Tag Archive for: authenticity

Five Ways Leaders Accidentally Create Dishonesty In Employees

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Honesty is a key value for any organization. It sets the tone for the kind of culture you are committed to create. It provides consistency in behavior. And it builds loyalty and trust. Honesty is one of the most effective ways to establish the environment that will propel your organization to long-term success. As a leader, the importance you place on honesty can create a culture where your team members feel inspired, empowered, and validated.

Moral dishonesty, such as stealing, padding expense accounts, or lying about results can unfortunately be a part of an organization. More subtle and every bit as important, however, is psychological honesty.

  • What is the experience of your team members working in this organization?
  • Do people feel free to bring you their concerns, questions, or feedback without fear of reprisal?
  • How tense do people feel working around you?
  • Can people be honest with you about your leadership?
  • And how do you know if people are giving honest answers to these questions? How much are people on your team choosing to be merely polite rather being genuine?

Here are five ways leaders accidently create dishonesty in their team. I say accidently because no one sets out to create a dishonest work environment. Often, however, amid stress, demands, and particularly in a hybrid work environment where we may not be as connected to our team, we may inadvertently overlook some unintended consequences of our behavior.

  1. A lack of transparency with your team about why you made a decision. If you aren’t modeling honesty, it’s difficult to expect it.
  2. Unacknowledged stress, tension, and anxiety. It’s tough enough to be honest with your boss. But when you add emotional volatility to the mix, you are inserting a variable of instability which encourages being polite rather than genuine. It is for this reason that leaders must pay close attention to how they act and communicate. To create an honest workplace, you must attend to your inner state. Whether you see it or not, if you have unrecognised strain, tension, and anxiety, your team is likely going to hold back telling you the truth. Volatility breeds unpredictability. And unpredictability breeds dishonesty.
  3. Talking over people. When we interrupt others rather than sincerely listen, we give the message that we think we are smarter than they are, that they aren’t as valued, and aren’t needed. I, for one, am guilty of this when I’m feeling stressed, pushing for results, and forgetting about the importance of the people on my team.
  4. Ignoring people’s emotions. One of the biggest mistakes you can make is to ignore your team members’ feelings. This error often occurs when a leader is either unable to deal with their own emotions or are overly focused on tasks and results. The key here is empathy: you will succeed only when you care enough to attend to those around you. You are less likely to increase anxiety in others if you consider how your actions impact them. It’s your responsibility to be attentive to how people around you are doing.
  5. Defensiveness. This is the big one. If you ask for feedback in these areas, you need to let go of needing to be right to protect your ego. As Steve Covey used to say, “seek first to understand…” That is our work. When people have the courage to bring anything to our attention that creates discomfort in us, our responsibility is to resist the tendency to get defensive and to listen to understand.

In summary, positional leaders impact their employees’ stress and anxiety levels. What they say, feel, and do hugely influences their team’s physical and emotional well-being and how they respond. But sadly, far too few leaders are aware that they have this power. And many are overconfident in their leadership skills, creating a gap between their perceived and actual levels of competence. This explains why even well-meaning bosses may inadvertently contribute to high anxiety levels in their team members and how they inadvertently shut people down.

DIVERSIFYING YOUR IDENTITY: A Key To Becoming Resilient

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For several months I’d been helping a client prepare for a speech she was to present to one of her important clients. Knowing that this one presentation could be a key to leveraging her career, she put all her energy, including many coaching sessions and a great financial investment, into the crafting of the speech.

It resulted in an incredible delivery that far exceeded her client’s expectations. However, she received one small piece of corrective feedback and went into a dark funk for days. She became so despondent she considered walking away from her entire career.

After a long debrief about the experience, we explored the trap of putting our identity and worth into one facet of our lives. Like our financial net worth, we’re vulnerable and even fragile if it’s all in one basket. What happens when our entire life is defined by our work, and we retire? What happens if our identity is in raising our kids, when our kids leave home? What happens when our worth is attached to a healthy, strong body, and you become injured or get old? What happens when your worth is attached to your position on a board of directors and your tenure comes due? What happens if our identity is tied entirely to our possessions, and a fire destroys our home and everything in it?

Diversifying your identity, a concept I first learned from Brad Stulberg, is parallel to diversifying your financial investment portfolio. If you place your investments with a mix of stocks, bonds, international companies, and domestic companies, when one goes down, another one might be going up or staying stable.

The story of world record holder speed skater Nils van der Poel illustrates what it means to diversify your identity. Prior to his phenomenal performance at the 2022 games, Nils was struggling. He wasn’t performing at his best. When he stopped and reflected on what was going on, he realized that every time he stepped onto the oval to compete, fear began to consume him because his entire identity was derived from speed skating. This singular identity resulted in excessive, destructive pressure. Nils van der Poel as a person was synonymous with the results he generated on the ice.

Nils decided to create a strategy to diversify his identity. During the week, he trained with the same level of commitment and intensity. On the weekdays he remained a world class athlete. However, on the weekends he stepped back and allowed himself to be a person away from speed skating. He started hanging out with friends who weren’t athletes. He started going out for beer and pizza. He went bowling. He went on hikes. It wasn’t just giving his body a rest. He was giving his mind a rest. As he diversified his identity, he developed a sense of worth beyond speed skating. No longer was he just Van der Poel “the speed skater.” He was Nils Van der Poel, the friend, the community member, the man who loved hiking in the mountains.

Not only was Nils preparing for life after his sport, diversifying his identity also allowed him to come to the ice with less fear. He started to race with greater ease and joy. He was more relaxed. He was less attached to having to win to prove his worth because he had an identity away from the ice. And, at the 2022 Winter Olympics in Beijing, van der Poel, paradoxically, went on to win two gold medals and set a world record.

Identity diversification isn’t just good for sport. Many great difference makers were diversified. Da Vinci wasn’t just an artist. He was also a mathematician, inventor, and writer. Eleanor Roosevelt was a writer and great humanitarian. A well-worn fiddle case accompanied Einstein wherever he went. Diversifying your identity builds resilience by becoming a more well-rounded person. It also strengthens your primary path of focus.

Reflect on what you might be overly identified with at the present time. Where is there vulnerability, fragility, and unnecessary pressure from being overly attached to one identity? Where is there a need for “identity diversification?” What relationships might you be neglecting? Where might you need to let go of some over-attachment to roles you currently have? What is something in a totally unrelated field you could learn about that would enrich your life? What hobbies could be developed? Where is there an opportunity to do some service in your community – beyond your current role?

My client turned her experience into a learning opportunity. While she did take her career to a new level with an amazing presentation, after an extended holiday following the experience, she came back more well-rounded and committed to continue to work on diversifying her identity – with much more joy and greater resilience.

Replacing Perfectionism with Being Human

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I’ve spent a good deal of my life trying to be the best at everything I do – at school, in sports, in my work – in every part of my life. While this drive for perfection has led to the achievement of many goals, it has also contributed to much tension and stress in my life. When your worth is attached to an unattainable ideal, not only are you continually frustrated, you miss opportunities assuming you can’t do them perfectly. I’ve also wasted far too much time and energy trying to complete projects perfectly rather than embrace the beauty of “good enough.”

I know that the seeds of perfectionism were planted in my response to trauma. With little control during the formative years of my life, I unknowingly tried to be perfect at everything as a way of controlling the uncontrollable in order to feel safe.

Today, I am learning to find the good side of my addiction to perfection. I see the strength that comes in daily disciplines, routines, and efforts to improve. I know that my temperament responds well to discipline and structure. And rather than striving for perfection, I’m content with making progress. As I let go of perfection and learn to live with greater authenticity, passion, and presence, I am actually enjoying life more and even making a greater contribution. And I hope I’m a little more enjoyable and fun to be around. To borrow from Leonard Cohen, I’m letting go of my “perfect offering” and remembering what it means to be human.

Simple Art of Living

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Nellie McClung is regarded as one of Canada’s most prominent suffragists, helping to grant women the vote in Alberta and Manitoba in 1916.

In my library I have a book written by Ms. McClung, published in 1930, titled Be Good To Yourself, personally signed to my grandparents.

Here’s a quote from page four:
“We are clever people, efficient and high-powered, but in our zeal to get things done we are forgetting the simple art of living. Let us make a resolve – that we will begin today to relax, and loiter, and potter around, and be lazy if we feel like it once in a while, and take time to meditate, and watch the sun go down behind the hill.
Let us be good to ourselves.”

It appears that we have been struggling for some time with the challenge to s-l-o-w our lives down and remember the “simple art of living.” Being present in our busy lives to the experience of living is where life is actually lived.

I, for one, have spend much of my life setting goals and striving, while missing out on what life is actually all about.

While goals set the course for our life, it’s important to be mindful of what goals guide our lives. I think we all could all benefit from Ms. McClung’s advice and find fulfillment and meaning by being present to the experience of life.

Let’s make a resolve to bring more goodness to the world by remembering the simple art of living. Let us be good to ourselves.

Burnout, Leadership, and the Tyranny of the Transactions

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Every job has a transactional aspect and a transformational aspect. The transactional aspect deals with such issues as budgeting, planning, performance management, and administration. The transformational side of management is about inspiring, connecting, mentoring, and visioning. Every job has both of these components. Even in the case of a grocery store clerk, the transactional side is about task completion and operational excellence. The transformational side is about the relationship with the customer – the connection you make in the transaction. Transactions get the job done, but it’s the transformational side where we find meaning, purpose, and fulfillment in our work.

Burnout is not about hard work; it’s about heart ache. If we aren’t intentional and deliberate, transactional demands can squeeze out what truly matters: making connections, building relationships, and transforming lives. It’s transactions that burn us out and create exhaustion. One of the reasons that the pandemic was so hard on leaders is that the pressures and demands of maintaining protocols and keeping people safe – the tyranny of the transactional – left little space for transformational work.

Next time you are asked how you are, and you reply with “busy,” take a moment to look inside and ask, “Is it a good busy?” Is it the fulfillment of transformational work, or is it the busy that drains your energy through the tyranny of the transaction? How the balance is between the transactional and the transformational aspects of your work? Both are important and both need attending to.

If you are out of balance and want to step away from the tyranny of the urgent, join us in our upcoming Authentic Leadership Academy in November. Check it out at: https://lnkd.in/gMi2euzp

We all have blind spots

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Despite our sincere efforts to be a good leader, we all have blind spots – behaviors that are harmful to our leadership and we are unaware of. And because we don’t see them, we just keep managing the demands in front of us, with our blind spots leaving a destructive wake. Just as there is always a gap between what we espouse in our culture and the reality of our culture, there is always a gap between the self we think we present and the way others see us.

Unacknowledged blind spots will limit your impact and diminish your overall leadership capacity.

Five strategies for working with your blind spots:

  1. Make working with your blind spots a priority. Accept that you have them – we all do – and be committed to uncovering them. It’s not the blind spots per se, that are destructive. It’s our unwillingness to see them and work with them.
  2. Be curious. Carve out time for self-reflection. If we’re honest with ourselves, we have a sense of what our blind spots are. For me, one is when results aren’t immediate, and I’m stressed from not having the control of the outcomes. And when I’m stressed, I’m tense, and I question the impact I am having on my team. Other blind spot possibilities to consider include insensitivity to your people in a drive for results, over-valuing being right, a lack of strategic thinking, inflexibility, etc.
  3. Get regular feedback from people who know you and will tell you the truth. Feedback can come from a trusted confidant, a coach, or a support group. It can also come from your team – even if you start by making it anonymous.
  4. Acknowledge your blind spots and ask your team to elaborate. In my case, Marg, my VP of Client Care, elaborated on my blind spot when she explained that when results are down I have a tendency to disconnect from my vision, get stubborn and rigid, and resort to black-and-white thinking. This diminishes and disrespects the efforts of the team, while dis-inspiring people. Tension is contagious, and the team withdraws.
  5. Thank your team for their courage, recommit to make a change, and ask for their support. I find it useful, at this point, to craft an accountability agreement for how we will help each other grow.

Working with your blind spots is less about a destination and more about a method of travel.

Openly embracing your blind spots on a regular, ongoing basis restores your commitment to grow, keeps your vision fresh, and is a way for your team to continue to build courage, trust, and openness with each other.