Tag Archive for: Culture

Acceptance Of Our Darker Self: A Key To Leadership

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I was coaching an executive recently who was sent to work with me by her CEO. The presenting problem was an extremely low score on a recent 360 survey. The results of her feedback were that she was a competent professional but had very poor interpersonal skills. When I tried to get the executive’s perspective of herself, all I got was a positive presentation. She was, indeed, very difficult to reach to and to connect with, just as her scores indicated. Soon after this initial interview started I pointed out the discrepancy between her “polished presentation” of herself and the reality of how others were perceiving her. Her response was that she was always taught to be optimistic and positive, and with a smile on her face, she explained that she just couldn’t understand why the feedback scores were so low.

Her perceived “inauthenticity” was distancing her from those she was most interdependent upon. It’s hard to trust people that won’t be honest with themselves. In reality, she wasn’t phony; it’s just that she was only expressing a small spectrum of herself.

A lack of acceptance of the darker side of herself (e.g. insecurity, fears, resentments, worries, inadequacies) was preventing her from being perceived as “real,” and resulting in people distancing themselves from her. She was also incapable of assessing the full spectrum of what was happening in her culture because she couldn’t see it in herself.

Authenticity is compelling. It also enables you to lead with greater wisdom and resourcefulness. This is our work together: to face and accept some of the darker parts of our nature, the parts we avoid. Connecting with and accepting a fuller spectrum of oneself – especially the darker self – enables us to better connect with others.

Entitlement: Greatness Run Aground

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I have noticed that every time a great culture is built, there appears to be an opposite and equal reaction to greatness: entitlement. It seems to be human nature. If you give your kids a lot, they want more. I grew up with telephone party lines, with one line for up to five or six residences. There were times when you had to wait 1/2 hour to make a phone call. Now I get impatient with my cell phone provider when I get a dropped call and have to redial with the push of one button.

It used to take a winter to travel across this country on chuck wagons and horses. Now, as expectations have been raised, I find myself getting upset if a plane is thirty minutes late. Living in a great country, with world-class health care, education, law enforcement, and political systems seems only to increase our craving for more. Meet our needs with a high standard, and we raise the bar with a demand for more. I’ve seen the same dynamic in organizational cultures. The more the organization gives us what we want, the more entitled we feel. The best cultures I have worked with all experience the challenge of entitlement.

The reverse of this also seems true. My mother lived through the depression in a 900 square foot shack with ten siblings, enduring years of unimaginable poverty, and was void of entitlement. When she was close to death I asked her how she felt about dying. “After seventy-eight years, I accept death. I was fortunate just to have lived!” Joyce did not even feel entitled to life itself. Hard times are an ally in battling entitlement.

All the recent attention to building great cultures, empowering employees, and developing leadership capacity so people feel engaged seems to have unintentionally reinforced our love of entitlement. Living in great cultures has somehow fostered a belief that we have a right to get whatever we want without any obligations in return. Doing our own thing and expecting rights without service is self-serving. In the name of a great culture, we see people ask for such things as more pay, more freedom, greater recognition and privilege, more flex time or a risk-free environment without any reciprocating accountabilities.

This is simply wrong. Just because we are attempting to build cultures of trust that encourage you to find your authentic voice doesn’t mean you will get everything you ask for or have absolute security. Cultures of trust require a partnership, a commitment to a dialogue, not acts of concession. Accountable, authentic cultures of trust are based on reciprocal agreements. There are no licenses granted.

At the heart of entitlement is the belief that “my wants are more important than the culture and the culture exists for my sake.” At some point each of us needs to grow up and discover that our self-interest is better served by doing good work than by getting good things. Entitlement also rests on the belief that something is owed us because of sacrifices we have made. In reality, entitlement claims rights that have not been earned. It diminishes self-respect and constrains our freedom. The only way to reclaim what we have lost to entitlement is through acts of commitment and service to an entity larger than ourselves – the culture we work and live in.

When you see entitlement in the culture you live or work in, there are four steps to counter it:

  1. See entitlement as a sign of growth and greatness. You won’t find much entitlement in poverty and highly bureaucratic systems that have been suppressed for years.
  2. Identify the value or values you want to replace entitlement (e.g. self responsibility, service to others, gratitude).
  3. Find the allies in your culture who live by the values you are committed to and support them to foster these values with others who trust them. Like parenting, you only influence the values of people with whom you have a strong, trusting relationship.
  4. Get the values you want to instill off the wall and into people’s hearts through conversations and clearly defined actions. Then make a promise to live and work in accord with these actions, while being open for ongoing feedback and learning. Then shine a light an actions that are self-responsible, committed to service, and exude gratitude. Tell the story. Keep the renewed values fresh, making it difficult to be entitled.

Thanks to Peter Block (Stewardship: Choosing Service Over Self-Interest, Berrett-Koehler Publishers) for his inspiration behind many of these insights.

Organizational Culture and The Power Of Discovering Your Gifts

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A video clip of a homeless man begging for money with an amazing voice on YouTube this week went viral and soon gained him national attention and job offers. Within three days, Ted Williams, a 53-year-old former radio announcer who became homeless after battling drugs and alcohol, appeared on morning news programs to talk about job offers with the Cleveland Cavaliers basketball team and Kraft Foods and his stunning instant rise from begging on the streets.

Mr. Williams told the Today Show that drivers in Columbus would drive by just to hear his golden voice and upbeat greeting while advertising his “God-given gift of voice” when panhandling. He hopes to become a radio program director and support his children. His response to how we should treat the homeless was, “Don’t judge a book by its cover. Everybody has their own little story.” A good lesson, not just pertaining to the homeless, but for all of us who are preparing for our talents to shine more brightly in the world.

Since reading this amazing story, I have been reflecting on the gifts that everyone of us have. Are we creating workplaces that awaken the unique abilities of people? Are we getting our talents “off the streets” and into the hearts of the community? Are we shining a light on people’s capabilities? This is what a great culture is: it’s a place where employees at every level have a chance to be their best, realize their potential, and be recognized for their contribution – in the service of others. We need to strive for more than “satisfied” employees; we need to cultivate loyal employees. Investing the time and energy to foster this kind of environment is what it takes.

Great Cultures Start With Conscious Action

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Culture is ultimately about energy – the energy that emerges from the experience of participating in the culture. We are drawn to places – as a customer, employee, patient, or member – that have a high frequency of energy, places where people are engaged, vibrant, and alive. Conversely, we are repelled by places that are bureaucratic, listless, and dead. While positional leaders affect the energy level in a culture, every person – either inside or outside the culture – who participates in the culture contributes to the energy of the culture.

Regardless of what you say or do what face you show to the world, your mental-emotional state cannot be hidden. Everybody emanates an energy field that corresponds to his or her inner state. Most people can sense it even though they may be unaware of it’s effect or unable to articulate it. It’s not what you do, but how you do what you do that determines whether you contribute or  drain energy. The way that you act each moment, regardless of your position or your role, represents a certain vibrational frequency. I’ve learned from Eckart Tolle that if you are not in a state of acceptance, enjoyment, or enthusiasm in any task you do, then you will be creating suffering for yourself and others.

I used to hate housework, and yet I knew that doing housework was a way to contribute and feel a part of the family. Being at war with myself, I would find myself resenting doing any housework, causing stress and suffering to myself and my family. Frankly, I was a pain to live with whenever there was cleaning that needed to be done.

So, I made a decision to accept the simple act of vacuuming. I stopped complaining and resisting and made a decision to stop hating it. In the process, I have actually grown to enjoy housework, and have an improved marriage! Two for one! The enjoyment in the work came, not because the nature of the work changed, but because I changed. I became more present to the experience.

Take an audit of the work you are doing – at home, at your office, or in your community. Become conscious of the actions you are taking and the state of mind you bring to those actions. If you can neither enjoy nor bring acceptance to what you do, then stop doing it. If, on the other hand, you decide that it is important to do this work at this time, then decide to change your state of mind. Becoming conscious of the actions you take and the effect that your inner state has on yourself and those around you, begins to build a new culture, starting with you. Taking this kind of personal accountability – action with consciousness – is not only the core of a great culture. It’s the core of a great life.

If you want to know what motivates employees, ask them.

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When I was in Maine recently I was speaking to some hotel and hospice executives. We were discussing a recent interview I did for the National Post (the Article, entitled, Motivating Alberta’s ‘entitled,’ Workers appeared in the Financial Post on Tuesday, March 19). We were discussing how to retain employees in a labor market where the unemployment rate is low. In Maine, as in many other states, there is a shortage of nurses. Many hospitals are so desperate for nurses, they are offering them a sign-up bonus, cutting them a cheque for upwards to $1,000 for simply signing up for a job. Unfortunately, the technique is backfiring as many nurses take the cheque and bolt to the next hospital.

We discussed the importance of applying Ken Blanchard’s old and faithful model of turning the organization upside down. When you put the customer and the employee at the top of the organization and start working for them, you soon realize that all the intelligence, good ideas, talent, resourcefulness, and brain power for solving organizational problems are not found at the executive level. When requested, they are found  at the front-line, with those who are taking care of the customers. One hotel executive pays his best employees to periodically go off-site for a weekend to a think tank for better customer service. We explored asking employees, including new or even perspective hires, “What could we do to get you juiced about coming to work here – so that every day you jump out of bed eager to get to here?”
We recognize that for many employees and perspective hires the immediate answer will be, “more money.” So let’s start by talking about more money. Find the dollar amount they are asking for and play out the movie. If every employee started out being paid what they wanted, that would not serve the employee, because the business would soon be out of business and they wouldn’t have a job. But what if you could work with the employee to reach the point of earning what they deserve and what they are asking for by creating enough value for the company and the stakeholders that the company serves. Then we can start talking about what really matters to people.

There will always be some employees who are driven only by money. I don’t work with companies that pay to keep these kind of people. I also don’t think we take the time to listen – really listen – and understand what matters to people so that we can form a win win partnership instead of parent/child power and entitlement relationship.

I came back from Maine inspired to have new conversations with my staff and with those good clients that I serve. We are all in need of new conversations in the workplace. While we obviously can’t give our employees everything they want, extending some trust that they know something worthwhile goes a long way.

I’d love to hear your experience with asking employees what motivates them, listening carefully to their response, and negotiating for a win win partnership.

An a completely unrelated topic, I have been too busy to write about my experience in the North West Territories with a group of great community leaders. We had a two-day retreat at Blachford Lodge, 1/2 hour flight from Yellowknife. I wish every Canadian could experience the North. These were amazing authentic leaders who gave me a once-in-a-lifetime adventure. I am a better person for having spent two days with them.

Organizational Culture: Lessons From A High School Musical

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This past week our seventeen-year daughter, Hayley, performed in an amazing high school musical production of Les Misérables. Months of preparation went into this production. As these young people prepared themselves for a performance, I witnessed organizational culture at its very finest.

Here it was: a group of ninety youth (from grade nine through twelve), all focused on a shared vision, all deeply engaged in the project, all passionate about their work, with high energy, and servant leadership. I sat back and just took in the buzz with absolute awe. I started to think, “What if we could create this kind of organizational culture in a workplace?” With the right ingredients, focus, and leadership, I believe it’s possible because I’ve seen it done.

Here are some lessons from this high school musical theater production that I believe can be applied to any organization.

  1. Leadership with a vision. Merilie Stonewall, the artistic director at Hayley’s high school, had a vision to  produce this musical years ago when she first saw Les Misérables and was spell bound. Then she waited nine years after the rights became available for the special talent needed to cross the band room threshold. Everyone – from the actors to the crew and set designers to the tech staff, had a vision of the end result.
  2. Leadership inspired by love. Merrilie has invested years of her life into her students at Cochrane High School. She cares deeply for her work and her students. She has never, in all her years of teaching, ever fallen out of love with her work or her students. It is inspiring simply to be around her. Merrilie’s credibility was earned long before the first audition. It’s built on her love and commitment to youth and to music. And everyone knows it.
  3. Everyone’s talent was needed. Everyone in the production – from grade nine to grade twelve – contributed. Everyone made a difference. And everyone knew their important piece they played in the puzzle. When talent gets aligned with the vision, loyalty, passion, and energy is the result.
  4. High standards of performance were set and expected. No one ever takes pride in doing something easy. Every person on this musical team was stretched and pushed beyond their comfort zone. Football players were inspired to sing in lead roles, work on technical support or paint sets.  Shy kids were coached out of the woodwork to bring their unique talents forward. High standards were set and reached.
  5. Open communication. Conversations were going on continuously. Everyone seemed to be communicating with everyone. Roles were clear and openness abounded.
  6. Work was fun. Even in the midst of high expectations, everyone somehow knew that the goal of all this, was to be in the moment of creative human expression. If we aren’t truly enjoying ourselves, what’s it all for anyway? Ms. Stonewall, like all great leaders, understands that the work is merely a means to a much higher end: the building of stronger, more confident youth. She, like all who watched this production unfold in the past months, knew that the experience and memory of being on this team will stay with these kids the rest of their lives.
  7. Results. Results are essential as they are the ultimate measure of success. Hundreds of people in our community attending a sellout performance for five straight nights. Five straight standing ovations. It was as good of a product as you will see anywhere from an amateur theater group. When a team produces these kind of results everyone wins, and everyone on the team knows they made a difference in making that happen.

What a vision to aspire to, as we bring our passion and unique gifts to our work.