Everybody loves to win. It feels good to have success at something.
Sometimes at work, it is a personal success or the success of the entire team. Other times, it will be another individual who has a big win.
How do we celebrate those successes in the workplace?
Abby Wambach knows a lot about winning. She is an Olympic gold medalist and an incredible soccer player. She writes about the lessons she learned in her book Wolfpack.
One important element of success that Abby focuses on is being for each other and she emphasizes that winning is a team sport. She notes that in soccer, you will not always be the goal scorer and when you are not, you better be rushing towards her. For Abby that means cheering for the others on her team, celebrating with them, and feeling all the energy from that success.
She further writes that when you are the goal scorer, you should be pointing to those that helped you score that goal. Because we don’t win alone, we win with the support and help of other people.
What does this look like in the workplace?
How might pointing and rushing translate?
What are the things that you do to point at other people who helped you along the way or to rush that person who has had a big win?
I would love to hear your stories or ideas. Because this idea of celebrating success, really raising each other up, and being for each other, helps to build a cohesive team - one in which team members recognize each other and look for opportunities to celebrate.
Which do you prefer, receiving or giving feedback?
Most people have a hard time with both. Either can be uncomfortable, awkward and unpredictable.
Many organizations have limited opportunities to engage in formal feedback processes. Performance reviews generally happen once or twice a year and feedback is reserved for those times.
If people aren't receiving regular feedback, both constructive and positive, their growth opportunities are limited.
And rarely do people ask for feedback from others. Imagine a manager saying to her staff, "I want your feedback. What's working for you and what could be better?" This kind of inquiry creates a culture of 2-way feedback and normalizes the process.
Most of us don't do this because asking for feedback is vulnerable. It takes courage.
Last year I was serving on a board that met virtually. A few months into our term, the two co-presidents asked that each of the members schedule time to meet with them privately to give them feedback on our experience serving on the board.
I thought this was incredibly courageous.
I had feedback to give - both positive and constructive. They listened to what I had to say. They were gracious and curious, clearly wanting to be of service in the most effective way possible. It was a great experience and inspired me.
Feedback supports growth and development. It helps us and others to be our best. We can even give hard feedback in a away that is kind, generous and clear.
When was the last time you asked for feedback and genuinely wanted to hear it?
What are your best practices for giving and receiving feedback?
I was recently feeling overwhelmed. I had a lot going on in my life, both personally and professionally. I was stressed and unsure what I should tackle first. Home projects, family visiting, and an abundance of work were all stacking up.
As I was sharing with my coach this flurry of activity, she said, "I notice that you've used the word ‘overwhelm’ several times. Let's just pause for a moment and take a breath."
She helped me to temporarily disconnect from all the “doing” that was surrounding me. She encouraged me to take a new look from a perspective of gratitude.
It was a significant shift for me. I felt more calm and, well, grateful. The busyness was a result of all good things. It was just a lot at one time. Changing how I looked at it mattered.
I was reminded of a team that starts each of their team meetings in the same way with something they call The Ripple Effect. The Ripple Effect is an opportunity for individuals to share stories about the positive impact their work is having on their clients.
Starting team meetings in this way sets the tone for the rest of their time together. It focuses everyone’s attention on the impact of their work and alignment with the mission of the organization.
I’m inspired by this example and reminded that we can choose what we focus on, and what we focus on impacts what we see.
How does your team stay connected to their mission and to the impact of the work they are doing?
When you look at your agenda for your team meetings, where is the attention focused and how do you set the tone? I'd love to hear your thoughts and ideas in the comments below.
Recently, I tackled a home project to fix some blinds in my kitchen. The cord had snapped and the blinds needed to be restrung. I purchased all of the equipment I needed, laid everything out on my kitchen counter, disassembled the shade and put it back together. And then the test - it worked! I was so excited about what I had accomplished.
Could I have hired somebody to do it for me? Yes! I could have taken it to a blinds repair shop and paid them to fix it. But for me, there was great satisfaction in doing it on my own.
If you know me, you won’t be surprised to learn that one of my core values is resourcefulness. I love to figure things out. If there is a problem, I would much rather find the solution myself than hire somebody else to do it. It’s fun for me and core to who I am.
Values in Action
I had been working with a colleague for a while when we decided to share our values with each other. When she learned that one of mine was resourcefulness, it was like this light bulb went off. Previous to this, my style sometimes felt overwhelming to her, as I would say things like “What if we try this. Or that. Or something else? Let’s stay with it. We will figure it out!” When she understood that resourcefulness was core to who I am, she could appreciate my approach in a different way.
One of Dare to Lead’s™ four core skill sets of courage-building is Living Into Our Values. In the workshops I facilitate, participants identify their core values and share them with one another. Through this process team members gain a deeper understanding of what is really important to their colleagues, which strengthens relationships.
What are your core values and how do they impact how you approach your work?
How do you know if you're living in alignment with your values - that you're practicing your values and not just professing them?
If you're interested in this process, feel free to send me a direct message and ask for the values list. As you read through this list, see which values resonate with you, and then narrow your choices down to your top 2-3.
Share any thoughts or experiences you have in the comments below! I'd love to hear them.
Until next time, be brave, be kind, and take good care.
I don't like conflict.
I don't like the idea of conflict.
I don't like being involved in conflict.
I don't even like being around conflict.
When I was in junior high school, there were two boys having a fist fight. I was so uncomfortable with this conflict that I put myself in between them to get them to stop fighting.
Luckily, nobody got hurt, but that was a big physical risk that I took. The conflict didn't even have anything to do with me. I was just so uncomfortable being around it.
Now that's an example of something pretty extreme - but I don't even like the idea of a potentially difficult conversation that might lead to hurt feelings or discomfort.
Many of my clients tell me that one of the biggest issues in their organization is that people avoid having hard conversations.
They report a variety of reasons for this, including:
● They don't know how to do it
● It's too uncomfortable
● They're afraid
● The outcome is too unpredictable
Many people say that it's a cultural issue - that they are part of a culture in which people are expected to be “nice and polite”. They don't want to hurt each other's feelings so they avoid the hard conversation and hope that the behavior changes and that things get better on their own.
I have done that same thing myself. Sometimes it works itself out, but more often than not the conversation is necessary.
If we focus too much on being nice and polite, what happens if we have to give somebody hard feedback or talk through a disagreement?
We're working with people with unique personalities, perspectives and values. There are going to be disagreements or conflict. Having the ability to work through it is essential. And sometimes, the hard conversation has to happen more than once.
I have a friend (let’s call her “Beth”) who learned that her coworker “Brad” was gossiping about her and undermining her behind her back. Upset by this and aware of the toxic culture it could create, Beth had a direct, hard and clear conversation with Brad.
It was uncomfortable. She didn't want to have it. She'd rather have avoided it. But she had the conversation anyway, and when she was done, Beth was relieved and proud that she addressed the issue head on.
A few weeks later, Beth heard some disturbing news. Brad was once again undermining her and saying negative things about her. Beth was tempted to ignore it and say to herself, “You know, I've already had that conversation. Brad is aware of it and his behavior will change.” She felt discouraged and frustrated that the behavior had continued.
And she knew she couldn’t ignore it - that she had to do something. Knowing she had to do everything she could to stop this unhealthy and damaging behavior, Beth engaged Brad in another hard conversation. Eventually the issue was resolved - and it took persistence, attention and commitment.
When we avoid addressing issues, the problem often gets worse. Gossip, undermining and back-channeling behaviors create a toxic environment. These need to be addressed, and sometimes we have to be willing to revisit the conversation multiple times until we see the change we desire.
When we finally pluck up the courage to have a hard conversation, it can be discouraging to discover that things don't always change. Sometimes we have to stay with it and have the conversation again and again until there is resolution.
How do you handle conflicts or disagreements in your workplace?
Have you ever needed to have the same conversation multiple times? And what helped you to stay with it?
I'd love to hear your thoughts and comments below.
I've been engaged in personal development pretty much my whole life. It really started when I was a teenager and I took the EST training.
Have you heard of it?
It was intense.
I enrolled when I was just 16. The problem was that the minimum age for enrollment was 18. So I lied about my age to get in. It wasn't really a great start for a program focused on integrity, but somehow I was allowed to stay through that first training weekend and completed the course.
I was hooked! I loved how people were encouraged to be real, messy and imperfect. I loved how alive I felt when I was bringing all of me, the real me, to that experience.
The EST Training sparked my interest in what has been a lifelong journey and exploration of who I want to be and how I show up in the world. Throughout my life I have experienced a variety of approaches. I've taken workshops, read books, attended seminars and worked with a coach. Each experience taught me something valuable.
Some of these experiences were supercharged. A long weekend with Tony Robbins is like going to a therapeutic rock concert. It’s intense and exhilarating and exhausting. People are inspired to be and do better for themselves when they leave.
And yet for me, the pull of the status quo has always been so strong that unless I had some sort of structure or system in place, I just would go back to my old ways. It was the path of least resistance.
In my work with teams and organizations, I see a similar trend.
Sometimes people call me and they're excited about engaging in a workshop experience with their team. They’ll say, “I really want to create some change in my team. What can you give me in half a day?”
Sure you may inspire some new thinking in a half day, or provide a new perspective. And it’s really just the beginning of a conversation. In order to create real sustainable change that has a lasting impact, we have to commit to practicing new behaviors over time.
What's your experience with making lasting changes? How have you been successful in adopting new behaviors and habits?
I'd love to hear your thoughts. And as you embrace new ways of being, remember to be brave, be kind and take good care.
Have you ever noticed that some people have two versions of themselves?
They have their real self and then they have their work self, and the two can be very different.
Why might someone do that?
Why might somebody choose not to bring their real, genuine self to work?
I had a mentor who said that we take our representatives to work. You drive up to your workplace, park your car, and then you leave your real self behind in the car. Maybe you put the window down for her so she has some air, but you want her to stay there where it's safe and protected.
Then you take your representative inside to interact with others. It's your representative who risks rejection, blame and criticism and your real self is safe and protected.
When a mistake is made or efforts are criticized, the representative doesn't get hurt because it's just a facade. It's not the real person, the tender vulnerable being who cares what people think and wants to belong.
This might be an effective tactic short term, but long term, it doesn't work. We are hardwired for connection. We need to feel connected to other people and recognized and valued for who we are and what we contribute.
This sense of belonging that comes from being seen and appreciated creates sustainability and retention in the workplace and increases engagement.
Brené Brown makes the distinction between fitting in and belonging. She says that fitting in requires us to change who we are. Belonging allows us, requires us to be who we are.
The message of fitting in is ”How do I mold and protect myself so that I'm safe in this environment?” When we focus on belonging, the message is that “I show up and engage as my real self, my full self, and I'm accepted - not in spite of who I am, but because of who I am.”
Do you bring your real self to work? Do you feel a sense of belonging or do you feel like you have to change yourself to fit in? And if it's your representative showing up and not the real you, what's the cost of that choice?
Until next time, time, be brave, be kind and take good care.
We’ve all done things that we wish we could have done differently. Sometimes we replay the scenario over and over again in our minds. And when we are resilient and at our best, we are able to look at the mistake objectively, and learn from it, increasing our confidence, knowledge and abilities.
But what if others don’t move on?
You are resilient. You learn from your mistake, and are ready to take on new responsibilities. But you notice you aren’t getting them.
Because your manager hasn’t moved on. He holds onto the mistake you made and is unwilling to give you more responsibility.
What happens then?
I was recently talking with a leader who had been at her organization for over 20 years. Several years ago, she took a risk and created a new project that she was excited about. She had put a lot of time, energy and thought into it.
The project failed. She was disappointed, of course, but she learned from it and gained new skills and critical thinking abilities as a result.
But her manager didn't forget it. He continued to reference the failure during their conversations and in meetings, and would occasionally even make subtle jokes about it.
This manager could not get past this one mistake. His inability to move on took his toll on the leader. She became more cautious. She became less engaged and less invested.
This dynamic eventually led this skilled and valuable woman to leave the organization. She could no longer tolerate being reminded of a mistake she had made years before, one from which she learned and grew.
What’s this mean for managers?
If you're a people manager, what do you do when someone makes mistakes?
Do you bring it out into the light, discuss and examine it together in order to help your team to learn from it so that all can do better next time?
Do you try to ignore it, in which case it’s likely to happen again?
Or, as in the above, do you hold it against someone when they fail, using it as a subtle shaming reference?
Being a leader requires self-awareness and intention. I invite you to share your ideas about how you were able to turn a failure into a great learning opportunity for yourself or your team. Let’s talk about turning mistakes into development opportunities the support even smarter risk taking and innovation.
Set up time to talk to me now at https://app.acuityscheduling.com/schedule.php?owner=13527478&appointmentType=12509667
Have you ever gotten mixed messages from someone at work? You know, like when your boss says:
"Hey, bring your ideas! We really want to innovate and get some new initiatives going here!"
Then . . . when you share your ideas, they're dismissed or ignored. Talk about mixed signals!
That doesn't feel good. And it certainly doesn't create an environment where people feel inspired to bring more of their ideas.
There’s been a lot of talk about Google's study on psychological safety - a term coined by Amy Edmondson - but most people don’t fully understand what psychological safety is. Sometimes the best way to show what something is, is to show what it isn't. So when you bring your ideas, these responses are NOT psychological safety:
"Yeah, but…. that's not really the direction we need to go."
"Yeah, but, ugh, we just don't have the budget for that.”
"I've tried that somewhere else. It flopped.”
“That's not going to work here.”
"Not really what we're looking for. Anybody else have an idea?"
What do you think when you hear things like this? After hearing all of this, how likely are you to share your ideas next time? And most importantly, who loses in this scenario?
You do, sure. But the company does too. With leaders actively discouraging ideas, innovation comes to a standstill. Employees don’t feel like what they have to offer is valued. And eventually, they leave or disengage.
On a scale of 1-10, if you have to be operating at a 6 (at minimum) to not get fired? Well, this kind of environment leaves you with people working at a 6.1, just barely enough to stay under the radar.
Does this sound familiar to you?
What if the manager reacted differently to all those ideas he’d asked for?
“That's really an interesting idea.”
"Tell me more about that.”
"How did you come to that conclusion?”
"How do you think that would impact these other parts of the organization?"
"Oh, what if we took that idea and added this to it?"
Reactions like this, that honor the contributions people have made, spark an inspiring conversation that encourages new thinking.
What are the things you're doing in your organization to create trust and safety for other people, so that they want to be invested in their work? Because at the end of the day people want to feel excited about what they're doing and to know that what they're doing makes a difference.
If you want to talk more about how to create a psychologically safe workplace, let’s talk.
Katie is a Certified Dare to Lead™ Facilitator and Executive Coach.