Do you have a clear vision for your professional success? A vision is a thing or idea perceived vividly in the imagination. It answers the question, “What would it look like if I achieved my purpose and my specific goals?”
It’s not unusual to limit our personal vision with negative thoughts or scarcity thinking. To see if you have this tendency, see how many of the following thoughts you find yourself holding from time to time.
• I can’t have what I want.
• I want what someone else wants.
• It doesn’t matter what I want; I can’t have it.
• I’m not smart enough (or educated enough).
• I don’t have enough money (or time).
• I’m too old (or too young).
• I’m not tall enough, thin enough, good-looking enough, talented enough…
• My spouse (partner, boss, kids, parents, etc.) won’t let me.
• I am afraid of what I want.
• I don’t know what I want.
• I know what I want, but I can’t have it at work.
• I have what I want, so what?
Did you see yourself in any of these statements? Perhaps you hold a limiting belief not listed here. Whatever the thought may be, take a moment now to examine it. Let’s assume your “limitation” is a fact, such as age. What if you’re over 60? Can you think of anyone over the age of 60 who achieved a vision? Of course! The very first hit of a Google search listed the following achievers over the age of 60: Ronald Reagan, Sam Snead, Gandhi, William Jennings Bryan, Benjamin Franklin, Frank McCourt, Leonardo da Vinci, Leo Tolstoy, Michelangelo, and Winston Churchill. How about not having enough money or time? When you really think about it, I’m sure you’ll be able to think of at least one person who overcame similar circumstances.
A number of the limiting thoughts are attitudes, not unchangeable facts. You could face your fears, risk disappointing your spouse, determine what would make your heart soar, and even change jobs, if you wanted to badly enough. In truth, most people let seeming limitations hold them back because it’s safer that way. If we don’t try, we don’t fail. As Confucius put it, “Our greatest glory is not in never falling, but in rising every time we fall.”
Monday, May 31, 2010
Friday, May 21, 2010
The Value of Diversity
Diversity is a big buzz word today, as the world shrinks ever smaller with our expanding technology. There are three definitions of diversity, all of which organizations would do well to value:
1) a variety of something such as opinion, color, or style
2) ethnic variety, as well as socioeconomic and gender variety, in a group, society, or institution
3) discrepancy, or a difference from what is normal or expected (taken from the Encarta Dictionary)
The second definition is the one typically thought of when we refer to diversity in the workplace. Despite the good intentions expressed by most organizations today, the number of discrimination cases the EEOC handles continues to increase. Perhaps we would benefit by expanding our understanding of diversity to include the first and third definitions as well. How well do your managers encourage varying opinions from employees, particularly when it is in opposition to the managers’ views? As an HR Director, I frequently had employees at all levels of the organization, even some senior to me, voice their opposing views behind my closed door, because it was safe to do so. The common feeling was that their superiors were open only to hearing what they wanted to hear. I was the one who heard what needed to be said.
The third definition is also of value to us. How do we respond when confronted with a discrepancy or something that is not what we expected? I recall hearing an executive tell her boss about the executive’s visit to the hospital to see an ill subordinate. The executive commented about the Bible that was on the stand next to the employee’s bed, referring to the subordinate as “one of those.” Sadly, the boss (who was also my boss) did not pick up on the offensiveness of this remark until I called her attention to it.
Truly respecting diversity is not easy, and valuing it is even harder. Regular, at least annual, diversity training is a good place to start.
1) a variety of something such as opinion, color, or style
2) ethnic variety, as well as socioeconomic and gender variety, in a group, society, or institution
3) discrepancy, or a difference from what is normal or expected (taken from the Encarta Dictionary)
The second definition is the one typically thought of when we refer to diversity in the workplace. Despite the good intentions expressed by most organizations today, the number of discrimination cases the EEOC handles continues to increase. Perhaps we would benefit by expanding our understanding of diversity to include the first and third definitions as well. How well do your managers encourage varying opinions from employees, particularly when it is in opposition to the managers’ views? As an HR Director, I frequently had employees at all levels of the organization, even some senior to me, voice their opposing views behind my closed door, because it was safe to do so. The common feeling was that their superiors were open only to hearing what they wanted to hear. I was the one who heard what needed to be said.
The third definition is also of value to us. How do we respond when confronted with a discrepancy or something that is not what we expected? I recall hearing an executive tell her boss about the executive’s visit to the hospital to see an ill subordinate. The executive commented about the Bible that was on the stand next to the employee’s bed, referring to the subordinate as “one of those.” Sadly, the boss (who was also my boss) did not pick up on the offensiveness of this remark until I called her attention to it.
Truly respecting diversity is not easy, and valuing it is even harder. Regular, at least annual, diversity training is a good place to start.
Tuesday, May 18, 2010
The Power of Alignment
We all know what it means to align our tires, but do you think about alignment at work? Workplace alignment happens when the organization’s actions are in sync with its stated objectives and values. Alignment doesn’t usually happen on its own; it takes a conscious effort to ensure that management’s actions and the programs it implements are aligned with the overall vision of the company.
For example, a company that says it values teamwork but promotes competition among employees is out of alignment. Do a football team’s players compete with each other or with the other team? If you want a culture of teamwork, cooperation, and collaboration, you need to look at your reward and assessment programs to ensure they promote these things. While performance appraisals and related rewards don’t need to be totally team-based, there should be a component that recognizes teamwork. The old adage, “behavior that gets rewarded gets repeated” still applies.
Another common misalignment occurs in retail settings where both customer service and high individual sales performance are promoted. Sometimes these goals conflict with each other. Years ago I worked in the linen department of a fine department store. Sales staff was given aggressive sales quotas to meet to avoid receiving a cut in base pay in the next quarter. We were also told to give the best possible customer service. It didn’t take long for me to observe a clash of these objectives as sales staff competed for customers and avoided helping each other since the credit for a sale could not be shared. Often the most aggressive sales rep would get to the customer first, rather than the employee with the best product knowledge to meet that customer’s needs. If the store had clearly stated that the primary goal was to provide the best service to the customer, the most knowledgeable sales rep could have been called upon. In addition, the sales reps could have developed their own areas of expertise based on their interests, and the group as a whole would have been more effective at addressing specific customer needs.
If you’re not seeing the kind of behavior you’d like to see in your workplace, take a good hard look at what you’re truly promoting and reinforcing. Focus on your actions, not your words, for we know which of these speaks the loudest.
For example, a company that says it values teamwork but promotes competition among employees is out of alignment. Do a football team’s players compete with each other or with the other team? If you want a culture of teamwork, cooperation, and collaboration, you need to look at your reward and assessment programs to ensure they promote these things. While performance appraisals and related rewards don’t need to be totally team-based, there should be a component that recognizes teamwork. The old adage, “behavior that gets rewarded gets repeated” still applies.
Another common misalignment occurs in retail settings where both customer service and high individual sales performance are promoted. Sometimes these goals conflict with each other. Years ago I worked in the linen department of a fine department store. Sales staff was given aggressive sales quotas to meet to avoid receiving a cut in base pay in the next quarter. We were also told to give the best possible customer service. It didn’t take long for me to observe a clash of these objectives as sales staff competed for customers and avoided helping each other since the credit for a sale could not be shared. Often the most aggressive sales rep would get to the customer first, rather than the employee with the best product knowledge to meet that customer’s needs. If the store had clearly stated that the primary goal was to provide the best service to the customer, the most knowledgeable sales rep could have been called upon. In addition, the sales reps could have developed their own areas of expertise based on their interests, and the group as a whole would have been more effective at addressing specific customer needs.
If you’re not seeing the kind of behavior you’d like to see in your workplace, take a good hard look at what you’re truly promoting and reinforcing. Focus on your actions, not your words, for we know which of these speaks the loudest.
Saturday, May 15, 2010
What Does Your Organization Stand For?
All forward-thinking companies today have either vision or mission statements (or both) and defined values. Typically these are posted at the entrance in the main lobby, discussed at new employee orientation, and included in the employee handbook. More sophisticated organizations incorporate the values into the employee and management performance appraisal process. But how well do people really understand the values and more importantly, how effectively do they live them?
In my career, I worked in manufacturing, state and federal government, insurance (both property/casualty and health), healthcare, and consulting. While everyone of these organizations had values statements (except perhaps government, but that was a long time ago), the best example of living the organization’s values came in Catholic healthcare. Not only did the hospital do all the things I mentioned above, it also had a senior level leader assigned as the mission director. She did annual training on the values which every employee was required to attend. The hospital held a yearly recognition program identifying employees who especially demonstrated one of the values in their daily performance.
The most powerful reinforcement of the hospital’s values came from the placement of triangular tent cards with the values printed on them that were placed on every conference room table. As various groups, departments, and committees met, the group members routinely referred to the values (which were right in front of them) when making decisions. Leaders in particular modeled this behavior and would often ask, “How well does this suggestion align with our values?” With the values as a guide, the organization’s decision-making was stronger and more consistent than it would have been without them. What a powerful message it sends to employees when management chooses to take a more challenging action that is in line with its stated values than an easier one.
In my career, I worked in manufacturing, state and federal government, insurance (both property/casualty and health), healthcare, and consulting. While everyone of these organizations had values statements (except perhaps government, but that was a long time ago), the best example of living the organization’s values came in Catholic healthcare. Not only did the hospital do all the things I mentioned above, it also had a senior level leader assigned as the mission director. She did annual training on the values which every employee was required to attend. The hospital held a yearly recognition program identifying employees who especially demonstrated one of the values in their daily performance.
The most powerful reinforcement of the hospital’s values came from the placement of triangular tent cards with the values printed on them that were placed on every conference room table. As various groups, departments, and committees met, the group members routinely referred to the values (which were right in front of them) when making decisions. Leaders in particular modeled this behavior and would often ask, “How well does this suggestion align with our values?” With the values as a guide, the organization’s decision-making was stronger and more consistent than it would have been without them. What a powerful message it sends to employees when management chooses to take a more challenging action that is in line with its stated values than an easier one.
Wednesday, May 12, 2010
An Olympic Inspiration - Laura Wilkinson
A favorite inspirational Olympic story I love to share with clients is that of Laura Wilkinson's 2000 Olympic diving gold medal. Laura had been injured and unable to dive for THREE months earlier in 2000. Yet somehow she was able to come from eighth position in the standings to blow past the competition and win the gold medal. How did she do it?
After her injury and knowing she had faced the Olympic games in just a few months, Laura used the mind technique of mental rehearsal to conduct her training every day, just as if she was actually going into the pool. For hours she would "practice" the dives in her mind, seeing herself walk to the ladder, climb up, walk to the edge, look into the water, and take her dive. She imagined every detail and saw herself completing in each dive perfectly, over and over again - for three months. When it came time for the games, she just did what she had done hundreds times before in her mind.
There are so many ways we can use mental rehearsal in nurturing ourselves professionally and personally. Whether it's getting out of bed early to exercise or having that difficult but necessary conversation with a boss or peer at work, the process is the same. Imagine exactly how you would like the scene to go, be as detailed as possible, and see yourself performing perfectly. Be sure to feel good about the experience as you see it in your mind. This will fuel you even more, as certain parts of the brain do not distinguish what's real from what's imagined. Those good feelings repeated over and over will actually help you get out of bed or face your boss.
After her injury and knowing she had faced the Olympic games in just a few months, Laura used the mind technique of mental rehearsal to conduct her training every day, just as if she was actually going into the pool. For hours she would "practice" the dives in her mind, seeing herself walk to the ladder, climb up, walk to the edge, look into the water, and take her dive. She imagined every detail and saw herself completing in each dive perfectly, over and over again - for three months. When it came time for the games, she just did what she had done hundreds times before in her mind.
There are so many ways we can use mental rehearsal in nurturing ourselves professionally and personally. Whether it's getting out of bed early to exercise or having that difficult but necessary conversation with a boss or peer at work, the process is the same. Imagine exactly how you would like the scene to go, be as detailed as possible, and see yourself performing perfectly. Be sure to feel good about the experience as you see it in your mind. This will fuel you even more, as certain parts of the brain do not distinguish what's real from what's imagined. Those good feelings repeated over and over will actually help you get out of bed or face your boss.
Sunday, May 9, 2010
Living in the Flow
Every year time seems to go by faster and faster, have you noticed? As we get older and still have big dreams we want to accomplish, we can get a bit anxious about this rapid passing of time. Do we have enough time remaining to accomplish what we set out to this year, a decade ago, or maybe even at the outset of our careers?
One highly effective way I've found of approaching this dilemma is by setting an intention to live life in the Divine Flow. Steven Lane Taylor does a wonderful job of explaining this way of living, giving us proven tools for recognizing and cooperating with the underlying current that exists in each of our lives. He's so good at this because for years he did it the hard way, the way many of us do - pushing, scheming, and manipulating circumstances and events, trying to get them to go as we thought they had to for us to meet our objectives. Eventually he realized that the Universe is actually on our sides, working daily to guide us to the fulfillment of our dreams in a joyful, effortless way!
I had a perfect demonstration of this idea in a big way a couple of years ago. After two months of training to pass my audition to become a certified Jazzercise instructor, I broke my toe (and my confidence) 10 days before my audition. I was the only one out of 11 to fail - can you imagine how I felt? But encouraged by the support of family and friends I arranged to have a top instructor mentor me, and two months later I passed the audition with accolades. I immediately took over a well-paying class with up to 100 customers, many of whom have been with Jazzercise over 20 years. In just a few weeks, we were all having a great time together, although I found out later that most of them were dead-set against me at the beginning. If I had not had the opportunity to train with one of the best, I doubt I would have been successful in winning them over in the long run. The Universe really was conspiring for my good, even if it didn't appear so at the time!
So keep one of my favorite bits of advice from Steve in mind the next time something appears that doesn't look good: if the appearance isn't good, it's not over yet. For much more on this, I recommend Steve’s book: Row, Row, Row Your Boat, Living Life in the Divine Flow.
One highly effective way I've found of approaching this dilemma is by setting an intention to live life in the Divine Flow. Steven Lane Taylor does a wonderful job of explaining this way of living, giving us proven tools for recognizing and cooperating with the underlying current that exists in each of our lives. He's so good at this because for years he did it the hard way, the way many of us do - pushing, scheming, and manipulating circumstances and events, trying to get them to go as we thought they had to for us to meet our objectives. Eventually he realized that the Universe is actually on our sides, working daily to guide us to the fulfillment of our dreams in a joyful, effortless way!
I had a perfect demonstration of this idea in a big way a couple of years ago. After two months of training to pass my audition to become a certified Jazzercise instructor, I broke my toe (and my confidence) 10 days before my audition. I was the only one out of 11 to fail - can you imagine how I felt? But encouraged by the support of family and friends I arranged to have a top instructor mentor me, and two months later I passed the audition with accolades. I immediately took over a well-paying class with up to 100 customers, many of whom have been with Jazzercise over 20 years. In just a few weeks, we were all having a great time together, although I found out later that most of them were dead-set against me at the beginning. If I had not had the opportunity to train with one of the best, I doubt I would have been successful in winning them over in the long run. The Universe really was conspiring for my good, even if it didn't appear so at the time!
So keep one of my favorite bits of advice from Steve in mind the next time something appears that doesn't look good: if the appearance isn't good, it's not over yet. For much more on this, I recommend Steve’s book: Row, Row, Row Your Boat, Living Life in the Divine Flow.
Thursday, May 6, 2010
The Power of Recognition
I was recently recognized by Rio Salado College as one of its Outstanding Adjunct Faculty members for 2009-2010. Fewer than 5% of the 1100 adjunct faculty are awarded this honor, so I am proud and excited about this accomplishment. I work very hard to help my students in every aspect of their learning, including reading comprehension; study and test taking skills; college essay writing; case study analysis; and basic grammar, spelling, and punctuation. It’s not an easy job, because not every student wants the level of feedback and attention I provide. That’s what makes the award so fulfilling, to learn that my efforts really are appreciated. But I was surprised by another reaction I had to this, besides appreciation: I found myself wanting to do even more. It felt like now I really had to (and wanted to) live up to this title of outstanding adjunct faculty member, and that was a good thing.
What’s the take away for anyone in a leadership role? It’s to remember the power of recognition. You may have heard the expression, “Catch ‘em doing something right!” How wise that advice is. When we tell employees that they did something well and give them specifics, a few things happen. First, they realize someone is actually paying attention to what they do. They understand that it really does matter whether they show up or not. Second, they learn exactly what they did well so they can do it again. And finally, they feel proud and may well respond as I did and want to do even more. The best part of all for those in leadership is that there is no cost to this performance and morale boost. All it takes is awareness on your part and a little bit of time. Give it a try today, and see what happens.
What’s the take away for anyone in a leadership role? It’s to remember the power of recognition. You may have heard the expression, “Catch ‘em doing something right!” How wise that advice is. When we tell employees that they did something well and give them specifics, a few things happen. First, they realize someone is actually paying attention to what they do. They understand that it really does matter whether they show up or not. Second, they learn exactly what they did well so they can do it again. And finally, they feel proud and may well respond as I did and want to do even more. The best part of all for those in leadership is that there is no cost to this performance and morale boost. All it takes is awareness on your part and a little bit of time. Give it a try today, and see what happens.
Sunday, May 2, 2010
Acting Out at Work
When children misbehave at school, teachers sometimes kindly tell the parents that they’ve been “acting out” in the classroom. This phrase may refer to a child’s ignoring or arguing with the teacher, not sharing with another student, being uncooperative with classmates, or having a temper tantrum during class. While unpleasant, these are not unexpected behaviors – after all, they’re children.
But what happens when people “act out” at work? Such actions can look quite similar to those of a child: over sensitivity, inconsideration of others, withdrawal, failure to listen, irritability, impatience, or negativity. Do any of these sound familiar?
The Birkman Assessment has a wonderful explanation of and approach to such behaviors. According to the Birkman, people generally behave in these unconstructive ways when their needs are not being met. These negative actions are called “stress behaviors” because the people exhibiting them are truly feeling stressed. Since we don’t know what other people’s needs are unless they tell us, we usually have no idea their needs are being neglected. We tend to get frustrated with their acting out when, in reality, the Birkman would tell us it’s not their fault. Sometimes the people themselves don’t know what their needs truly are.
This was a profound explanation for me when I first heard it. I found it beneficial on two levels. First, it helped me be more compassionate and supportive of my co-workers when they were experiencing stress. Rather than take their actions personally, I reminded myself that they had a need (not a desire, but a need) that was not being met. Depending on the situation, I might be able to assist the individual in meeting that need and alleviating the stress. Second, it enabled me to recognize some of my own stress behaviors. This forced me to examine my needs, some of which had not been apparent to me. It was then up to me to ensure that my needs were met, as that was the only way to permanently eliminate my unconstructive actions.
I hope this helps you the next time you or someone you encounter at work is exhibiting stress behaviors. For more on the Birkman, click here.
But what happens when people “act out” at work? Such actions can look quite similar to those of a child: over sensitivity, inconsideration of others, withdrawal, failure to listen, irritability, impatience, or negativity. Do any of these sound familiar?
The Birkman Assessment has a wonderful explanation of and approach to such behaviors. According to the Birkman, people generally behave in these unconstructive ways when their needs are not being met. These negative actions are called “stress behaviors” because the people exhibiting them are truly feeling stressed. Since we don’t know what other people’s needs are unless they tell us, we usually have no idea their needs are being neglected. We tend to get frustrated with their acting out when, in reality, the Birkman would tell us it’s not their fault. Sometimes the people themselves don’t know what their needs truly are.
This was a profound explanation for me when I first heard it. I found it beneficial on two levels. First, it helped me be more compassionate and supportive of my co-workers when they were experiencing stress. Rather than take their actions personally, I reminded myself that they had a need (not a desire, but a need) that was not being met. Depending on the situation, I might be able to assist the individual in meeting that need and alleviating the stress. Second, it enabled me to recognize some of my own stress behaviors. This forced me to examine my needs, some of which had not been apparent to me. It was then up to me to ensure that my needs were met, as that was the only way to permanently eliminate my unconstructive actions.
I hope this helps you the next time you or someone you encounter at work is exhibiting stress behaviors. For more on the Birkman, click here.
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