FALL BREAK

We're still taking a break for the fall. Please plan to resume your visits to the blog in January with the launch of a fresh new series on "Hope in a Time of Barriers."

While you're here, feel free to catch up on old posts and pod casts.

Archaeology at Work

As a consultant who works regularly with clients dealing with strategy gaps, unresolved conflict and a wide range of personnel and performance issues, my first instinct is to help them look ahead rather than dwell in the past. However, sometimes digging into the past is necessary to find a durable, forward-looking solution. I call this archaeology at work and here is a quick framework that offers a guide to learning from the past:

Determine the “Archaeological Horizon” – This is the sum total of all artifacts at a site and it can be used to distinguish between episodes or periods of time. In the world of work, this is the equivalent of putting useful parameters around what is being discussed and considered. Re-tracing the roots of a presenting problem can sometimes lead down the rabbit hole, so delineating the horizon is important. It helps people see where other issues start/stop and what is “in-bounds or out-of-bounds” in a given situation.

Begin the “Excavation” – Many people take too narrow a view of excavation. It is not just bringing in the bulldozers and seeing what is dug up. In archaeology, excavation has three phases: exposure, processing and recording. In the workplace, these three phases are essential. Exposing issues and old wounds can be delicate, however, if a basic structure is used to process people's perspectives, feelings and ideas, then the findings can be recorded and made useful in the subsequent problem-solving phases. When thorough excavation is skipped, the wealth of critical information and data is left inaccessible just below the surface.

Discover the “Numismatics” – Numismatics refers to the study of currency. In the workplace, rather than coins and shells as the system of currency, we need to understand what values, beliefs and sources of power act as the currency for the people involved. Only by understanding the underlying drivers (what matters and to whom) can the details from the excavation be put into accurate and useful context. This can be accomplished with values clarification exercises or simply through discussion.

Ensure the “Preservation of Meaning” – Preservation of meaning is the total understanding of spiritual, psychological and perceptive values that people within a culture have toward artifacts and systems. By creating a shared sense of meaning – even when there is diversity among perspectives – it becomes possible to ensure that what people truly value can be preserved. This is a defining moment because developing and implementing problem solving strategies require commitment and buy-in. The best way to generate this is to connect solutions to what matters most for people: their core values and beliefs about priorities.

Used together, these lessons from the world of archaeology can help you discover important information buried in your own workplace.

Getting Those Disagreements Resolved

A colleague of mine asked me to write about a few simple steps that can be used to navigate the proverbial "difficult conversation." I've written about this in past posts, but here is a helpful recap of a simple three-step process I use, including a self-guided preparation activity at the end:

Step 1: Initiate the Dialogue
Agree to have a conversation to explore issues, feelings and potential next steps.
- Opportunity to clear the air
- Understand how this conflict affects each of us
- Outline the values and needs at stake for each of us
- Uncover assumptions we each have

Step 2: Clarify the Situation
Communicate and clarify the important issues in order to elicit both perspectives on the situation.
- Tell “our stories” and goals for resolving the issue
- Clarify the issues in a productive manner
- Build a shared understanding of the important issues
- Identify what each person needs in order to move forward

Step 3: Brainstorm, Evaluate and Choose Solutions
Talk out loud about how to meet each other’s expectations.
- Focus the conversation on ways to meet or revise expectations
- As agreements form, give them the “Monday Test:” What will happen when we both come to work on Monday; will this help both of us move on?”
- Write down or verbally summarize the new expectations in a realistic and specific format
__________________________________________________

Preparation Activity:

- Think about a current or recent “unmet expectation” that either did or could possibly turn into a conflict at work
- Identify which of the 10 ineffective conflict management styles you used (or may be inclined to use) in this circumstance
- Review the three steps of conflict management and “script out” your approach to proactively address the situation
- Find a partner and practice working through each of the three steps

“Manage Like There Will Be A Tomorrow”

We’ve all heard the inspiring call to action “live like there’s no tomorrow.” While this urgent directive can be helpful to get us out of our comfort zone for some things, it is decidedly unsound for the long term. I think something very different is required of those that manage and lead organizations in today’s volatile business economy. We have to manage and lead like there will be a tomorrow. To some, this may sound like the bar has been lowered to a plane just above survival. However, taking on this confident mindset is a prerequisite for surviving and thriving in the downturn.

In trying to sum up the impact of the collective change that I see managers and leaders experiencing across industries, I’ve described it as an “elegant disintegration of all things grasped for.” In practical terms, it means we don’t know which way is up…everything that we thought we knew now seems to be in question…and it doesn’t feel like much of anything can be counted upon. In fact, over the last six months most of my coaching and consulting clients have had one major goal in common – they want to establish at least some predictability during these incredibly uncertain times. More specifically, they are striving to establish meaningful strategies and action plans that can carry them through.

The first step in creating these strategies and plans is to make the conscious choice that the future can be shaped. I have always believed that today is the best preview of tomorrow. The attitudes that influence our thinking and inform the total set of adaptive choices we make and actions we take today are the best prediction of what tomorrow will hold. Therefore, making this subtle, but very powerful shift in thinking – we are managing like there will be a tomorrow – is the start of confidently putting one foot in front of the other. This is the surest way to get a foothold into a productive path forward.

All Leaders Have a Vision Problem

All leaders have a vision problem, not because it is a unique barrier that leaders alone face, but because it is a human concern amplified by the specific role that leaders play in organizations. The vision problem is this: leaders are prone to see what they expect to see, and avoid what they don’t want to see.

Most conventional definitions of leadership include an aspect of ‘seeing the big picture’ and ‘charting a vision for the future.’ Both of these dictums imply the ability to observe, assess, and synthesize complex and often ambiguous inputs in order to make sense of the changing landscape in which the business or enterprise operates. In short, leaders have to see clearly in order to objectively strategize, collaborate, and decide on the organization’s course. But how can leaders effectively fulfill this aspect of their role with impaired vision?

The roots of this leadership vision problem are both biological (primarily cognitive) and cultural. Much has been written about the brain and business so I won’t revisit the pop science description of the brain’s need to take survival-enhancing short cuts via assumptions and pre-formulated mental shortcuts that reduce risk. Of course the problem with this lizard brain stuff is that the shortcuts often short-change our ability to see a bigger (more accurate) picture. As a result we often miss critical information and data that can help us to arrive at better all around conclusions.

In addition to this cognitive and developmental pattern, the rest of the vision problem stems from cultural norms. In the US, business schools around the country and much of the associated business media constantly reinforce a reactionary frenzy around the concept of “the rapid pace of business.” I have been guilty of this one too; often feeling justified to rush because the pace and depth of demands on my working life unfold at a speed and intensity that requires short cuts, brilliant strokes of insight in real time, and the necessary sacrifice of reflection and patience.

This cultural norm, which I call the “cult of right now,” fits the natural biological function of the brain seamlessly. However, when these cognitive and cultural factors combine they cause vision impairments for leaders that reduce performance in both the short and long term.

After more than 10 years of work in conflict mediation and executive coaching, my experience has confirmed that as leaders wrestle with their most significant challenges, vision correction (enhancement) is a critical and consistent factor of their success as they work through their concerns and advance on their highest goals.

Tools for vision correction must begin with two simultaneous efforts -- one of them internal to address the cognitive-developmental patterns that compel us to cheat on our process of seeing and considering all available input -- and the other one is external as it addresses leaders’ wrongly rooted conviction and related set of practices that enforce the “cult of right now.”

Implementing these tools requires attitude and behavioral modification, which this blog alone cannot achieve. However, let me offer two very clear starting places for those managers and leaders who recognize the importance of this kind of vision correction.

Regarding the external piece, there is a question tree that can be pursued that can challenge our innate assumptions and force us to at least expand the horizon and peripheral observations we include in our analysis. You can customize these questions to suit your specific role and/or industry practice, but the general flow goes like this: what are the current limits I have set around the problem/issue/idea I am considering; in what areas could I stretch those limits to include new and different input; who could I present my thinking to in order to get a different take on things; now that I’ve stretched the parameters and gotten some contrary views, what are two or three potentially reasonable answers or conclusions; of these somewhat diverse possibilities, which one is preferred…

These questions can be asked in rapid succession, though ideally they can be sequenced over a few days to allow for substantial echoes and insights. Following this line of inquiry can help to take the blinders off and promote healthier vision.

Now, regarding the external need to confront popular business culture’s “cult of right now,” my suggestion is to immerse yourself in the contrarian mindset on this one. Model it in your attitude and in your behavior. When a colleague says: “look at me, I’m doing the job of three people,” you know that he’s likely just doing less with less and that the miracle of doing more with less is actually a myth. When your CEO screams that she wants an answer yesterday to one of your biggest challenges, push back and create the space you need to get the right answer even if it requires more reflection and extended analysis.

Know that when demands increase but resources to meet them do not grow, it is paramount to hone the discipline of choice. To avoid getting caught up in rash decisions and compromises, choose to slow down and absorb the bigger picture in order to make the best decision with available information. Get used to the initial disappointment of false instant accomplishment and instead embrace the imperfection of not getting it all done.

Focusing on accurate information and realistic priorities in this way requires us to be brutally honest about what matters most and to make hard choices about which goals are just not that important right now. In the end, you’ll get more of what matters most done and establish a precedent of reflection and patience that is welcome in any business climate.

Some Collaboration is Wrong…Even When It Is for a Good Reason

There is not simply one kind of collaboration. It is a gross over simplification to speak about collaboration in homogenous terms because it takes on diverse implications every time a collaborative initiative is put into effect.

The goal of collaboration is to get better results and while not everyone practices the same degree of discipline in their choices about when, where, why and with whom to collaborate – there is general agreement that there is a “right time and a wrong time and a right way and a wrong way” to collaborate.

A very common breakdown in effective collaboration occurs in organizations of every size when the wrong kind of collaboration is used, even if it is applied for a good reason.

One very good outcome of successful collaboration is the social capital that is built through exercising effective communication, mutually exploring interests and ultimately developing stronger relationships (that are quite useful when difficult circumstances arise). This is important and it should be recognized as a legitimate by-product of successful collaboration. However, this good will and social capital is not the end goal of collaboration and when it is over utilized, it inadvertently distracts us from the right kind of collaboration.

The right kind of collaboration is often quite challenging. By definition, if an individual could get a better result themselves, they would pursue that path because it is more efficient. True collaboration is plural and often challenging because of communication incompatibility, differences of opinion, and uncertainty of outcome. We tend to do less of this kind of collaboration, despite the fact that it holds the most potential for achieving better results.

When it is easy and it feels good to connect, communicate and problem solve with another person we tend to do more of that kind of collaboration. The paradox which undermines our overall effectiveness is that we could benefit more from challenging collaboration, yet we do less of it because it is time consuming and susceptible to an uncertain outcome.

The lesson here is to confront this paradox when it emerges. Choose opportunities for collaboration when they represent the right reasons. When it feels easy and good to collaborate, question the motive and make sure the end goal of a better result can be achieved.

Trigger Truce

Working with a badly-behaving sales team, I noticed an interesting pattern of interaction at their weekly staff meetings. A tit-for-tat response pattern had developed over a few grueling months when their sales targets had increased, but the capacity to pursue leads had not been commensurately augmented. The pressure from this inverse equation led to a cycle of escalated bickering. Over time, as the intensity increased the sour interactions began to erode the trust and capacity for the kind of sophisticated collaboration required among team members.

After a few one-to-one conversations to explore the underlying issues and concerns from various perspectives, it turned out that they were in fact triggering each others’ insecurities regarding the difficulty of achieving the sales goals. As a result, rather than working together to meet the stretch goals for their team, they developed hair-pin triggers that decreased focus on priorities, encouraged disruptive communication and ultimately sabotaged their own efforts to meet their targets.

Our responses to triggers may not be wanted or even conscious, though they often surface with a force of will all their own. Without delving too deeply into the complex psychology of triggers, here’s a simple way to define triggers in the workplace: the attitudes, words (spoken and unsaid), and actions that spark a rehearsed response based on a past experience. Once the context and nature of triggers are identified, we gain room to assess our knee-jerk reactions and seek alternative choices that are more aligned with our goals.

As I began working with this sales team to explore their triggers, I reminded them of a few key factors to pay attention to. I put them into the form of questions to generate insights and discussion: 1) when are you more likely to be triggered into the pattern of ineffective behavior (e.g. high stress level, etc.); 2) what, if any, gap do you see in the intensity of your response and the intensity of the circumstances; and 3) what is perhaps fueling this pattern and making it such a significant part of your experience at work? Once we began discussing these questions, the conversation actually took a humorous tone. As one person put it, “it was more comfortable to poke fun at myself for acting childish because it took the pressure off of blaming the other team members.”

Once individuals began to more clearly identify the kinds of inciting behaviors that were undermining their work together, I invited them to waive the white flag and hold a trigger truce for 30 days. The goal was to allow them to clear the air, get off of the “reactionary offensive” and to notice how, if at all, the quality of their interactions changed as a result of the stopped behavior. Most importantly, the trigger truce gave them an opportunity to look with fresh eyes at their work priorities in order to make greater progress on the essential tasks and responsibilities that had been put aside during the interpersonal issue.

"Don’t Talk Your Highest Priorities off the Ledge"

In our fast-moving, complex world of work sometimes the toughest challenge is discerning the right choice. However, an even bigger issue can bog us down once we have zeroed-in on the right decision.

When a clear path emerges and we know what we need to do, we often sabotage ourselves by talking our highest priorities off the ledge.

Perhaps it is a difficult conversation with a colleague, or maybe it is a tough staffing decision that will have immediate and adverse impacts on people; whatever it is, when a difficult choice presents itself it is often accompanied by a series of rationalizations or believable stories that justify why taking the leap is no good.

Two predictable factors are in play when we counsel ourselves into passive-mode and step back from the edge of implementation: 1) initiating the decision is a stretch from our everyday comfort zone and/or standard skill set; and 2) the absence of courage to act is re-framed as "uncertainty" (buying into the story of confusion leads to indecision at the moment of truth).

The next time an important priority emerges for you and you feel yourself stepping back from action, think about the following reminders:

- A small degree of uncertainty is healthy because it signals a convergence of diverse perspectives and means that you’re seeing the issue from all angles;

- A deeper reserve of courage to act on the right priorities can be summoned in the form of a flexible mindset, which is the willingness to adapt if new information can improve the decision or action; and

- Your investment of time and energy that went into determining the best solution must be trusted – in other words, you climbed to the ledge precisely because you knew you needed to take this important step.

While it is never easy to stretch beyond our comfort zone, experience will teach us that stepping back from the ledge of our highest priorities leaves us nowhere to go but down.

“What’s for Breakfast? Your Business’ Strategy!”

Many people mistakenly think that the hardest thing in running a business is developing and continuously adjusting the right strategy to achieve the business’ desired goals. While having a sound strategy to deal with competitive pressures and economic uncertainties is critical, it is the process of implementing strategy that can be the major obstacle to long-term organizational success.

Recently a client from the hotel business was developing a complicated workforce development strategy. As the finishing touches were being put on the plan, the team leader confirmed that “we nailed it”. At that moment, I quickly interjected a popular buzz phrase to the rest of the team - “culture eats strategy for breakfast”. I explained that this is an accurate and realistic danger because many business leaders develop their short and long-term plans in a vacuum, thinking that the strategy itself will be enough to lead the way.

It always has been, and always will be, the people who must integrate change and adapt their attitudes and behaviors to new strategic directions if those changes will firmly take hold. If you’ve ever tried to steer an organization into a new direction through pure technical or strategic means, rather than incorporating a human strategy component that accounts for the living, breathing, working culture of the organization itself, then you know what I am talking about. It can be like herding cats.

An interesting question about organizational culture is: can we really influence it, or will it simply do what it does? In my work with organizations and their leaders I have come to believe that indeed we can influence workplace culture in meaningful ways so that good strategy has the chance to flourish. The next time you formulate the perfect set of strategic goals for your business, the following ideas may help you to integrate the strategy into the culture of your organization before it gets eaten for breakfast:

Know What Culture Is - Your culture doesn’t need to be a vague or lofty concept. Workplace culture is simply the collective stories, attitudes, beliefs, rules, behaviors, jokes and experiences that are learned and shared by those inside the organization. When it is meshing, culture is a powerful force that helps people understand each other and work effectively together. When it becomes dysfunctional or goes through periods of change, it can be a powerful force that contributes to misunderstanding, conflict, poor working relationships and inefficiency.

Treat Culture Like a System - The culture of your organization is a complex system, with lots and lots of moving parts that come together to give it its unique identity. When integrating new elements to the system (e.g. strategic plans), it is critical to take a step back and look at the written and unwritten rules of the organization to know how the strategy will be understood and received. Some cultures strive to hold firmly to their history and identity, while some others are built around the notion of continuous change. Sometimes the different parts of the system do not see the world in the same way; therefore, communicating context and insight related to proposed strategic change is essential.

Listen to Voices and Give them Choices - It is important to listen to all the voices within the organization. Often there are internal influencers (they could be positive contributors or underminers) that hold sway with the pulse of the group. All voices, despite their potential opposition to a new prospective strategy, should be fully integrated into the discussion. Listening is only the first part of this process, however. Opening up a forum for dialogue and an exchange of views gives people an empowering voice and renders organizational members more likely to support (even if they don’t fully agree with) strategic changes.

Considering these ideas may provide you with a wider perspective that ultimately helps to get things done. Imagine what’s possible when strategic thinking and cultural understanding skip breakfast and just do lunch.

Repairing a Breach of Trust in a Team

A great friend and colleague of mine, Wendy Frasier, just completed an exciting doctoral research project where she studied what team members did to work through and repair a breach of trust. She came up with six very insightful findings, which I mention here briefly:

- The teams that successfully worked through a breach of trust made more attempts to repair trust and matched an appropriate remedy to respond to the nature of the violation;

- They took an appropriate amount of time to engage in repair efforts;

- Group members were intentional about engagement, relationship building and Use of Self;

- People acknowledged their part in the violation(s) and were tenacious in the repair efforts;

- The groups generally had the right people and accessed additional people if they needed help; and

- Effective leadership within these groups influenced the repair strategy and overall success.

Thanks to the results of this study, there is now a clearer, evidence-based way to look at the success factors of working through a breach of trust in teams. You can learn more about Wendy's work here: http://wendyf.com/index.php

10,000 Hours

[The following post offers a brief excerpt from the upcoming Breaking Barriers book:]

Most efforts to explain the process of acquiring expertise in a given skill or endeavor include reference to a certain number of hours dedicated to intentional practice. Usually this number is 10,000, which represents the total investment required to form the vast superstructure of neural connections, habits, and patterns of attitude and action that signal the highest level of proficiency in the given undertaking.

The thought of attaining this level of expertise for most of us is overwhelming and (if we're honest) out of reach. We often project this gap because the demands of daily life leave precious few “extra” hours on evenings and weekends to pursue our truest ambitions. However, there is an activity that each of us could benefit from greater expertise. Conveniently, the nature of this activity also provides room for the timing and practice required for our 10,000 hours. I am referring to the practice of continuous learning and performance at work.

Let me put the incentive for this in terms of my own demographic: Considering the current life expectancy for Gen X’ers like me, as well as the current downward trend in the economy, if I keep my health and wits about me then I will most likely work until I am 75 years old. If we consider the implications of current bio-technology research and medical advances that could improve health and sustain quality of life beyond current levels, the millennial generation and those that follow are likely to perhaps live and work well into their 100’s. Even for me, these 60+ years spent in the workplace make an absolutely definitive statement about the truth of the adage life is work and work is life.

So, here we all are – destined to fulfill a working life with increasing pressure on ourselves to remain employable. Breaking Barriers offers a set of integrated models that can serve as a road map to navigate the challenges and pitfalls of work. When integrated fully, the system of personal and professional development can pervade every aspect of how good work is done - from the simple interactions between colleagues to the major activities and decisions an organization engage in. If you commit to full immersion into Breaking Barriers, then your path to proficiency is a lot more realistic.

Instead of the inconsistent half-hour each evening and a few hours on the weekend to inch closer to excellence, I am suggesting that the workplace can be your workshop where your full-time devotion to learning the art and practice of Breaking Barriers and improving performance can dramatically accelerate the path to expertise.

The average full-time employee works around 2,080 hours per year and in this regard getting to 10,000 hours of hard-earned practice will take less than five years. If you are going to spend 70 years in a working life, isn’t it worth the investment to set a trajectory of optimal performance and increased personal success?

Make no mistake; there isn't a short cut to this kind of proficiency - everyone must earn these 10,000 hours if they wish to experience the benefits of mastery. However, I believe that the development of meaningful excellence at work is something that each one of us can attain. The benefits include greater personal and professional success, as well as a high-demand skills set that will go with us as careers and jobs evolve into an unknown future.