Joshua Freedman, author, Master Certified Coach (ICF), and the CEO and co-founder of Six Seconds, the global community for EQ, shared this article as a companion to his podcast, The Human Energy Crisis at Work.
The brutal fact: People are disengaging because companies are failing their people. We’re in a time of profound complexity and chaos, and it seems this mess IS the ‘new normal.’ It’s a test, and few companies are passing it
If half of your people are burned out, how well will your business handle the next stress? The data is clear. In global studies from Microsoft, Six Seconds, Deloitte, and Gallup, research says “employees are struggling.”
As David Minze puts it, one of the most essential steps is for leaders to confront reality – the signs are there, but leaders are ignoring them: “Laziness, apathy, and dissidence are merely symptoms of bigger problems that can affect employee performance. And by the time many of those symptoms surface, remediation to improve employee engagement might be impossible.”
Do you want people to follow you out of fear — or trust?
The human brain is Not a Fan of uncertainty; we treat it as danger – and one of the most common reactions is attempting to control. You can see it as some senior leaders create ‘back to work’ mandates or call for ‘get back to the grind.’ And that reactive, controlling stance is a recipe for failure that comes from a common confusion:
Motivation and compliance are not the same thing.
Motivation is driven by trust, purpose, commitment, belonging and growth. The fire is on the inside.
Compliance is driven by fear. The fire is on the outside.
Motivation is relational. Compliance is transactional. Motivation is about engaged people going beyond. Compliance is about doing the minimum.
The lack of engagement is exacerbated by larger trends – for example, around the world, people are more lonely and isolated. That isolation is significantly worse for younger people, amplifying issues of generational differences in the workplace, and impairing future success.
The focus on compliance, the lack of purpose and connection, and weak management, are all rooted in poor emotional intelligence, and it’s costing businesses billions of dollars.
How to solve the “human energy crisis”
Get your head out of the sand. The first step, according to Jeff Kinsley – America’s Director for EQ Biz, and former senior HR Director for LAC at FedEx, is to stop denying the problem. “Companies are pushing themselves to the point of no return by not engaging themselves to, at the minimum, do a temperature check on their people.”
Kathleen Hogan, Microsoft’s Chief People Officer, says to ask better questions: Instead of asking “How are you,” ask questions that get to the essence of energy, such as, “Do you feel like you are doing meaningful work?”
In Six Seconds’ research on high-performing teams, we found three simple, powerful, renewal sources of human energy at work – which we can measure in minutes… and it’s all about emotion:
Teams that experience more joy at work are 10x more likely to be high achieving.
Scores on trust predict over 70% in variation of performance outcomes.
And teams that celebrate both success and failure are 25x as likely to have long-term success.
Some readers will say, “That’s too touchy-feely,” but maybe it’s time to rethink that bias. After all, it’s what’s led us to the state where less than 2 in 10 employees are engaged…maybe it’s time to stop pretending people are just rational – and get smarter about feelings at work.
ABOUT THE AUTHOR:
Joshua is the author of five books, articles, case studies, and psychometric assessments related to emotional intelligence (EQ). He’s a Master Certified Coach (ICF) and the CEO and co-founder of Six Seconds, the global community for EQ. Six Seconds is the world’s first & largest network of emotional intelligence practitioners and researchers, with 25 offices globally. As a consultant, facilitator, or coach, Joshua’s clients include FedEx, Intel, Etihad Airways, Amazon, Microsoft, the UN, and all branches of the US armed services. Joshua co-developed Six Seconds’ EQ Certification Training which he has delivered on five continents as a master trainer to thousands of professionals seeking practical tools for learning and teaching emotional intelligence.
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https://www.innovativeleadershipinstitute.com/wp-content/uploads/2023/08/42518728_m_normal_none-1.jpg16722508Jenna Reikhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngJenna Reik2023-08-04 15:07:492024-02-27 22:10:52The Human Energy Crisis at Work: The Impact of EQ
Christoph Hinske, associate professor at SAXION University of Applied Sciences, with contributions from Tom Grote, Chief Catalyst at Edge Innovation Hub, shared their insights in the podcast. Applying Innovative Leadership Concepts and the following article that illustrates the concepts.
Link to the entire interview:
Making high-quality decisions in complex situations requires more than just knowing the conducive or inhibitive factors defining the probabilities of our success. Instead, riding the complexity wave asks us to understand how these factors interrelate, form dynamics and how our fundamental emotions and belief systems influence our decisions.
Taking on this responsibility is challenging since few tools exist that combine strategic decision-making in complex situations with emotional intelligence, business ecosystem thinking, and system dynamics.
The Ecosystem Decision-Making Radar (the Radar) is about to change just that. It intends to help you and your organization build your emotional intelligence by mapping out the consequences (both good and bad) of how you choose to respond in complex situations. To map out and learn from our decisions strategically, we must know our individual and organizational values, superpower, and core identity. Unfortunately, many do not take this step as they lack the tools to correlate it to their performance. Yet, we believe this step to be essential, and without it, we are just fumbling in the dark.
Consequently, my colleagues and I tried to build a robust leadership tool that combines emotional intelligence with systems thinking, system dynamics, and strategy. It intends to increase the performance of you, your organization, and your stakeholder relationships alike.
An observation I did when activating entrepreneurial ecosystems
In 100% of my projects on activating entrepreneurial ecosystems, leadership struggles to see the consequences of individuals’ emotionally impaired responses individuals on their own, their organizations’, and stakeholders’ success.
This phenomenon leads to an average of €140,000 extra costs, considering that the medium time spent solving the resulting frictions, redundancies, silo structures, and stress is about 40% per process step, essentially squeezing business models to death.
Each actor in the Entrepreneurial ecosystem loses roundabout 40% of potential new revenues due to the vanishing of possibilities, thus, increasing the probability of becoming obsolete.
These well-intended economic development measures lose approximately 60% of the highly engaged and loyal leaders, resulting in up to 100% of brand value destruction for the project owners.
A decision I made, to stop contributing to the destruction of value I do not own
Being a passionate action researcher and “pracademic”, I decided not to accept these devastating outcomes anymore. Mainly, I stopped taking three fundamental beliefs for granted, helping me to develop the Ecosystem Decision-Making Radar:
Wrong assumption #1: People can choose to be emotional or not, and emotions are threatening success in professional meetings; aka “He should stop being so emotional, he kills our performance!”
Wrong assumption #2: The relation between primary emotional states and resource performance in complex entrepreneurial ecosystems is hard to map and measure.
Wrong assumption #3: Decision-makers refuse to consider the behavioral impacts of unreflected emotional states on their processes and outcomes.
Helping leaders overcome these assumptions is even more critical as advances and access to technology imply that our context moves ever faster. Consequently, the opportunity costs of not using a systemic approach to decision-making are growing exponentially.
A tool I developed to support leaders to navigate their complexity
I started to study the effect of our primary emotional states and how these affect our behaviors and decisions. During several months of trial and error, I related my observations to insights offered in such articles as those referenced at the end of the post.
A tool started to emerge. I called it “The Ecosystem Decision-Making Radar” or just The Radar. This tool begins from a few basic assumptions:
Humans are always in one of eight primary emotional states if we want or not.
For a short moment, we are victims of this emotion, and that is fine!
Our ability to identify our states and define their impact on our behaviors is a conscious choice.
Naming, mapping, and reflecting our behaviors help us grow as leaders and positively contribute to our organizations’ and entrepreneurial ecosystem’s success.
One day during a coaching session, my client, a director of one of the largest, oldest, and most well-known nature conservation groups in Germany, helped me see the game changer!
We were mapping his behavioral response to an emotional state during a video conference with a minister of state. He suddenly stopped talking, looked at me in amazement, and held his coffee mug in front of the camera. On the cup, it stated: “There is a space between stimulus and reaction. In this space lies our power to choose our response. Our development and our freedom lie in our reactions.” — Viktor Emil Frankl.
Now, it is essential to know that Viktor Frankl was an Austrian neurologist, psychiatrist, philosopher, author, and Holocaust survivor; * March 26, 1905; † September 2, 1997.
My coachee explained to me that the Radar helps him live the phrase. It empowers him to take responsibility for his intrinsic intentions (aka SuperPower or Core Identity) by acting out his core values. In later sessions with him and others, I figured out that the Radar creates awareness of the primary emotional states, enabling leaders to produce intended results by performing appropriate behaviors/actions rooted in their fundamental values. This transparency and heightened awareness of the impact their “inner systems” have on the world around them helps them act much more consciously in their stakeholder relationships, allowing them to co-create value with much more efficiency. We started to observe that he drastically reduced most of the costs stated at the beginning of the article just after a few sessions.
How the tool can help you become a better leader in complex entrepreneurial ecosystems
In the situation mapped out in the image below, the process helped my coachee identify patterns of behavior that benefit his and his organizations and stakeholders’ success.
Figure 1: The causal relationships between the elements in this Mental Model use the approach of Causal Loop Diagramming. For further information on more identified patterns and how to read and develop such simple yet powerful system models, please get in touch with c.hinske@saxion.nl
A simple rundown of how to read and build a model
Core Values Flywheel: If activated, it nourishes our SuperPower and Core Identity, causing positive emotions. If hampered from turning, it causes negative emotions.
Core Identity and Superpower: It is the emerging pattern happening when our core values flywheel is turning.
Primary emotional states: There are 4 to 8 primary emotions. We map secondary emotions in the outer circles of the model. Primary emotions form a filter shaping our behaviors.
Decision-Making Space: It is the moment shortly after an emotional response but before our behavioral response. In this instant, we have the power to choose. Before, it’s too early as our primary emotion directs us. Afterward, it’s too late since our behaviors already shaped the situation. See also the quote by Viktor Frankl.
Behaviors/Activities: We execute conscious or unconscious behaviors and actions in a given situation after experiencing a primary emotion.
Results: The contribution we make to our organizations and our stakeholder’s performance in a given situation. The quality of the results defines resource performance and opportunity costs.
Factors: Aspects that happen or that one does, together with their causal relationships (arrows), form a system.
Blue arrows: the more of A, the more of B, or the less of A, the less of B (S = same directional development)
Red arrows: the more of A, the less of B, or the less of A, the more of B (O = opposite directional development)
In the case of my coachee, it showed him that responding to his primary emotion of anger with devaluating his opponent, leaving the video conference; he fled into a wrong belief of being authentic. He started to understand that a behavioral response, which he was initially proud of, undermined his long-term success of being a trusted, reliable leader since he increased political polarization.
Our next step aims to identify more systemic patterns and archetypal behaviors to develop hands-on tools for leaders acting in complex stakeholder systems. We want to understand how unreflected emotional states threaten the activation and stable functioning of entrepreneurial ecosystems mentioned at the beginning of my blog post. Solving this leadership challenge will make a major contribution in solving current and future transformation processes (e.g. energy systems, circular economy, digitalization).
My coachee’s outcomes and next steps
He is starting to use the Radar with all his teams, integrating the models to understand his organizations’ SuperPower, core values, opportunity spaces, and efficiency gains. His next step is to do the same for the stakeholder landscape of his organization, allowing him to identify growth and lobby strategies that serve them and the greater good at the same time.
He learned:
He cannot choose to be emotional or not and that this is perfectly fine.
Emotions only threaten his success as a system leader if he does not name them. Naming them increases the odds to respond appropriately, taking over responsibility for the outcomes he creates.
He now actively manages the relationship between his primary emotional states and the resource performance in his complex actor ecosystem.
Further reading:
Anuwa-Amarh, E., & Hinske, C. (2020, June 1).Thought Leaders – Compelling new writing about the Sustainable Development Goals by leading experts. Retrieved from https://www.taylorfrancis.com/sdgo/about/leading-thoughts?context=sdgo.
Beehner, C. G. (2019). System Leadership for Sustainability. Routledge.
Duhigg, C. (2014). The Power of Habit – Why we do what we do in life and business.
Fredin, S., & Lidén, A. (2020). Entrepreneurial Ecosystems: towards a systemic approach to entrepreneurship?.Danish Journal of Geography, 120(2), 87–97. Routledge | Taylor&Francis
Hawkins, P., & Turner, E. (2019). Systemic Coaching. Routledge.
Hüther, G. (2006). The Compassionate Brain – How empathy creates intelligence. Shambhala Publications.
Kegan, R., & Lahey, L. L. (2009).Immunity to Change – How to Overcome it and Unlock the Potential in Yourself and Your Organization. Harvard Business Press.
Wheatley, M. J. (2017).Who Do We Choose To Be? – Facing Reality, Claiming Leadership, Restoring Sanity. Berrett-Koehler Publishers.
About the Author and the Contributor
Christoph Hinske is an associate professor at the School of Finance and Accounting at SAXION University of Applied Sciences, covering Systems Leadership and Entrepreneurial Ecosystems. In his work, Christoph observed that our rapidly transforming economies force leaders to be systemic since they need to act in complex, ambiguous ecosystems. Consequently, his research focuses on empowering leaders to change their strategic and operational models from linear to circular to ecosystemic. He observed that 80% of organizations, intending to transform their models to be more systemic, continue doing the old stuff, using new fancy words. They still apply the same tools, mindsets, and frameworks developed to build linear success.
Thomas Grote is chief catalyst for the Edge Innovation Hub, an ecosystem dedicated to building principle-based businesses that lead with love and drive food innovation to the edge of possibility. Thomas grew up working with his parents and siblings at the first Donatos Pizza. As chief operating officer, he helped grow the family business from one restaurant to a regional chain which the family eventually sold and then later repurchased from McDonalds. He opened Central Ohio’s first visible and welcoming LGBTQ+ themed restaurant and helped found a non-profit, Equality Ohio, to advocate for equity and inclusion in his home state. Thomas also served as chief financial officer for a UK-based biotech company focused on commercializing plant-based chemicals. Thomas graduated with a finance degree from Miami University and earned his MBA from the Wharton School at the University of Pennsylvania. He resides in Columbus, Ohio with his husband and two daughters.
This post is a companion to the podcast featuring Mike Morrow-Fox talking about leadership maturity and vertical development to build the leadership qualities required to lead large, complex organizations and those that aspire to make the greatest impact.
Forbes Coaches Council first published the following article in August 2016.
Future trends indicate complexity, accelerated change, and near-constant uncertainty in the coming years. These conditions will require significantly different leadership skills.
With these new demands for evolving leadership, is there a predictable path to develop leadership? If so, what does that path look like?
Leaders develop both “horizontally,” increasing their ability at their current level of operation, and “vertically,” increasing their level of complexity, emotional maturity, and opening to new awareness. Many researchers are now saying that “vertical development” is required to navigate the complexities leaders and their organizations face.
To answer what the vertical evolutionary path looks like, I reference the research of Dr. Cook-Greuter, who developed a Leadership Maturity Framework (LMF) and measurement of adult development as part of her doctoral dissertation at Harvard University. Dr. Cook-Greuter is now the Co-Founder with Beena Sharma of The Center for Leadership Maturity, a firm that facilitates vertical development in individuals, teams, and organizations. The LMF is the basis of my work with vertical leadership development because it provides a model grounded in research and is practical to use in coaching and leadership development.
Vertical development does not mean that more developed people are “better” people, but rather, in many cases, they are likely to be more effective in key leadership roles within large complex organizations. The following is a summary of the LMF describing the predictable developmental trajectory people navigate as they grow:
The Group-Centric Level
This level is about conforming and belonging. People at this level follow rules, norms and observe hierarchy. They conform to social expectations, work to group standards, seek membership and approval, and appreciate outward signs of status as a sign of approval. They attend to the welfare of their own group; those who are not like them are the “other,” and therefore outside their circle of concern. They avoid conflict, think in simple terms, and often speak in generalities. Feedback is taken as disapproval since their driving value is to gain approval and be included.
Example: This is the employee who looks to what the group is doing to determine his actions. He looks to meet the “expectations” set by the organization, fit into the culture, and do what everyone does. Belonging is his key to success; standing out or having a different opinion feels risky
The Skill-Centric Level
This focuses on comparing self to others and perfecting skills. Individuals at this level focus on being competent in their own area of interest and improving techniques and efficiency. They aspire to quality standards and are often heavily invested in their way as the only way of doing things. Decisions are made based on incontrovertible “facts.” Given their focus on problem-solving and detail, they can get caught in the weeds and not see the big picture necessary to effectively prioritize among competing demands. All consuming attention on being right can lead them to be critical of and competitive with others. They hear feedback about their work as criticism of them as a whole person.
Example: This is the employee who points out when others make mistakes and tries to correct them so they can meet the standards. Her development efforts focus on building expertise. She usually has a “better” opinion unless she is in the presence of a subject-matter expert.
The Self-Determining Level
This focuses on analyzing and achieving to effectively deliver results. Leaders at this level look toward longer-term goals and initiate rather than follow expectations. They value objectivity and scientific knowledge, seeking rational, proactive ways around problems. They often seek consensus — “agree to disagree” — and value mutuality and equality in relationships. They accept feedback to promote learning and success.
Example: This employee continually drives to meet organizational goals. He works both efficiently and effectively and is continually competing with himself and others to drive the best results. He has a five-year plan, is open to new learning, and is beginning to be more reflective.
The Self-Questioning Level
This level focuses on self in relationship and contextualizing his/her experience. Leaders at this level are concerned with the difference between reality and appearance and have an increased understanding of complexity and unintended effects of actions. They begin to question their own assumptions and views and realize the subjectivity of beliefs; and talk of interpretations rather than facts. They can play different roles in different contexts and begin to seek out and value feedback.
Example: This employee is continually inquiring, challenging assumptions, and aware of the limitations of conventional thinking. She focuses on creating an environment where everyone feels valued. She is committed to appreciating value in different perspectives.
The Self-Actualizing Level
This level is about integrating and transforming self and systems, and recognizing higher principles, complexity and interrelationships. People at this level are aware of the social construction of reality — not just rules and customs. They are problem finding, not just doing creative problem solving. They are aware of paradox and contradiction in self and systems and learn to have a deep appreciation of others. They demonstrate a sensitivity to systemic change and create “positive-sum” games.
Example: This person is continually evaluating the organization’s strategy against long-term industry trends as well as global economic conditions while embodying her values and using herself as an instrument of transformation. She is self-aware and firmly anchored in principles while having the ability to adapt based on context.
As we look to the changes leaders are facing in the near and long term, it is helpful to have a robust model for development that allows them to focus their development energy effectively. This framework, along with it, measurement instrument — the maturity assessment for professionals (MAP) — is the most robust I have seen, and I find it highly effective in supporting leaders.
About the author Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful profitability, growth, and sustainability strategies.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2017/09/MetcalfVerticalDevelopment.png400700Michael Morrow-Foxhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngMichael Morrow-Fox2017-09-05 12:02:192024-02-21 15:57:10Proven Path to Leadership Maturity and Effectiveness
This post is a companion to one of our podcast featuring Mike Morrow-Fox talking about bad bosses and their impact on organizations.
One of the managers’ jobs is to create an environment that promotes employee engagement and produces organizational results. Difficult employees adversely impact the team members who work with them. Managers must find productive ways to address these difficulties, or they risk negatively impacting the entire working team. According to a Gallup article published in December 2016, “Compared with disengaged teams, engaged teams show 24% to 59% less turnover, 10% higher customer ratings, 21% greater profitability, 17% higher productivity, 28% less shrinkage, 70% fewer safety incidents, and 41% less absenteeism.” The research suggests that managers who address these difficult employees will produce better organizational results than those who do not.
The following is a guest post written by Jackie Edwards, a professional writer experienced in the HR side of finance and banking. As an employer, your team might not always be filled with employees who support your vision and work hard for you. At some point, you’ll have to deal with a difficult personality in the workplace. As stated in the Journal of Business & Economics, difficult employees can become one of the most challenging issues you face. Here are four common types of difficult employees you’ll likely have to come across and tips on tackling them effectively.
Dark-Side Dan
This is the employee who’s always negative. He’ll explain why it won’t work when you bring up an exciting project. It can be frustrating to deal with someone always raining on everyone’s parade while thinking his way is the only right one. However, a good tip is to see him as offering constructive criticism. He might show you the worst-case scenarios of corporate decisions that could help you make the right choice.
However, dealing with such a difficult personality can be quite straightforward. Hold a meeting with your team, give everyone a chance to discuss their skills and struggles, see what this difficult employee says, and coax them for a reply. You want your team members to be vulnerable at times, as it makes for a supportive, cooperative team.
Power-Hungry Pam
This is the employee who wants your job. She’ll take on leadership roles by trying to be seen as holding a position of power with her co-workers or trying to derail your authority, such as by ignoring your instructions. The best way to deal with highly ambitious employees is to give them lots of work so they won’t have time to try to manage other workers. Therefore keeping the workplace peace intact.
Mr. Excuse
You asked your employee to complete a task by the end of the day, but he had something important to do across town, he had to deal with a co-worker’s problem, or he was stuck with a faulty printer. He always has excuses for not doing work or not listening to your instructions. In a global survey of 10,000 adults, 42 percent confessed to lying about how busy they were at work. Although you might be quick to label this worker lazy, there could be another reason for his annoying behavior. Perhaps they are dissatisfied with work? The best thing to do is have an open conversation with him to understand where he’s coming from and how you can utilize his best qualities while minimizing his future games.
The Toddler
If this employee doesn’t like something, she’ll lose her cool, make sarcastic comments, or get into fights with co-workers. She also doesn’t deal with constructive criticism, which makes dealing with her a nightmare. If she’s a talented worker you don’t want to lose, remind her that her great work will take her far, but she needs to tone down her defensiveness as managers need to be likable to succeed. Having a real heart-to-heart with this employee will show her that you’re willing to support your team members and highlight that you’re after her best interests, which will help her see the error of her ways.
Difficult employees are everywhere and might even be part of your team. The key is knowing how to tackle them effectively so that you can use their skills and decrease workplace drama, which negatively impacts everyone’s productivity.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2017/08/DifficultEmployees.png5121024Michael Morrow-Foxhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngMichael Morrow-Fox2017-08-29 08:00:422024-02-21 15:55:32Four Common Types of Difficult Employees And How To Deal With Them
This blog post is the companion to a podcast with Mark Palmer and Belinda Gore, Building Resilience, A Key Foundation For Change. We encourage you to take our free online resilience assessment.
As the person who curates this blog, I try to balance sharing the work of our radio show guests and other thought leaders with my own opinions. This is one of the weeks where I am sharing my own opinion as it relates to current affairs and the need for resilience.
During the past week, the United States has seen the escalation of threats with North Korea about the use of nuclear weapons and civil unrest in Charlottesville, Virginia, associated with race and hate. Many of us are trying to find a balanced path to respond to what is happening globally, nationally, locally, and personally. Who we are at our core can shine through during times of challenge when we take care of ourselves first.
I realize this message is a bit counter to cultural beliefs. Most of us were cautioned against selfishness. We were taught to believe that it connotes self-centeredness, and that anything “selfish” is wrong. Yet, having a sense of self and knowing when and how to care for yourself is the antithesis of being selfish. If we don’t care for ourselves, there is no way that we can care for others. I think of the inflight announcements on planes: In an emergency, please put on your oxygen mask before assisting others.” As leaders, we need to attend to our resilience foundation to respond to our environment consistently consistent with our values.
Let’s do a small exercise, think about a time you pushed yourself to meet a deadline. It may have meant you didn’t get sufficient sleep. You may have been caffeine-powered or maybe augmented by your favorite sugar source (chocolate, for me). Can you recall a time you did this and responded to someone more harshly than usual? Did you need to do damage control later? I have an example of one of these incidents early in my career. I apologized to my boss for the harsh words delivered at 3 a.m. while trying to get a project completed and out the door. I left that company and was hired back two years later. My new boss handed me my personnel file, and my former boss saved the note. That event lived on in my “file.” While I think it was more a source of banter, it was not my best professional moment.
We all have these moments of stress-related responses. The challenge for all of us, especially in an environment where civility seems to be in short supply in some circles, is to find our own path to sustain our own sense of balance so that we can be the source of civility when it is lacking in our environment. It is during these times that leadership is most critical.
Take care of your physical well-being. We know insufficient sleep and a poor diet take a toll on us. Do your best to draw boundaries that will allow you to recharge. I do walking meetings when possible so that I can get some physical activity and sunlight during the work day.
Manage your thinking. This one is critical. Research tells us five minutes of negative thinking causes six hours of negative physiological impact on our bodies. I am a strong proponent of mindfulness, just staying aware of what I am thinking and reframing to see the positive in challenging situations. I also do scenario planning in which I look at the worst case and plan accordingly; then, I feel free to move back to the positive opportunities I want to create in the world. I use the recordings of Gary Weber and Maryanna Klatt as a strong foundation for managing my thinking. I have a daily reflection practice that helps me regroup when life feels challenging.
Develop emotional intelligence and a sense of purpose. Emotional intelligence is grounded in our ability to manage emotions and respond appropriately to others. One of the biggest keys to managing my emotions is to build a routine that allows me to be aware of my emotions and their impact on me. This was one of my weaknesses. I was happy to avoid feeling things, and yet those feelings still impacted my behavior. When I was unaware of them, the impact could be negative (see the earlier reference of the need to apologize to my boss). If we can maintain awareness and metabolize emotions appropriately, we can return our focus to the activities of leading. I don’t mean find better ways to ignore them, I mean working through emotions in a healthy way. For people who will dismiss this as “touchy-feely,” – don’t discount the impact this skill can have on your ability to stay focused positively. The other part of this step is to have a sense of purpose bigger than yourself and take daily steps toward that purpose—most will be small but significant steps.
Build a strong support system. Having a network of caring relationships is invaluable. For some people, the network may be one or two. For others, relationships do look like a web. There is no formula—what is important is that we have at least one honest and authentic relationship and an outlet to support us. Just knowing and feeling the support of others on the days when everything seems wrong is invaluable. Pets are also a great connection and are a source of unconditional love.
I want to close this post with a quote I got by e-mail today from www.gratefulness.org. Part of my resilience practice is having a regular “diet” of positive information.
“The best way to not feel hopeless is to get up and do something. Don’t wait for good things to happen to you. If you go out and make some good things happen, you will fill the world with hope, you will fill yourself with hope.” —Barack Obama.
So, I invite everyone reading this to do something today that supports your resilience. Doing good for others helps build our own sense of well-being and counterbalances the negativity that we all occasionally and circumstantially face.
About the author: Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2017/08/MetcalfCareForOurselves.png315560Belinda Gorehttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngBelinda Gore2017-08-22 16:40:502024-02-21 15:40:41Strengthening Thinking as a Mechanism to Building Resilience
This guest blog was written as a companion to the podcast Interview with Dr. Gleb Tsipursky’s Tools for Avoiding Disastrous Decisions. In the interview and the blog, Gleb explores how we can balance intuition and data-based decision-making to achieve the most effective business outcomes. He explores some common misconceptions and offers recommendations to avoid them.
Let’s say you’re interviewing a new applicant for a job, and you feel something is off. You can’t quite put your finger on it, but you’re a bit uncomfortable with this person. She says all the right things, her resume is great, and she’d be a perfect hire for this job – except your gut tells you otherwise.
Should you go with your gut?
In such situations, your default reaction should be to be suspicious of your gut. Research shows that interviewing job candidates is a poor indicator of future job performance.
Unfortunately, most employers tend to trust their guts over their heads and give jobs to people they like and perceive as part of their in-group rather than simply the most qualified applicant. In other situations, however, it makes sense to rely on gut instinct to decide.
This is the challenge I encounter when I consult with companies on handling workplace relationships better. Research that I and others have conducted on decision-making offers clues on when we should – and shouldn’t – listen to our guts. Our gut reactions are rooted in the more primitive, emotional, and intuitive part of our brains that ensures survival in our ancestral environment. Tribal loyalty and immediate recognition of friend or foe were especially useful for thriving in that environment.
In modern society, however, our survival is much less at risk, and our gut is more likely to compel us to focus on the wrong information to make workplace and other decisions.
For example, is the job candidate mentioned above similar to your race, gender, or socioeconomic background? Even seemingly minor things like clothing choices, speaking style, and gesturing can significantly affect how you evaluate another person. According to research on nonverbal communication, we like people who mimic our tone, body movements, and word choices. Our guts automatically identify those people as belonging to our tribe and being friendly to us, raising their status in our eyes.
This quick, automatic reaction of our emotions represents the autopilot system of thinking, one of our brains’ two systems of thinking. It makes good decisions most of the time but also regularly makes certain systematic thinking errors that scholars call cognitive biases.
The other thinking system, the intentional one, is deliberate and reflective. It takes effort to turn on, but it can catch and override the thinking errors committed by our autopilots. This way, we can address our brains’ systematic mistakes in workplace relationships and other areas of life.
Remember that the autopilot and intentional systems are only simplifications of more complex processes and that there is debate about how they work in the scientific community. However, this systems-level approach is very useful for everyday life in helping us manage our thoughts, feelings, and behaviors.
Regarding tribal loyalty, our brains tend to fall for the thinking error known as the “halo effect,” which causes some characteristics we like and identify with to cast a positive “halo” on the rest of the person, and it’s opposite the “horns effect,” in which one or two negative traits change how we view the whole. Psychologists call this “anchoring,” meaning we judge this person through the anchor of our initial impressions.
Overriding the gut
Now, let’s go back to our job interview example.
Say that the person went to the same college you did. You are more likely to hit it off. Yet, just because someone is similar to you does not mean she will do a good job. Likewise, just because someone is skilled at conveying friendliness does not mean she will do well at tasks that require technical skills rather than people skills.
The research is clear that our intuitions don’t always serve us well in making the best decisions (and, for a business person, bringing in the most profit). Scholars call intuition a troublesome decision tool that requires adjustments to function properly. Such reliance on intuition is especially harmful to workplace diversity and paves the path to bias in hiring, including in terms of race, disability, gender, and sex.
Despite the numerous studies showing that structured interventions are needed to overcome hiring bias, business leaders and HR personnel tend to over-rely on unstructured interviews and other intuitive decision-making practices. Due to the autopilot system’s overconfidence bias and a tendency to evaluate our decision-making abilities as better than they are, leaders often go with their guts on hires and other business decisions rather than use analytical decision-making tools that have demonstrably better outcomes.
A good fix is to use your intentional system to override your tribal sensibilities to make a more rational, less biased choice that will more likely result in the best hire. You could note ways in which the applicant is different from you – and give them “positive points” for it – or create structured interviews with standardized questions asked in the same order to every applicant.
So if your goal is to make the best decisions, avoid such emotional reasoning, a mental process in which you conclude that what you feel is true, regardless of the actual reality.
When your gut may be right
Let’s take a different situation. Say you’ve known someone in your work for many years, collaborated with her on various projects, and have an established relationship. You already have stable feelings about that person and have a good baseline.
Imagine yourself having a conversation with her about a potential collaboration. For some reason, you feel less comfortable than usual. It’s not you – you’re in a good mood, well-rested, feeling fine. You’re unsure why you feel bad about the interaction since nothing is wrong. What’s going on?
Most likely, your intuitions pick up subtle cues about something being off. Perhaps that person is squinting and not looking you in the eye or smiling less than usual. Our guts are good at picking up such signals, as they are fine-tuned to pick up signs of being excluded from the tribe.
Maybe it’s nothing. Maybe that person has a bad day or didn’t get enough sleep the night before. However, that person may also be trying to pull the wool over your eyes. When people lie, they behave in ways that are similar to other indicators of discomfort, anxiety, and rejection, and it’s really hard to tell what’s causing these signals.
Overall, this is a good time to consider your gut reaction and be more suspicious than usual.
The gut is vital in decision-making to help us notice when something is amiss. Yet, in most situations, when we face significant decisions about workplace relationships, we need to trust our heads more than our gut to make the best decisions.
About the Author
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2017/05/GlebTsipurskyQuote.png5121024Maureen Metcalfhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngMaureen Metcalf2017-05-22 08:00:252024-02-21 15:32:50Avoiding Decision Disasters: Integrating the Gut and the Head
This blog is a companion to the interview with Terri O’Fallon. What is A Level 5 / Teal Organization? Terri O’Fallon, PhD, wrote this post.
The world is a complex place. We are connected and interconnected in ways from which we can no longer retreat with the Internet, and the contemporary ways make us visible to every pair of eyes that look our way. So, how do we lead in this interconnected atmosphere that is changing so quickly? When we are continually connected to the internet, how can we know that any fact in the sea of information we swim in daily is true?
In today’s climate, much truth can come from within you, the leader, by knowing how to engage with the complex, adaptable contexts we live in daily.
Four strategies support building working environments and systems that can improve a leader’s effectiveness and efficiency as a leader in a complex adaptive team or organization. These four strategies come out of the research from the STAGES developmental model, which was derived by integrating developmental approaches related to 1. our individual beliefs and values, 2. our individual action orientation, 3. the norms and culture of the team or organization and 4. the structural and systemic elements. Using these strategies will not only help leaders achieve their goals but will make work a pleasure.
Support the developmental growth of the people in your organization.
We grow and develop all our lives. However, growth isn’t like climbing stairs to the top. Developmental maturity is more like blowing up a balloon. As a result, one grows and matures in wisdom, intelligence, compassion, relationships, and skills, one breath at a time. Becoming familiar with these well-documented stages of growth is an important window into the worldviews and beliefs of individuals and how those views shape your organization. Promoting developmental change and understanding how transformation occurs can shatter a hidden glass ceiling that could stunt the growth of people in your organization who are constrained by current organizational limitations.
Embed goals in ethical principles that you will not sidestep.
Goals are useful targets, but they do not inherently have virtuous results. Part of success is adapting to any goal or target as new landscapes come into view. Adapting goals quickly to changing conditions can inhibit unintentional negative side effects to keep them alive and operable without adapting. Developing a set of principles that guide your adaptations can keep your revisions within ethical boundaries and enhance the results you want to achieve in the world. For example, if your principle is transparency, you would know immediately if you were hesitant to be forthright about an alteration of a process in action, and upon examination, you might discover unconscious underlying reasons for your hesitation in being transparent. Whatever the principles are, they can mold and shape goals and dictate how they are reached as they adapt to changing contexts. By deciding up front a set of principles you will not go outside of, you can quickly make decisions about any variations in your aims and be less apt to cause unintentional harm to others, society, and the bottom line.
Experiment with small changes and then try them on yourself.
A strategist (level five) leader can stand back and see the systems s/he is working with and the organizational environment. This kind of leader can evaluate the weak links in the system and strengthen those places, often in collaboration with others. If the adaptation works, you will see positive change in those who work in the organization, and one way you can know that your change is appropriate is if it grows you and others. You can experience this by stepping back into the system you have adapted and noticing how you experience the change as it applies to you personally and, through that lens, how it applies to others.
Work with individual and collective shadow issues.
This is one of the most challenging parts of being a strategist (level five) leader, as tested by STAGES. At strategist (level five), people are willing to take personal risks in updating their perceptions and behaviors and in addressing organizational inconsistencies. The obvious one at this level is seeing your projections (getting frustrated by others who have qualities you don’t recognize or acknowledge in yourself). You will know if you are projecting if you catch yourself judging someone or assuming something about someone, and after you reflect at the end of the day on these judgments and assumptions, you may begin to see patterns of behavior in yourself that bother you in others. It helps to write them down and provides a tool to evaluate what you judge in others and yourself.
The truth is that we can’t judge what is in others unless we also have that experience somewhere inside ourselves. For example, when driving and someone cuts you off, you may find yourself extremely angry. If you can see your projection, you might ask yourself, “Have I ever cut someone off in traffic?” Projecting our judgments is common, and we are usually unaware that we also own the same qualities we find annoying in others.
Identifying projections is very important because, in organizations, we may find fault with others for things we are doing. By identifying the projection, we can address our disruptive behavior and change our relationship with others. After we have addressed our behavior, we can invite others to do the same.
This approach helps you as a leader find both the challenging and positive capacities in yourself that you don’t see and helps you see how much you are like others you judge or criticize. This understanding alone can help resolve tense situations that inevitably arise.
These projections permeate most groups or organizations (collectives) . There will frequently be times when there are self-righteous and indignant accusations among people working together, between departments, and between organizations. Over time, unconscious collective agreements become organizational habits that can inhibit creativity and honesty and lead to ineffectiveness. Collective examination and identification of these unconscious and often limiting habits can improve effectiveness and benefit the whole organization and, potentially, innovation.
These projections are like putting a rubber band around a tree and then around your waist. You can stretch that rubber band only so far, and it will eventually halt or slow progress—or worse, snap and throw you back.
We use the STAGES matrix to identify these hidden areas, to find the specific areas that need attention, and to create interventions that are effectively and efficiently targeted for healthy adaptive change.
To learn more about the StAGES model and Terri’s work, visit Terri’s website, “Developmental Life Design”
About the Author
Terri O’Fallon, PhD has focused the last 23 years as an applied researcher, Terri O’Fallon’s focus over two decades has been on “Learning and change in Human Systems”. She has worked with hundreds of leaders studying interventions that most result in developing leaders who can effectively implement change. She has a PhD in Integral Studies from the California Institute of Integral Studies.
Terri is also the co-founder of two organizations. She and Kim Barta have created Developmental Life Design, an organization that focuses on how the STAGES (developmental) model can support insight into our growth as people, leaders, guides, and coaches and the impact these insights have on our influence in human collectives.
She also partners with Geoff Fitch and Pacific Integral, using the STAGES model to develop collective insight and developmental growth experiments.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2017/05/TerriOfallonQuote.png5121024Terri O'Fallonhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngTerri O'Fallon2017-05-01 11:09:462024-02-21 15:28:27Level Five “Strategist” Leadership for Complex Adaptive Groups
This post is a companion to the podcast featuring 
This post is a companion to one of our podcast featuring Mike Morrow-Fox talking about bad bosses and their impact on organizations. 
This blog post is the companion to a podcast with Mark Palmer and Belinda Gore, 
This guest blog was written as a companion to the podcast Interview with Dr. Gleb Tsipursky’s Tools for Avoiding Disastrous Decisions. In the interview and the blog, Gleb explores how we can balance intuition and data-based decision-making to achieve the most effective business outcomes. He explores some common misconceptions and offers recommendations to avoid them.
This blog is a companion to the interview with Terri O’Fallon. What is A Level 5 / Teal Organization? Terri O’Fallon, PhD, wrote this post.