Archive for the ‘ Trust ’ Category
I was asked a question today: “What motivates you?”
I immediately thought about context: Motivations for work-related tasks? For my own personal goals? And then I thought about life in general. What motivates me to get up every day?
This is such a powerful question. The answer says so much about who you are as a person. Whether you are internally or externally motivated, and your reasoning for why you are motivated in that way can shed light on your values and morals. Even how you frame the answer conveys what you find most important in your life.
And yet, despite the wealth of information this simple question could provide, many leaders don’t ask this of themselves and of their direct reports. Leaders can uncover why they’ve become leaders and what strengths and weaknesses they possess. They can also discover how engaged their workforce is and how to better inspire their employees.
So go ask yourself and those around you, “What motivates you?”
“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”
The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.
A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.
While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”
During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.
During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.
No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.
Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.
How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.
Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.
The past couple years for me have been nothing short of a bold adventure dotted with opportunities, seen and unseen, to face my fears. Head on. And I don’t regret a second of it. I previously earned the nickname “safety cat” (a light-hearted play on “scared-y-cat”), but I have learned to embrace a maxim put forth by the great playwright and poet:
Fear is such a primal force. It does funny things to the brain. Fear works its way into the psyche and hijacks all reason and logic. It can be gripping and paralyzing, or rousing and electrifying. It can prevent you from thinking clearly and cause you to react without will or succumb to danger. When I was younger, I had a terrifying recurring dream when distressed that I was drowning in deep water. Dozens of times I have watched myself in this nightmare desperately struggling at the water’s surface but slowly sinking into a murky abyss. It was absolutely horrifying, every single time. Every once in a while, when I’m swimming around in fear surrounding some new challenge or perceived barrier, it sneaks in again and haunts my slumber. Naturally I’ve developed an irrational fear of being in deep water and therefore, I have never been comfortable in the ocean. Drowning is a powerful image of fear, so imagine my reaction when my brother approached me about getting scuba dive certified on vacation in the Virgin Islands! Knowing that he also harbored some anxiety around the idea of breathing from an air tank underwater, and not wanting to discourage him from challenging his own fears, I agreed to do it. I managed to say something like, “that would be fun for us to do together,” while in the background my brain was completely freaking out!
Fear is powerful, but it is not absolute. Although the brain’s course of translating fear-inducing sensory information into a behavioral response is largely an unconscious process, neuroscience has shown that we can learn new ways of reacting to fear-inducing stimuli. So how did I do it? Well, it was basically a matter of diving right in! I chose to be bold.
My brother and I signed up for the PADI Open Water Diver certification course, affiliated with a reputable dive shop in St. Thomas, and completed our e-learning modules. Then there we were on day one, all geared up with BCDs, tanks and regulators, and ready to begin the confined water dive skills portion of our training, and my brain started freaking out again. “All you have to do is breathe through your mouth and everything will be fine,” I told myself. “That’s crazy, you can’t breathe underwater, don’t do it,” my brain fought back with me. With my heart pounding, I submerged and instantly hated it. “Go back to the surface and rip your mask off so you can breathe through your nose like normal,” my brain shouted at me. “Just try to take slower, deeper, more controlled inhales and exhales,” my yoga teacher self told my brain. My chest was tight and I felt like I couldn’t get enough air no matter how hard I tried. “I’m suffocating…This is horrible…I hate this,” my brain cried out in panic. I struggled through the entire morning, dreading the impending open-water dives that afternoon.
”Avoiding danger is no safer in the long run than outright exposure. The fearful are caught as often as the bold.” – Helen Keller
Facing your fear is often about taking calculated risks and learning how to handle them. I chose to override my instinct to give up on diving, but my internal argument continued during the boat ride out to our first dive spot. “50 feet down is a long way…What if your regulator doesn’t work and you suffocate? What if you can’t clear your mask and you breathe in some water and choke on it? This is really scary. You don’t have to do this,” my brain tried to convince me. “Look here, amygdala, you’re not winning this time,” I answered back. Standing on the edge of the platform at the boat’s stern and heeding my brother’s advice from earlier that day, I rehearsed what was going to happen. “Walk yourself through it,” he said, so I reminded myself that I was in control and I stepped out into the ocean. We carefully made our first descent to the ocean’s floor and began our first underwater exploration!
What a mystical experience it was to be floating freely through the abyss, not struggling and fearful, but literally and figuratively buoyant. I fell in love with diving that day! More importantly, I gained an enormous sense of confidence in my ability to overcome the greatest obstacle to pursuing my dreams: fear.
“Whatever you do, or dream you can, begin it. Boldness has genius and power and magic in it.” -Johann Wolfgang von Goethe
How many times have you allowed fear to speak louder than reason or passion and missed an opportunity to challenge yourself and take a chance on growth in your personal or professional life? No one is immune from fear and it serves its purpose in warning us of potential threat, but it need not hold you back. You can still explore, try new things, step into the unknown, and know that you are in control even if you’re anxious. You can likely recount your own vivid tale of standing at the edge of whatever it is you were afraid to do, then taking that giant leap forward and feeling the rush of pure joy and pride afterwards. Revel in those moments and soak in the strength of resilience that you build when you do choose to face your fears. The first step is choosing to do it. The next step is going out and doing it. Share your stories below.
Boldness be your friend!
“Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.” -Dale Carnegie
About the Author:
Sarah is a Professional Services Intern at The Ken Blanchard Companies. She is also pursuing a Ph.D. in Consulting Psychology and her research is based on mindfulness. You can reach her at email@example.com.
If you’re an avid YouTuber, you might have heard of ze frank (listed under the channel zefrank1). I personally know of him for his “educational” videos on animal species mixed with his colorful commentary. Even if you’ve never heard of him, before, you may have heard of BuzzFeed, where ze frank is also the Executive VP of Video.
He’s posted a video to his channel on the topic of trust using two performers from Cirque du Soleil. This video is more of an artistic and emotional look at what trust really is, but in the end, asks this simple question: “Who do you trust?”
This also leads to another question: “Do people see you as trust-worthy?”
If you haven’t, already, be sure to take a look at the TrustWorks model which breaks down 4 main characteristics of trust. Also, be sure to take a look at one of our sister-blogs at www.LeadingWithTrust.com for regular tips on building trust as well as leading others.
I’ve been out of the dating scene for a while, but from what I see on the World Wide Web and the occasional post on various social media outlets, kids these days are using astrological signs to best match up with partners. In order to have a great experience at work, it’s important to find out what astrological signs exist for managers and which work for you. But there are some obvious signs that anyone in the workforce should be careful to avoid.
Often the seagull is seen hovering around various office spaces looking to “connect.” He might be seen wearing baseball cap with a sports coat and a tie. He often checks fantasy football on his iPhone and rarely skips a chance to “do lunch” with the boss. He’s not really into how you feel and in fact would rather not know. As Ken Blanchard says, “You gotta watch out for Seagull Management. Seagull managers fly in, make a lot of noise, dump on everyone, and then fly out.” These seagulls think they are special because when they “show up” they cause a lot of havoc and they think they are just “getting things going.”
Seagulls don’t play well with direct reports but tend to get along well with same level managers and especially executives.
Don’t be confused with the peacock. He’s a deceiver. He looks like he’s doing a bunch of work but he’s really lazy. His favorite management tool is the “delegation.” He’s too busy with everything he’s got going on so he gives away everything he’s supposed to do. He is tangential with his speech because he’s not really saying anything but words continually spew out of his mouth. No one understands him, but somehow we hear him. You may think its Armani but really the suit is a hand-me-down from his late, great Uncle Cornelius.
Peacocks don’t play well with direct reports but tend to get along well with same level managers. Executives aren’t fooled.
This guy. He’s quite the charmer and is generally liked in the office. He brings donuts on Fridays and loves puppies. These are all good things, but those that know him best are not sold on him. He has a tendency to say one thing and do another, over-commits to projects, and rarely delivers on what he promises. He tries to please too many people and has mastered the art of the fake smile.
Chameleons generally get along well with everyone, except those closest to him.
If you happen to run into one of these types of managers, just be sure to steer clear as much as you can!
Having direct reports can be hard. There’s so much work as it is and having to manage several employees on top of that can be overwhelming. And especially when there are urgent tasks to complete, it can be difficult to prioritize time with your direct report.
Some managers tend to pull back in situations like this, leaving the direct report to fend for him- or herself. Interestingly enough, other managers tighten the reins, keeping a closer eye on the direct reports and micromanaging, leading to more time lost. Contradictory, I know, but this does happen.
So how do you give your direct reports what they need, while also preventing them from feeling like you’re breathing down their necks? The answer is the same as what can save a marriage on the brink of disaster or stop a heated discussion from erupting into a fight: communicate. I mean, honestly, who knows how much supervision they need better than the direct reports themselves?
So have a conversation (that’s dialogue, not monologue) with your direct reports to see what they are up to and ask if there is anything you can do to help. A quick check-in can provide valuable insight into the challenges and successes in your employees’ lives, and even if you’re not able to help them on the spot, be sure to provide a follow-up meeting to sort out any issues and give your support.
Here are the steps to take to strike the perfect balance between oversupervision and undersupervision: