A version of this article was first published in my monthly column for Troy Media
I Used to Write for Sports Illustrated. Now I Deliver Packages for Amazon is a brilliant article by Austin Murphy in the December 2018 issue of The Atlantic. Mr. Murphy articulates his personal career journey as a result of being in an industry disrupted by technology. What really resonated for me about his story was his transformation from shame to pride. Somehow, he found his way to seeing his new job as rigorous, challenging, fun, and something he strives to excel at. He discovered he can be - and has the right to be - proud of the job he does, whatever that job is.
After reading Mr. Murphy’s article, I found myself paying more attention to people doing their jobs. I noticed Jack, the cashier in Winners, whose attentiveness elicited a spontaneous “you should be in customer service” comment from a customer. He paused and beamed up at her, “thank you. I think customer service is my thing.” He clearly takes pride in what he does, and it shows. I contrast this with the bored, lackadaisical barista at my local coffee shop. While she is voluntarily employed in a service job, she clearly feels no pride in what she does and it also shows.
Is it important to feel pride in what you do?
According to researcher and author of Pride: The Secret of Success, Dr. Jessica Tracy, it is. Pride is a primary, universal human emotion and closely linked to self-esteem. As human beings, we are programmed to feel and express pride. I heard Dr. Tracy speak recently, and her ideas caused me to wonder, do we spend enough time thinking about how to maximize our opportunities to feel pride? We are really focused on being happy. Happy is good. But what about pride? How might we transform ourselves and our experience of life if we felt more pride? Since most of us spend the better part of our days working, it seems to me we ought to think about how we can maximize our opportunities to experience pride in our work.
How to experience more pride at work
One main source of pride is accomplishing or achieving something. For an athlete, winning a gold medal is a moment of pride. For a child, learning to tie one’s own shoes is also a moment of pride. Work provides an endless array of opportunities for achievement, sometimes large and often small. There are a number of ways to increase opportunities to feel pride:
This article is adapted from my HR column on Troy Media at http://troymedia.com/2019/01/14/radical-strategies-work-collaboration/
The ability to collaborate with others is a ‘must have’ skill to be successful in work. It doesn’t matter if you are a project manager, a self-employed editor or the Chief Financial Officer, part of your success is probably going to hinge on how well you can work with colleagues. Our work world is a complex system with lots of inter-related people and parts that need to work together if we are to get things done and deliver on our goals. Working easily and fluidly with others is simply how things get done in the 21st century.
What is collaboration? Collaboration has become a catch-all phrase to encompass a whole range of activities and behaviours that relate to our ability to interact and work with other people. Fundamental to collaboration is the ability to establish and maintain constructive, genuine, healthy relationships. Some questions you might ask yourself to test your collaboration skills include:
Radical ideas for better collaboration. I recently read the book Real Love, Sharon Salzberg’s guide to applying Buddhist philosophy in order to experience greater love and acceptance of oneself, and others. It struck me how applicable many of the key principles are to collaboration in the workplace. To be truly successful at collaborating with others requires more than just switching up a few habits. I believe it requires a different - radically different - mindset.
Serving on a not-for-profit Board can be an energizing and fulfilling experience. You will learn a lot - about yourself, about leadership, about working with others - while giving back to your community and supporting a cause you care about. But Board work isn’t for everyone. Here are 6 questions to ask yourself before you commit.
If you answered ‘yes’ to these questions you are well-prepared for the commitment you are making and the organization is really fortunate to have you. If you didn’t, you might want to pause for the moment.
A version of this article was first published on Troy Media at www.troymedia.com/2016/12/30/improve-life-2017/
I am one of those people who relish the opportunity to reflect on the year and give thought to what I want to be different going forward. I gave up making actual resolutions years ago; like everyone else, my follow through was short-lived and ended in disappointment. But I do like to experiment with new habits and practices that might improve my life. When I find things that work for me, it is amazing how many of them actually stick over time. My ideas for how to improve my life don’t spontaneously pop into my brain. Rather, they trickle in through things I read, conversations I have, podcasts I listen to. In reviewing my 2016 journal and the experiments I’ve tried, below are my top 5 suggestions for how you might improve your life, too.
This weekend I am facilitating a board strategy retreat. “Let me be clear, I don’t do strategic planning,” I stressed when I got the call. The Chair assured me they were not looking for a strategic planning expert. Instead, they were looking for someone who is really good at reading and shaping interpersonal dynamics to facilitate an important conversation about growth and help the board align around a decision. With that proviso in place, I agreed to support them.
This request got me thinking more deeply about where and how psychology collides with governance. In the same way organizations have embraced and applied behavioural science to support strategic and business goals, it is perhaps time we applied this expertise in the boardroom. The idea of bringing a business psychologist, or another professional skilled in interpersonal and group dynamics, into a governance context does not originate with me. Over the past few years I have had a number of people suggest the work I do is badly needed in our boardrooms. I see at least three key reasons for this.
There was a time when boards were secret societies operating behind closed doors. Those days are long gone. It is time boards gave serious and strategic consideration to the ways and means at their disposal for accelerating and maximizing their own effectiveness. All this to say, it may be time for you to invite a psychologist into your boardroom.
A version of this blog was first published on Troy Media.
A version of this article was first published on Troy Media www.troymedia.com/2016/09/11/stop-outsourcing-leadership-development/
If you ask a successful leader to recall his or her most impactful development experience, chances are it happened while on the job engaged in real work. This was reinforced on a recent project designed to help organizations transfer and retain the business-critical knowledge of retiring baby boomers (a copy of the report can be downloaded at apgst.ca/projects/pdfs/APGST-KnowledgeTransfer-Report-2016-WEB.pdf). Interviews with over 40 successful, long-tenured leaders confirmed the best development takes place on the job. For example, an assignment that stretches one’s personal resources; the opportunity to work side-by-side with a mentor; struggling and succeeding with a challenging project. While we have long known that most development happens in the workplace, we continue to rely on external, formal training to build leadership capability. There are 5 key reasons to shift away from traditional leadership training and development and turn your focus toward helping employees develop critical skills and capabilities while they work.
This article was inspired by a 10-month project sponsored by APGST that took a deep-dive look at how organizations can transfer and retain critical knowledge as baby boomers exit the workplace in record numbers. This project reinforced for me that importance of embedded learning as a critical leadership development approach. A full biography of research that informed my recommendations can be found in the final report, which is a resource guide for HR practitioners and leaders on how to engage in critical knowledge transfer.
Minerva just released their second annual diversity scorecard for BC companies and the findings are nothing short of disappointing. We have had a civil public conversation about diversity and inclusion thus far. We’ve sympathized, empathized and agreed change takes time. White men need the opportunity to adjust to sharing power; the rest of us need time to develop the competence to exert power. Being nice about this has gotten us, well, not very far. Is it time to call a spade a spade? Is it time we confronted the hard truth that many of those in power don’t want to share and will put up any and every barrier to stop the rest of us from joining their exclusive club, for as long as they can? The evidence suggests that, if inclined, organizations can fast-track inclusion efforts. An example is Ritchie Bros. Auctioneers who, in the last 12 months, have added 3 women to its executive team and just appointed a second woman to their board, which is chaired by a woman.
While it is easy to become despondent, we need to reflect on and remember just how much progress we have made as a society in providing each of us with the opportunity and support to step forward and contribute equally. But we still have some barriers to break down, and we need to get moving. This is what I believe will help us make real progress in advancing diversity.
A version of this article was first published on Troy Media.
Cindy, a consistently high performer, has been with her firm for 10 years. She really likes the company, her job and the people she works with. About 6 months ago she found herself with a new boss. He’s an up-and-comer; young, ambitious but lacking in leadership savvy. Determined to prove himself, he pushes people hard without providing the support or structure they need. Cindy was patient, assuming he would settle into the role. But he hasn’t. She is angry, frustrated, and thinking about leaving the company. Studies consistently show one of the top reasons people quit a job is to escape a bad boss. At some point in your career you will probably find yourself in this situation. Is it always worth throwing in the towel and finding something else to do? Not always. If you don’t want to, or can’t, leave your job what can you do?
Is it me or is it you?
The first step is to determine if the problem is your boss. Do others feel the same way? If you are surrounded by a crowd, you can safely assume your boss is the problem. If, on the other hand, everyone else seems to be getting along, it is probably an issue of fit between the two of you. And if this is a problem you encounter time and time again, it is probably about you.
Start with empathy
Let’s assume your boss is the problem. As difficult as it might be, try to look past your frustration and seek to understand why they are such a challenge. Very few people try to be terrible on purpose. So what’s going on? If your boss is approachable, a conversation may be appropriate. Perhaps something like, “I can see you struggling in this role, and it is making things difficult for me too. What can I do to help you so we are both successful?”
Take advantage of safe ways to provide feedback to the company about the situation. If you have a human resources person you trust, share your feedback and ask for advice. If someone from senior management asks how things are going, be diplomatic but candid. Again, a good strategy is to ask for advice about how to work with your boss more effectively. It sends the message there is a problem, but you are looking for solutions.
Play the waiting game
When my friend Jack was dealing with a bad boss I suggested the company would probably figure out they had a problem. I advised him to be patient and wait it out. It took almost a year, but a 360-degree review was promptly followed by his boss being reassigned. If you think your company knows they have a problem, it is probably worth hanging on until they make a change.
Disengage emotionally from the relationship
While you are waiting for the situation to resolve itself, don’t let your boss’ bad behaviour get the better of you. If you know you won’t get what you need, do yourself a favour and don’t cling to unrealistic expectations; the only person who will be disappointed is you. Manage your expectations and limit your interactions. Get good at finding alternate paths to getting what you need, whether it is support, resources or a sounding board. Rely on your boss as a last resort. Be respectful and responsive to requests for meetings or information, but don’t initiate them more than is required.
Limit the time you spend venting with colleagues. Negative energy produces more negative energy. Instead, look for support outside of work. If you have an Employee Assistance Program (EAP), you can often use this to speak to a counsellor who will provide coping strategies.
If you have a boss who is struggling, there is a chance he or she will look for people to blame or ways to change the situation. This is why it is important you handle yourself well. If you want to stay in your job, the last thing you want to do is give someone a reason to end your employment. This is also a good time to dust off your resume, update your LinkedIn profile, and keep an eye on the job market.
Learn from it
Finally, take advantage of this as a learning opportunity. Most managers say their best leadership lessons came from working for a bad boss.
This article was inspired during a walk on the forest with a friend who was recollecting the last 10 years of his career and a run of bad bosses he had survived several years earlier. It made me especially appreciative of the (mostly) pretty good bosses I have had over the years, and also reminded me of the very best thing about working for yourself - no boss.
A version of this article was first published in my HR column on Troy Media.
A few weeks ago I sat with a small group of business owners who wanted to talk about culture. For each of them, culture ranks as one of their key human resource worries - how to shift their culture in a meaningful way, or maintain a culture they see as critical to success. One of the advantages - and responsibilities - of being a business owner is that you have the final say on the culture in your organization.
What is culture?
Too often we talk about building culture as though it were a knob you turn. In fact, culture is an output - the observable manifestation of a myriad of factors that interact and coalesce to create a unique imprint. Inputs that shape culture include strategy, structure, decision-making rules, rewards, customers, values, who you hire, policies, mission, and so on. You can see culture in how your lobby is decorated, and you can feel it in how employees treat each other. It usually takes outsiders only a few words to describe the essence of your culture.
How do you influence culture?
I do not understand the mystique that surrounds culture change. To me, tackling culture requires the same approach you apply to any other business problem: What is your goal? Where are you now? What is your plan to close the gap? You begin with a vision for your culture. Then you take a hard look at what your culture is today. If there is a gap, you systematically look at the key inputs that shape and influence culture and assess which of these you need to address to get a different output. For example, if you envision an egalitarian culture where everyone has a voice, decision-making processes that include some and exclude others will not support your cultural vision. If you aspire to a culture of innovation, a reward system that punishes failure will quash that dream. The important thing is to look at all of the inputs that can shape culture and determine which are most critical to shaping the culture you want to build. Those are the ones you will want to target to align with your cultural vision. You also want to ensure your inputs are not in direct conflict and sending mixed messages. That only gets you the reputation of saying one thing and doing another.
Culture-building strategies that can save you time and money
There are six things you can do to fast-track your culture building efforts:
If you really want to drive change, don’t carry a megaphone
Stealth is vastly under-rated as a change management strategy. Contrary to popular belief, you don’t need to start with a mesmerizing communication program that tells employees what is wrong with them and how they must change. You need to start by doing things differently. Quietly, consistently, differently. Trust me, people will catch on.
A version of this article was first published in my monthly column on Troy Media.
I have a routine I try to follow each morning. I take a shower, do 20 minutes of yoga stretching, pour myself a cup of coffee and sit down to read something that centres and inspires me. A little Seneca, thoughts from a Buddhist teacher, a chapter of Eckert Tolle. This morning I opened Oriah’s meditation guide to her famous poem ‘The Invitation’. In her introduction she sets out what the reader can expect from her as a spiritual guide. Her commitments stopped me in my tracks. They are, quite simply, some of the best principles I have come across for anyone who, like me, puts themselves in a position to be a guide to others. As business consultants, people hire us to help guide them to new knowledge, insight, behaviour, processes, strategies. Oriah’s principles apply equally well to us.
The Invitation by Oriah Mountain Dreamer, published in 1995, was my inspiration for this article. She lays out what the reader can expect from her in the first chapter 'Accepting the Invitation'. It is a beautiful book.