Leadership

Why Don't Organizations Pay Attention to Processes? by Karen Martin

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Clarity First is the new book by Karen Martin. She addresses the pitfalls that leaders make in organizations in making change and bringing clarity to the company and teams. Here is a guest post from her new book. If you want clarity within your organization then pick up Karen’s book to get started down the right path.

Effective processes create such a dramatic boon, and broken processes such a significant bane, that I have long reflected on why process design and management as a discipline doesn’t get more attention. Over time I have discovered myriad reasons, subreasons, and sub-subreasons why, which together come down to a hard reality: most leaders lack foundational skills in process design and management, and don’t view them as institutionally important enough to learn. That may sound harsh, but it’s true. There are three reasons why.

First, many processes are invisible. They happen behind the scenes or beneath the visible aspects of the business. Most of them function well enough that problems are like a pin leak in a larger pipe. The loss immediately affects those close to the leak, but is less visible at the end of the line. People acclimate to that kind of slow leak.

The second reason why leaders and the organizations they work for have not invested more in having clear, high-functioning processes is lack of experience. Building proficiency in any endeavor—whether golf, guitar, or gastroenterology—requires practice, experience, and knowing what good looks like. Yet gaining that experience can be challenging because the models are few and far between. Process design and management are not part of the core business curriculum offered at most universities and graduate programs. When young professionals graduate into the workforce, the organizations they work for likely aren’t process-centric enough to fill in those education gaps. Fast forward 10, 20, 30 years and those young professionals have become leaders who have never thought much about processes and don’t know what well-designed and well-managed processes look like, let alone how to create them.

Career-long lack of exposure metastasizes quickly to produce the third reason why organizations pay less attention to processes than they need to for clarity: they have a specialist mentality. Leaders’ lack of direct experience has led them to believe that process design and management must be complex and difficult, and thus requires a specialist to do well.

Karen Martin, president of the global consulting firm TKMG, Inc., is a leading authority on business performance and Lean management. Her latest book, Clarity First, is her most provocative to date and diagnoses the ubiquitous business management and leadership problem―the lack of clarity―and outlines specific actions to dramatically improve organizational performance.

The Importance of Conviction By Jim Haudan and Rich Haudan

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Leadership is an enigma. There are some that feel that they are strong leaders and have everything that it takes to be successful. Their teams don’t agree. Strong leaders know that they always need to work on their leadership skills and are open to learning about what they are missing or what blind spots that they have. Here is a guest post from the new book What Are Your Blind Spots? Conquering the 5 Misconceptions that Hold Leaders Back.

In order to activate purpose at your organization, your leaders must have conviction in that purpose while also being clear on their personal purpose at work. People generally have a desire to bring their best selves to work, but if you or they are not sure what that best self is, it’s hard to consistently bring it or know when and where to apply it. Great organizations don’t just have an organizational purpose, but they bring out personal purpose in individual people as well.

When we talk about personal purpose, we don’t mean an all-encompassing answer to what makes you happy in life. That’s a bonus. We are referring to understanding what makes you happy and most effective at work. As a leader who wants to be truly purpose driven and have teams that are as well, you must ask yourself the following questions:

• Do I know what drives, motivates, and inspires the people working on my team?

• Do I know the core strengths and passions of my team?

• Do I know what each person’s personal best is and understand how to activate it?

• Do I know the personal purpose of the members of my team?

• Do I help individuals bring their purpose to life?

• Do I know how to connect people’s personal purposes to the larger purpose of my organization?

Once you can answer yes and elaborate on each of your answers, you will be ready for a game-changing performance. Simon Sinek wrote in his book Start with Why:

Studies show that over 80 percent of Americans do not have their dream job. If more knew how to build organizations that inspire, we could live in a world in which that statistic was the reverse—a world in which over 80 percent of people loved their jobs. People who love going to work are more productive and more creative. They go home happier and have happier families. They treat their colleagues and clients and customers better. Inspired employees make for stronger companies and stronger economies.

If you want to create an organization in which 80 percent of your people are excited to come to work and are vested in the success of the business, your people need to know and feel that you are fully vested in their success. They need to see how they connect to the purpose of the organization and how their contributions make a difference.

About Jim Haudan

Jim Haudan is Co-Founder and Chairman of Root Inc. Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successful, build employee engagement, and transform businesses. He is a sought-after business presenter who has spoken at TEDx BGSU, Tampa TEDx, and The Conference Board. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Rich Berens is CEO and Chief Client Fanatic of Root Inc. The book equips readers with the tools needed for a personal leadership reset. You’ll discover how to increase engagement, productivity, and growth in your own organization.

About Rich Berens

Rich Berens is CEO and Chief Client Fanatic of Root Inc, and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. He is a noted speaker on the issues of, transformation, and how to create lasting change and has authored articles for numerous publications and blogs. Under Rich’s leadership, Root has been listed among the Great Place to Work® Institute’s top 25 places to work, been named to the Inc. 5000 fastest-growing companies list, and experienced 10 years of consecutive growth. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Jim Haudan is Co-Founder and Chairman of Root Inc.

Where Has Professionalism Gone?

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Some friends and I chatted over dinner about a month ago and concluded that either we are getting old or the world is upside down. I prefer the latter view. After college graduation, I jumped into the world of banking. Back then we all wore suits, wearing pants was a crime if you were female, and pantyhose with no toes showing were the norm. Times have changed, and I admit that I enjoy seeing casual bankers not all suited up for battle.

Back then the internet was in its infancy and guess what? We completed our work and surpassed goals without it. We communicated just fine, and the world didn’t crash around us. At dinner we were nostalgic about the old days and wondered where has professionalism gone?

•    The internet has turned us into slaves. Most of us are tethered to our electronic devices and obsessed with checking them – myself included. Managers, co-workers, and customers contact us at all hours and expect a response. Despite calls for a “work-life balance” it seems to be getting worse. Some countries are recognizing the toll that this takes on employees and have implemented laws against contacting employees during specific times.

•    Texting has made our lives easier and can be efficient. Don’t assume that everyone wants to communicate via text. It can be cold and often your message comes across as terse or demanding. Please, don’t text after business hours.

•    We use receiving “too many emails” as an excuse to not respond within 24 hours. The message that teams and customers receive is that they aren’t valued enough for a response. Also, is it really necessary to copy half the company in emails? It blocks effective communication and inhibits action. Moreover, some people feel like they are being “tattled” on.

•    Dress professional. The workplace is not the beach so leave the tanks tops and flip flops at home. No matter what industry you work in or your role, show respect and dress professional. It shows customers respect and you are the face of your company.

•    We have so little time for face to face communication. When you are in meetings, keep the phone away and the laptop shut. A few years ago, I worked for a company where everyone brought a laptop to meetings. People were so busy taking notes or shopping online that they didn’t pay attention.

•    Be respectful of others space and time. Some days I miss closed offices. Recent research shows that open office plans inhibit productivity, people are interrupted too often, none of us want to be rude and tell people to leave us alone. It just plain stresses us out.

•    Technology has enabled us to reach our customers where they are and at any time of the day. Unfortunately, we often assume that clients want to be contacted solely online or by email. What happened to writing customers personal cards of thanks, letters inviting them to meet with us, or personal phone calls to engage?

•    Be spontaneous with your teams or customers. Get out of your office and communicate face to face. Bring them coffee or a company token of thanks. See their offices and find out their pain points. Be unique and do what your competitors aren’t.

•    Treat everyone that you meet as if you are meeting with your grandparents. Be respectful, embrace their opinions, remain professional, keep the technology off, and treat them like they are the most important person in the world.

It’s time to bring professionalism back. As leaders, we may need to mentor our young team members on what professionalism is, the message that it sends to others, and how to be a professional. I would love to hear what your biggest pet peeve regarding professionalism is!

 

 

 

Knowing the Self Who Leads by Shelly L. Franci

Have you ever found yourself wondering where inner wisdom and courage come from? Have you been in a situation where your real leadership blooms because you know what you value and believe in?

Shelly L. Franci's new book The Courage Way: Leading and Living with Integrity offers soul searching and a path you can take to find your authentic self and bring out your true gifts to impact others. Here is an excerpt from Shelly's new book.

The underlying premise of the Courage Way is that we all have a trustworthy source of inner wisdom that informs our lives and leadership. It is our identity and integrity, the sum of our shadows and light, our true self. Without knowing our true self, we cannot be an authentic leader.

Just as Ed came to recognize, leaders must find clarity about what they value, what unique gifts they have to offer, what contribution they wish to make. Strength and resilience as a leader come from knowing the ground on which you stand, the convictions you will act on with courage. But that’s not all. Resilience comes from being aware of and accepting your limits and what problems your shadows are causing. That is wholeness—and that comes from knowing your true self.

Otto Scharmer, author of Theory U, acknowledges this inner life: “We observe what leaders do. We can observe how they do it, what strategies and processes they deploy. But we can’t see the inner place, the source from which people act when, for example, they operate at the highest possible level, or alternatively, when they act without engagement or commitment.”

This inner place Scharmer speaks of is more than intellect, ego, emotions, and will. In the inner work of leadership, it is a light behind the eyes, the energy that animates us, or, as Howard Thurman puts it, “the sound of the genuine in you.” Instead of true self or soul, you could say inner wisdom, essential self, or even trusting your gut. Poets, musicians, and mystics have given words to the essence of who we are—our human spirits—when we take off the trappings of our resumes. John O’Donohue calls it the dignity somewhere in us “that is more gracious than the smallness / that fuels us with fear and force.”  William Stafford appeals to “a voice, to something shadowy / a remote important region in all who talk.”

Although Parker Palmer often refers to his inner teacher, he often says that what you call this core of our humanity doesn’t matter, “but that we name it matters a great deal. It’s important to recognize it: If we don’t name it anything, we start to lose the being in human being. We start to treat each other like empty vessels or objects to be marketed. When we say ‘soul,’ or ‘identity and integrity,’ there is something to make a deep bow to. There is a word for it in every wisdom tradition.”

Beyond being the sum of your life experiences, the true self is a mystery that simply is. How do you get to that underlying mystery of knowing people deep down? Intimacy is not necessarily the goal of every relationship in community, especially in the workplace. But respecting that each person has an essential core self, an undeniable dignity and humanity—now that is worthwhile.

But seldom, if ever, do we ask the “who” question. Who is the self that engages in leadership? How does this self impact the practice of leadership, for good and for bad? How is the self continually honored and renewed as we lead?

—Parker J. Palmer

About Shelly L. Francis

Shelly L. Francis has been the marketing and communications director at the Center for Courage & Renewal since mid-2012. Before coming to the Center, Shelly directed trade marketing and publicity for multi-media publisher Sounds True, Inc. Her career has spanned international program management, web design, corporate communications, trade journals, and software manuals.

The common thread throughout her career has been bringing to light best-kept secrets — technology, services, resources, ideas — while bringing people together to facilitate collective impact and good work. Her latest book The Courage Way: Leading and Living with Integrity identifies key ingredients needed to cultivate courage in personal and professional aspects of life.

 

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Women Need to Break a Few of Their Usual Rules - Jill Flynn

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Women continue to drop out of the workforce in large numbers because of the barriers that we face. Unfortunately, we don't help ourselves any because we are often our own worst enemy. We need to collectively take back control of our careers and use our strengths to become the influential leaders that we really are deep inside. Here is a guest post from Jill Flynn one of the authors of the new book The Influence Effect. 

There is almost nothing more crucial to success in any organization than developing excellent leaders. It is a no-brainer. But, although there’s no shortage of ambitious people with executive aspirations, what threatens the strength of your leadership pipeline may be a scarcity of senior-level women.

You may have seen the stats: Women are entering the global labor force in greater numbers than ever before; they earn more undergraduate and graduate degrees than men in many countries; yet, just 13 of 500 CEOs running Fortune 500 Global companies are women. In addition, the gender wage gap across the world remains significant. Some of this can be attributed to the type of age-old gender stereotypes and traditions that take generations to eliminate. But there are other culprits to consider—ones that are within our control to address right now that will significantly strengthen women’s chances of rising to the top of organizations.

Over the past decade, my colleagues and I have coached and trained over 7,000 professional women, traveled across the globe and to Africa to speak with women, and interviewed over 3,200 senior executives to find out how they believe women can be more successful. What we’ve found is that for women in middle management, and particularly those approaching the top, continued career momentum is not about adding technical skills. Many women are taught as children to behave in certain ways that don’t help them succeed as executives. What women need to do in order to succeed at higher levels in global business is to think differently.

The New Rules

In essence, we’ve found that women need to rethink the conversations they are having in their heads and tell themselves a new story. They need to challenge some of their outdated expectations and attitudes about themselves and the workplace. These are the rules women need to break:

1. Take Center Stage (Instead of focusing on others):  Many of the smartest women around the conference table focus too much of their attention on other people’s needs. They are assisting others, pitching-in and volunteering to pick-up other people’s slack. This leaves precious little time and energy to allow themselves to thrive professionally and personally. The instinct to put others first can work against women by keeping them from focusing on their own career goals.  The result is that too many women let their careers “happen to them” rather than putting themselves in the driver’s seat. We tell women to invest in themselves and have a written plan for their career. Women who have a clear vision for what they want to achieve are much more likely to own their ambition and work in ways that allow them to succeed.

2. Proceed Until Apprehended (Instead of seeking approval): In our coaching sessions we’ve worked with countless women executives who are exceptionally collaborative leaders. They like to be liked, but the desire for consensus can slow them down. In order to succeed, women need to retain that core strength of collaboration while at the same time acting creatively and decisively to make things happen. They need to stop “asking for permission” and instead demonstrate behaviors that exhibit leadership. In terms of career success, we tell women that remaining silently behind the scenes is much riskier than putting forward bold ideas and proactively campaigning for the big assignments.

3. Project Personal Power (Instead of modesty): We’ve found that many women who are motivated to move into leadership positions are ambivalent about projecting power. Modesty and self-deprecation come more naturally. In fact, some women act downright apologetic in the face of success—as if it doesn’t suit them or they don’t deserve it. To exude confidence and power, women need to pay attention to their non-verbal messaging. Stance, eye contact, tone of voice, and facial expressions all send a message to others about confidence. In addition, women need to take credit for their many ideas and accomplishments. Taking credit for their success and being assertive will help women move more quickly into the jobs they want.

4. Be Politically Savvy (Instead of working harder): Many women are disappointed when their hard work and long hours don’t seem to pay-off in terms of career advancement. They dislike politics and try to remain above the fray. Yet, being politically savvy is actually about building relationships, achieving consensus and networking—women are great at these things. We coach women to build their careers as if they are running for office: create a platform of ideas, line up sponsors, put together a coalition – and then do it over and over again as their agenda and goals change.

5. Play to Win  (Instead of playing it safe): We hear in our interviews with senior executives that women need to get out of their comfort zones, be bold and take risks. Women can make themselves visible in this way by taking the lead on high-stakes projects and bringing in new business. Putting themselves out there means getting comfortable with risk and the possibility of failure. It may seem safer to let someone at a higher pay grade take the risks, but it is the major decisions that offer women the best opportunities to establish their credibility as leaders.

6. Have a Both/And Perspective (Instead of all-or-nothing thinking):  One phrase that has crept into dozens of our coaching files over the years is the notion of having it all. It’s no coincidence that many of the women who are trying to have it all are also the ones who get burned out. There’s no one right way to succeed, but avoiding black and white thinking – and remaining flexible – can help women establish leadership credibility. Because complexity and constant change are everywhere today, dealing with ambiguity has become skill that all of us (not only women) need to master.

As these new rules illustrate, we’ve found that most high-performing women don’t need to make major changes in order to give themselves a better chance to succeed. Small adjustments in how they think about themselves can have a big impact on their everyday behaviors and lead to visibility and continued career momentum. And that outcome will be good for everyone.

From a bottom line perspective, paving the way for more women at the highest levels in leadership is a net positive for business. Women are natural consensus builders and collaborators, so they are well suited for the nimble, less hierarchical workplace of the future. And research proves that companies with more women leaders have a higher return on equity and a better return on sales. There’s no doubt about it: when women get ahead it is good for business.

About Jill Flynn

Jill Flynn is a founding partner at FHHL and a co-author of Break Your Own Rules and her latest co-authored book, The Influence Effect: A New Path to Power for Women Leaders. Jill previously served as Senior Vice President at the nation’s fourth largest bank, First Union (now Wells Fargo), where she established their leadership development, diversity, organizational consulting and employee satisfaction initiatives. As the corporation grew exponentially during her tenure, Jill and her team prepared a cadre of high-potential leaders to assume senior positions. Within a three-year timeframe, the number of women in these roles increased from 9% to 26%.

 

It All Matters: I Can See Clearly Now The Rain Is Gone by Paul Cummings

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I'm always drawn to books that can help me find clarity, focus, and more confidence. There are so many distractions pulling at us from every angle. Our brains become fuzzy, our goals fall to the wayside, and we feel disconnected and off track. I'm excited to share this insight from Paul Cummings on how you can start to see clear again and the importance of doing so.

I Can See Clearly Now The Rain Is Gone

By Paul Cummings

Do you know who Johnny Nash is? In my opinion, he is a genius who provided a tremendous life lesson hidden in the lyrics of a great song. If you investigate the meaning behind the message, you’ll discover the impact of his words.

Have you ever realized that your perception of life is the lens through which you view your life? Our perception truly shapes our reality. Is your lens clear, and do you like what you see? Or have you allowed circumstances in your life to cloud up your lens and change your viewpoint and perspective?

“I can see clearly now the rain is gone.”

I love this lyric. Here is a person who has cleaned his lens. The rain was blocking his vision of life. When the “hard rain” is pouring down all around, it’s easy to miss the beauty around you, the opportunities open to you.

“I can see all obstacles in my way.”

This person has arrived at a moment of clarity. Now that the rain is gone, he can finally see the obstacles preventing him from the goals and dreams he has been pursuing without success. Once you define and acknowledge your obstacles, you can create a compelling plan of action to turn these obstacles into tangible opportunities.

“Gone are the dark clouds that had me blind.”

Wow, this is such a powerful use of words! We have all experienced "dark cloud" moments in our life. We have been hurt and disappointed. We have experienced losses and unexpected moments of sadness. We have been this close to a major victory only to fall short and have to start over. To me, these powerful words represent a message of hope. The dark clouds in our life will disappear. We will maintain our faith and belief that things can and will work out in the end.

“It’s going to be a bright bright sunshiny day”

Beautiful optimism! What an inspiring and positive outlook this lyric project. This person has cleared off the lens, recognized the obstacles, removed the dark clouds, and replaced his blindness with a powerful vision. The road ahead is bathed in bright sunshine.

Johnny Nash's words are open to interpretation, but I believe the rain could have been a series of negative emotions. The obstacles could have been the source of that (rain) pain. The dark clouds could have been the acceptance of those negative emotions causing blindness to the possibilities. The bright sunshiny day could be the moment the person said, “No more! From today forward, I will take hold of my life and choose to look through my lens with the hope, faith, and confidence that a bright future brings.”

Clear your lens and embrace your future - every day. What song has a lot of meaning to you?

Make A Difference Today,

 ~Paul  

More about Paul Cummings

Paul Cummings is the President and Chief Executive Officer of Paul D. Cummings World Wide Enterprises, a global training and teaching company that has motivated and inspired hundreds of thousands of individuals and businesses to make real and lasting change. Fueled by his personal and corporate desire to give to others, Paul developed skills and techniques in Leadership, Goal Setting, and Sales Techniques, including his Grid Square Technology.

Paul continues to revolutionize the way people and businesses learn by making learning simple, affordable, fun, and efficient. His Level 10 philosophy has become the benchmark that others have aspired to achieve. His latest book, It All Matters: 125 Strategies to Achieve Maximum Confidence, Clarity, Certainty, and Creativity releases October 9, 2017. The book provides an all-encompassing framework for achieving the life of your dreams offering strategies to inspire professionals—and help them develop skill sets, build knowledge, improve attitudes, and develop work habits that pay off.

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Are You Crowding Out Your Team?

Like so many of you, I spent the holiday weekend planting flowers.  A lot of flowers. Before planting my annual flowers I had already renovated some garden beds and moved shrubs around. As I planted flat after flat of flowers I resisted the urge to revert to my past gardening habits.  I have a habit of filling in every empty spot in my garden with a plant. I hate empty spaces and holes. On the plus side, my garden is lush and full by summer’s end. The negative? Some of my plants don’t appreciate being crowded out and can’t flourish in their spot.

You don’t need to have a green thumb to know that cramming anything into a constricted place won’t work.  Plants, animals, and people need their space and room to grow. We have seen the results of overcrowding in so many areas of the world. Why do so many leaders still try to “plant” people so close without a second thought or neglect them and expect them to grow?

Have you ever had a manager that micromanaged you day in and day out? Perhaps they had sound intentions, however; their actions were stifling and wore you down every day until your passion was crushed. You dragged your feet to work feeling like you were crowded out.

A few years ago I had a manager that was obsessed with controlling everything that our team worked on. She went as far as standing over our shoulders when we wrote critical emails. She "coached" us on what to say and when in presentations. We had a difficult client at the time, and in her mind, she was protecting us to keep the customer calm. Needless to say, her actions had the opposite impact, and our group was being crowded out.

Micromanaging isn’t the only way that leaders crush growth. Unfortunately, the result is the same. People grow weary, lose their confidence and purpose, and end up leaving where they know they will have a chance to grow.

Here are some more ways that managers crowd out their people

·         Leaders may avoid challenging folks with new projects or opportunities

·         Neglect to offer vital resources or equipment

·         Provide minimal if any, guidance or critical information to assist in work

·         Fail to build strong teams that work together and support shared goals

·         Lead in front, not from behind. This pushes teams and clouds results

·         Neglect employee opinions and input

·         Refuse to listen to alternative options or points of view

·         Undermine employees to save face with other departments

·         Leaders who take credit for the achievements of their employees

·         Managers who refuse to support and back employees when crises arise

·         Weak leaders hold their employees to higher standards than for other teams

If you have ever felt crowded out or demoralized in your career, you probably have some more suggestions. As a leader, look at your "garden" of employees to verify that everyone has the resources and space to grow in their spot. Offer them the resources, support, and leadership that they deserve to sustain and grow those around them.

Are you ready to give your people space?

 

Photo courtesy of Vlado at freedigitalphotos.com

Tackling Workplace Conflict: Research and Best Practices to Stop the Drama by Nate Regier

Nate Regier is the author of the new book Conflict Without Casualties. Nate's work sheds some new light on the conflict in the workplace and the costs that arise when we don't address it. If you have ever avoided conflict or don't understand how to deal with it pick up Nate's book today. Here is a guest post from Nate to help you start taking on conflict at work this week.

 

Tackling Workplace Conflict: Research And Best Practices To Stop The Drama

By Nate Regier

On average, employees around the world spend about 2.1 hours per week, or over one day per month, dealing with workplace conflict in some way. In the US, that number is higher (2.8 hrs/week) equating to approximately $359 billion in paid hours. Non-profit sectors experience the most workplace conflict, with nearly 48% of employees reporting conflict at work.

What is the actual prevalence of conflict in the workplace, what causes it, and what opportunities are there for positive changes? To answer this, I’ve studied the most comprehensive workplace conflict research I could find, a 2008 study commissioned by CCP Inc., one of Europe’s leading business psychology firms, and Fellipelli, one of South America’s leading business psychology firms. The study included survey data from 5000 employees at all levels of their companies in nine countries around Europe and the Americas and remains some of the most comprehensive and useful research available. Here’s a summary.  

Costs of workplace conflict

Conflict often escalates into personal attacks, insults, or absence from work.

  • 2.1 hours per week spent dealing with conflict (Belgium was the lowest at 1.3 hrs/wk. Germany and Ireland, the highest at 3.3 hrs/wk).
  • 90% of respondents experienced a conflict that escalated, most often into personal attacks and insults, sickness or absence from work, and cross-departmental problems.
  • Feeling demotivated, angry, frustrated, nervous, and stressed are the most common psychosocial consequences.
  • Negative conflict with customers is risky since it is less costly to keep an existing customer than to replace one who has left dissatisfied.  

Causes of workplace conflict

Personality clashes are the number one cause of workplace conflict.

  • Personality clashes and warring egos top the list at 48% overall, but much higher in Ireland (66%), the US (62%), and the UK (59%).
  • Stress, too much work without enough support, and poor leadership are also significant (around 30%).

Who is responsible to deal with it?

  • Everyone! 62% of respondents believed conflict is everyone’s responsibility.
  • Surprisingly, only 15% felt that HR should be the ones to deal with workplace conflict.  

What should leaders do to improve how conflict is handled?

  • Identify and address underlying tensions before things go wrong (54%).
  • More informal one-to-one conversations with direct reports (42%).
  • Act as mediators (40%).

Research reported in Harvard Business Review revealed that 69% of managers are uncomfortable communicating with employees.

  • Provide more clarity and guidance over healthy behavior (40%).

* Twelve key leadership behaviors were highlighted by respondents in this study. Our PCM and LOD training and certification programs target all 12 areas.  

What have companies tried and how did it work?

  • Less than half of the employees surveyed (44%) have received any formal conflict training. Belgium and France have the lowest level of workplace conflict training (28% and 27% respectively).
  • 27% of those receiving formal training said it helped them feel more comfortable and confident in handling a conflict situation. Confidence is one of the biggest predictors of success (which is why our trainers use NEOS to measure changes in self-efficacy for their conflict communication training programs).
  • The most frequent positive outcomes of training were better understanding of others, improved work relationships, and finding a better solution to a problem.
  • 39% said training provided no help at all. We concur with the researchers that many conflict-communication training programs do not target the right issues and skills, especially personality differences and communication skills.
  • Conflict can generate positive outcomes. Three quarters (76%) of respondents had seen conflict lead to something positive.

In a nutshell

  • Conflict is costly.
  • Personality and ego clashes are the top cause.
  • Everyone is responsible.
  • Coaching and mentoring through daily conversations is the key to improvement.
  • Conflict can be positive and requires targeted training at all levels of an organization.  

Best Practices

Companies will make the most gains around workplace conflict by following these guidelines;

  1. Implement formal training targeted on understanding and communicating with different personalities.
  2. Focus not just on individual competencies, but skills to coach, facilitate, and mentor others during difficult conversations.
  3. Adopt a pro-active approach that recognizes conflict is inevitable, and is a source of energy for positive outcomes.

 Train these Core Competencies

Search for training programs that assess, develop, and measure these competencies:

  1. Self-awareness and recognition of positive and negative conflict in self and others.
  2. Awareness of personality, communication, and motivational differences in self and others.
  3. Ability to assess and respond to individual differences in and out of conflict.
  4. Ability to lead self and others out of drama and into positive conflict conversations.

About Dr. Nate Regier
Dr. Nate Regier is the co-founding owner and chief executive officer of Next Element, a global advisory firm specializing in building cultures of compassionate accountability. A former practicing psychologist, Regier is an expert in social-emotional intelligence and leadership, positive conflict, mind-body-spirit health, neuropsychology, group dynamics, interpersonal and leadership communication, executive assessment and coaching, organizational development, team building and change management. An international adviser, he is a certified Leading Out of Drama master trainer, Process Communication Model® certifying master trainer and co-developer of Next Element’s Leading Out of Drama® training and coaching. Nate has published two books: Beyond Drama and his latest work, Conflict without Casualties.

 

Are You Ready to Say Hello to New Growth?

For many of us, spring is just popping up, and old crabby winter has moved along. Spring is my favorite season. I continued to be enthralled by how life slowly unfolds and reaches up to the cloudless sky praising the sun. Small creatures start to rumble about and the insect's twirl by with ease and zest. There are so many fresh smells, and nothing beats hearing birds tweet just as the sun is rising. I am always mesmerized by the sound of croaking frogs in our woods even though our neighbors behind must beg for headphones to drown out the constant chatter.

I have a great friend that recently shared his video with me (above). Greg Heeres is a leadership aficionado and rascal with a passion for bringing out the best in others and sharing leadership lessons. He shares short snippets of video lasting only seconds but sharing what takes most several minutes to offer advice. Greg is a proponent for growth and walks the talk. His video connected with me because spring is such a season of newness, freshness, and growth. Spring is a better time to set new goals, make a change, and renew your life than New Years. What better time to grow and fertilize those around you than a time when you see and smell new growth every day.

As a gardener, I feel alive and ready to get outside planting, fertilizing, growing, and pruning. As Greg shared, it's a time to reflect on what kind of growth that we want to experience. It's looking at what tools we need to grow and what impacts others. Just like our plants, spring is also about fertilizing those around us according to their needs and what motivates them to grow. You just can't plant a cactus in the shade and expect growth when it craves the sunshine.

Moreover, pruning can be a painful process because we become accustomed to what we are comfortable with and like around us. The initial pruning is stark or painful, and we don't always know if our efforts are worth it. Isn't life like this? That to which we hold close to us is the hardest to let go. This includes behaviors, thoughts, and habits. 

I encourage you to make spring about you. Here are some ideas for bringing on some "newness" this season that will set you up for long-term growth and enable those around you to flourish.

·         What negative habits or thoughts are dragging you down? They are like diseases in the garden, and you need to address them to ensure your growth.

·         What needs pruning from your life right now? Maybe personal time is non-existent, and you are slowly sinking into the ground. Set your priorities and make a list of what you can minimize at work to maximize your personal life.

·         Who are you mentoring or coaching? You have the power to "fertilize" others, and it's amazing how you feel when you see someone grow in front of you.

·         Become more diverse. Beautiful gardens take time, planning, and patience. You need to bring in a variety of plants and have enough diversity in your yard for beauty and for the health of your plants. Are you engaging with diverse groups of people? Are you lifting others up and making efforts to expand your world? It takes time, and a concerted effort but the rewards are incredible.

·         How does it smell around you? Spring is a time for freshness. Are your ideas still fresh? Do you take the time to lighten up with those around you? Do you make a concerted effort to maintain a positive aura around you or lend positive words throughout your day?

·         Plan for future growth. Before you can plant a new garden, you need to prepare the soil. The same goes for growing new leaders. Are you purposeful in building others up so they can jump into your role some day? Are you purposefully looking to bring out the strengths in others?

·         Be the sunshine in someone's life every day. Smile, and you will light up those around you. Likewise, work the soil so that people have a strong foundation from which to sprout.

Breathe spring in and not only grow yourself this season but plant, fertilize, grow, and prune all around you!

Compassion and Service Go Hand and Hand

It's no surprise that culture is the key to driving service, sales, growth, and empowerment in organizations today. Culture can make or break those within the company which in turn impacts client and vendors in the marketplace. We all have our favorite culture needs but have you given any thought to championing for compassion within your organization?

How many companies have you read about that even have compassion as a goal? I still remain stumped and never gave thought to compassion being a key component that organizations are lacking until I read the new book Awakening Compassion at Work by Monica C. Worline and Jane E. Dutton. Below is a guest post from the authors and I would love to hear your thoughts!

If Your Business Competes Through Service, You Need More Compassion at Work
Monica C. Worline & Jane E. Dutton

Try this thought experiment: First, remember the last time you ate at a restaurant with poor service. Second, remember the last time you ate at a restaurant with great service. Which one would you rather return to today?

Many organizations, like those restaurants, depend on delivering high-quality service to build their competitive advantage. But managers and leaders often overlook or undervalue compassion in service encounters as an important aspect of distinctive service quality.

When Sarah’s grandmother died, she spent time cleaning out the house, immersed in memories. Sarah’s children were young and mystified by what was happening. The family stopped at a nearby restaurant for a much-needed bite to eat. Five-year-old Sonia started to cry, missing her great grandmother and the chocolate milk that had been their favorite treat together.

Lindsey’s shift had just started when she took the family’s order. It struck her that the young mother had asked for a dish that hadn’t been on the menu in years. Lindsey brought drinks out and the children were crying. Asking the little girl what was wrong, Lindsey learned of the death of Sonia’s beloved grandmother, who used to make special chocolate milk. After sharing hugs and telling the family how sorry she was for their loss, Lindsey stopped at the manager’s desk. She arranged to get them chocolate milk, and also for the restaurant to take care of their bill. That act of compassion as part of the restaurant’s service made a distinctive impression and won them a loyal customer.

It turns out that wasn’t the end of the story, though. Leaving Lindsey a sizable tip that night, Sarah wrapped the money inside a napkin with a simple note: “Thank you for your kindness and compassion, and the love you showed to complete strangers tonight.” A few months later, Sarah and her family were wrapping up details related to her grandmother’s funeral and they stopped at the same restaurant. Lindsey had just started her shift. She delivered water and menus to her new table, then she stopped in her tracks. Hugging broke out. She welcomed the family by name. She remembered their favorite foods and brought Sonia her chocolate milk.

At the end of the meal, Lindsey showed the inside of her black order pad to Sarah. Taped inside was Sarah’s note from the napkin. It buoyed Lindsey up on every shift, and helped her keep her calm when she encountered difficulty customers. One act of compassion had rebounded, helping bolster both the giver and the receiver.

Research by the Gallup organization shows that genuine expressions of compassion such as this one, when delivered authentically as part of high-quality service, create brand loyalty and forge lasting bonds with customers. These emotional bonds are far stronger aspects of great service than almost anything else organizations can do.

The great news is that research supports the idea that when employees give feelings and actions as gifts to customers, like Lindsey did for Sarah, employees feel better about work as well. Daniel Homan and Lonnie Collins Pratt in their book Radical Hospitality remind us about the power of service as a meaningful aspect of work: “It isn’t just the food that we pass out that nourishes or impoverishes the human heart. … Work is always for the service of others.” Making room for compassion as part of your customer service strategy opens the door for work that is more genuinely meaningful and customers who are more genuinely delighted and loyal.

If you have story of compassion and service quality, we’d love to read about it in the comments.

 

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Monica Worline, PhD, is CEO of EnlivenWork. She is a research scientist at Stanford University’s Center for Compassion and Altruism Research and Education and Executive Director of CompassionLab, the world’s leading research collaboratory focused on compassion at work.

Jane Dutton, PhD, is the Robert L. Kahn Distinguished University Professor of Business Administration and Psychology and cofounder of the Center for Positive Organizations at the Ross School of Business. She has written over 100 articles and published 13 books, including Energize Your Workplace and How to Be a Positive Leader. She is also a founding member of the CompassionLab.

Their new book, Awakening Compassion at Work, available now on Amazon, reveals why opening our eyes to the power of compassion is smart business.