Tag Archive for: peace

Navigating Political and Social Polarization in the Workplace: The Role of Leadership as Unifiers

/in , , , , , , , , /by

On March 18, 1956, Martin Luther King Jr.’s sermon at the Dexter Avenue Baptist Church in Montgomery, Alabama, entitled “When Peace Becomes Obnoxious,” started with a story:
“A few weeks ago, a Federal Judge handed down an edict which stated in substance that the University of Alabama could no longer deny admission to persons because of their race. With the handing down of this decision, a brave young lady by the name of Autherine Lucy was accepted as the first Negro student to be admitted in the history of the University of Alabama. This was a great moment and a great decision. But with the announcement of this decision, ‘the vanguards of the old order began to surge.’ The forces of evil began to congeal. As soon as Autherine Lucy walked on the campus, a group of spoiled students led by Leonard Wilson and a vicious group of outsiders began threatening her on every hand. Crosses were burned; eggs and bricks were thrown at her. The mob jumped on top of the car in which she was riding. Finally, the president and trustees of the University of Alabama asked Autherine to leave for her own safety and the safety of the University. The next day after Autherine was dismissed, the paper came out with this headline: ‘Things are quiet in Tuscaloosa today. There is peace on the campus of the University of Alabama.’”

Peace is not measured by the absence of conflict. Peace is gauged by the respect for differences, the ability to have open, civil dialogue, and the willingness to find common ground and collaborate toward shared goals despite disagreements.

Yes, things were quiet in Tuscaloosa, but the peace on campus, in the words of King, came “at a great price: it was peace that had been purchased at the exorbitant price of an inept trustee board succumbing to the whims and caprices of a vicious mob. It was peace that had been purchased at the price of allowing mobocracy to reign supreme over democracy. It was peace that had been purchased at the price of capitulating to the force of darkness. This is the type of peace that all men of goodwill hate. It is the type of peace that is obnoxious. It is the type of peace that stinks in the nostrils of the Almighty God.”

Leaders play a crucial role in bridging divisiveness and discord in the workplace. Rather than avoiding difficult topics, effective leaders foster open dialogue, model respect, and unite teams around common ground and shared values and purpose. By listening actively and encouraging curiosity, leaders can move conversations from confrontation to connection, transforming disagreement into opportunities for growth.

Emphasizing empathy over partisanship enables leaders to establish a safe environment where all voices are respected, even when perspectives differ. Unifying leaders guide teams to focus on common goals and common ground—such as organizational mission, shared humanity or collective well-being—while also addressing conflict constructively. Through clear communication, accountability, and consistent reinforcement of shared values, leadership can turn workplace polarization into a catalyst for collaboration, innovation, and resilience.

This issue is significant given recent research showing rising incivility related to political differences and social divides in workplaces, which impacts employee morale and can lead to disengagement or turnover. Leaders are now increasingly called upon to foster a culture of respect and safe dialogue on divisive issues. Exploring how organizations can build psychological safety and civil discourse to unite diverse teams remains a matter of continual investigation and vigilance.

Nothing in life is permanent – is this inspiring or terrifying?

/in , , , /by

Knowing everything can change in an instant can be good or bad, depending on your state of mind.

Helen Keller was an American author, political activist, lecturer, and advocate for disability rights who lost her sight and hearing at 19 months old due to illness. She became the first deafblind person in the United States to earn a university degree, and wrote fourteen books and hundreds of speeches and essays. She said, “Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure, or nothing.”

Uncertainty is part of life. Accepting uncertainty opens a field of possibilities and solutions that spontaneously emerge out of the chaos. Within this field of impermanence lies the fun, adventure, magic, and mystery of life.

Authenticity brings peace, power, and purpose into our lives and leadership.

/in , , , , , , , , , /by

A research project posed two questions to a randomly selected group:

  1. What’s it like to live your life and not be the real you? Responses included: Exhausting, depressing, sad, stressful, lonely, disengaged, empty, and lost.
  2. What’s it like to accept yourself? Responses included: Happy, confident, joyous, free, inspiring, appreciative, alive, fulfilled.

Who would you prefer for a boss or colleague: An authentic person who is at peace with themselves or an inauthentic person who isn’t?

Leadership is truly about PRESENCE, not position.

Building a Case For Working Less and Producing More

/in , , , , /by

Cal Newport’s recent book, Slow Productivity, builds a great case for showing how working less can lead to greater productivity and accomplishment. However, it isn’t about just working less and or discarding your work ethic. It’s about working with greater focus and deliberate action. In short:

  1. Focus on fewer things at once. By reducing the number of current tasks and commitments, you can actually complete more meaningful work over time. This allows you to give full attention to important projects rather than constantly context-switching.
  2. Emphasize quality over quantity. Newport advocates for “obsessing over quality” rather than just getting things done. By slowing down and focusing on craft, you can produce higher quality work with more impact.
  3. Work at a more natural, sustainable pace. Newport critiques the “unsustainable pace of modern work expectations” and suggests varying your work intensity over time rather than constantly pushing yourself. This helps avoid burnout in the long run.
  4. Measure productivity over longer timescales. Instead of trying to be productive every day, Newport recommends looking at accomplishments over months or years. This allows for periods of deep focus as well as necessary downtime.
  5. Reduce “pseudo-productivity” activities. Much of what fills our workdays – constant emails, meetings, and digital distractions – isn’t meaningful or impactful work. Saying no or having clear boundaries allows you to work less and accomplish more.
  6. Create space for deep thinking and creativity. Historical figures like Isaac Newton and Marie Curie made groundbreaking discoveries during periods of reduced activity. Periods of rest can lead to major breakthroughs.
  7. Build a “craftsman” mindset. By caring about the quality and impact of your work, rather than just visible busyness, you can produce more meaningful results with less frantic activity.

Newport’s “slow productivity” philosophy suggests that strategically working less – by focusing on fewer, higher-quality tasks and allowing for a more natural work rhythm – can lead to greater long-term accomplishment, reduced burnout, and greater meaning and fulfillment. The key is to be intentional about where you direct your energy and to prioritize depth over shallow busyness.

How to practice walking the talk with your values

/in , , , , , /by

I believe values need to be aspirational, not descriptive. The best values inspire you to better actions, not just define your current state. This is true with organizational values as much as it is with personal values.

For example, I have, historically, had a problem with control, anxiety, and patience. When I don’t have control I get anxious. And when I get anxious I get impatient. And when I get impatient I’m prone to taking it out on people around me – in the form of pressure, frustration, and disrespect.

My number one value is contentment, which means being satisfied and at peace with the present moment. However, this value is not a description of myself. It is an aspiration.

After speaking at a conference in Whistler, B.C., I caught a shuttle to the Vancouver airport (about a three hour trip). Traffic wasn’t as bad as expected and we got there early enough that there was time to catch an earlier flight. I found out there were seats available on the earlier flight for a $150 change fee.

I immediately went to frustration. I allowed the guest service person to take away my contentment and peace of mind. Annoyed, and upon reflection, I wondered why I gave my serenity and personal power away to a person I didn’t even know. Then I sat and re-read my values and decided it was more important to be contented than it was to be right.

I used the 90 minutes to relax, make some calls to friends, and reflect on what really matters in my life.
When I walked on the originally booked flight, I was a lot more contented than I was at the guest service desk.

I am practicing walking the talk. And I’m making imperfect progress.

What is your aspirational value?

What’s the difference between tension and relaxation?

/in , , , , /by

I hate to admit it, but I have spent a good part of my life trying to live up to an image to impress others. I call it impression management.

It’s exhausting managing impressions and constantly regulating myself. There’s a constant fear of doing something that doesn’t correspond with the image I am trying to project.

The problem with living in fear is that it overpowers creativity, joy, inner peace, and spontaneity.

There’s a Zen saying: Tension is who you think you should be. Relaxation is who you are.

I guess this is a reason why I have spent a good part of my life teaching about authenticity. That which we are best able to teach others is what we are most in need of developing within ourselves.