good way to combat stress is to be proactive with our health by taking these ‘mini-vacations’. For me that might be a ten-minute tan and a walk with Billy Joel. But a mini-vacation can take a million forms (and of course a mental health breaks should be longer than a half hour, but sometimes it’s all we can afford).
What do you do to be proactive with your stress? Do you take regular time off? Do you practice good time management? Do you stay active and engaged with your passions? Do you get enough sleep, eat well, and meditate? Could you make it a point to take regular mini-vacations?