Archive for the ‘Executive Coaching’ Category

Becoming Trustworthy

Article submitted by Amy Sargent

“Do you trust me?”

It’s a familiar line from romcoms. The protagonist is getting ready to do something crazy and wants the heroine to go along with him. He reaches toward her with an open hand, hoping she’ll abandon all logic and jump.

And don’t we love it when she jumps?!

It’s fun to watch on the big screen, but in real life, trusting others can be tough. If you’ve ever been lied to (and, who hasn’t?), or betrayed, or deceived in any way, there’s a good chance you say, “No thanks, I’ll stay here and play it safe.”

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”

Stephen Covey

Trust–or a Lack of–in the Workplace

In the workplace, trust can be especially difficult to navigate. First of all, there’s a professional persona we all put on when we head to the office. Much of professionalism lends to a healthy workplace, by setting appropriate boundaries, offering mutual respect, and using polished, effective communication skills. However the downside is that sometimes our professional self looks nothing like our real self, and can leave us (and others) feeling, well, nothing. And that cold, hard shell of inauthenticity can be both exhausting to maintain, and empty.

Secondly, there’s fear. Fear of all shapes and sizes can prevent us from trusting in professional relationships, and instead, choose to stay closed off, hiding behind our masks of inauthenticity. Fear of not getting that promotion. Fear of being fired. Fear of management disapproval. Fear of employees not liking you. Fear of looking silly. Fear of looking too confident. Fear of … you fill in the blank!

However, without trust, the workplace becomes nothing but a hollow movie set of actresses and actors, pretending, resulting in shallow, unengaged teams.  Imagine, instead, if we could build authentic, value-driven teams working together with integrity to achieve success.

Wondering why your key players are quitting? Maybe it’s a lack of trust. Shelley Smith, in an article she wrote for Forbes entitled Lack of Trust Can Make Workplaces Sick and Dysfunctional, notes, “Team members who don’t trust their leaders are likely working the bare minimum and planning to get out.” She goes on to say, “If you don’t trust your team, you’re likely either micromanaging or withholding information and working on initiatives on your own or with a select group of people. This can create a vicious cycle, as your team may respond by pulling back even further, so you’ve created a perfect storm in this self-fulfilling prophecy of distrust.”[https://www.forbes.com/sites/forbescoachescouncil/2019/10/24/lack-of-trust-can-make-workplaces-sick-and-dysfunctional/]

On the contrary, a workplace embedded with trust enables team members to feel safe — safe to be innovative, safe to achieve, safe to take risks, safe to fail. Paul Towers, Founder at Task Pigeon, shares this wisdom in his blog: “Successful businesses are built on relationships. Relationships between employers and employees, staff and customers, internal stakeholders and external stakeholders. At the foundation of all relationships is trust.” [https://blog.taskpigeon.co/workplace-trust-trust-important-workplace/]

What is trust?

What does it mean to be trustworthy?

It’s a way of behaving which creates a bond, or connection, with others which is appropriate, empowering, and safe. A trustworthy person is reliable and dependable and others feel enabled to speak their truth(s) and be themselves. Those with this competence of emotional intelligence encourage and participate in appropriate self-disclosure. In other words, they’re not afraid to share information — about themselves, about the project, about the company, when appropriate.

Trustworthy individuals are willing to be influenced by others, and are open to changing their minds in conversations with others. They are known to maintain high standards of personal integrity (doing the “right” thing, even when no one is looking), and their public behaviors match up with their personal behaviors. They treat others fairly and with respect. They genuinely care about others. They make good on their promises.

Would you want to work for/with professionals like this?

And if we asked them, would your colleagues, clients, and customers use these descriptors when talking about you?

Tell-tale Signs that Trust is Lacking

When trust is absent from relationships, it rears its dubious head in several ways. Do you notice any of these behaviors in your day-to-day interactions?

  • You’re not that great at establishing open, candid, relationships
  • You’ve developed a reputation for lacking integrity
  • You tell lies, often
  • You blame others for your mistakes
  • You say one thing and do another
  • You make promises which you can’t — or don’t intend to — keep
  • Your behavior is erratic, and inconsistent
  • You treat some people poorly
  • You’ve undermined others for your own gain
  • Others never come to you as a source of guidance or wisdom

If you can relate to any of the above, it may be time to do some work on developing the skills which build trust.

Trust Makers

Building trust, as in all emotional intelligence competencies, can be developed. Here are some ways you can begin your journey toward becoming more trustworthy:

  • Develop personal relationships with others by working on your listening skills. Ask open-ended questions, and tune in, carefully, to what’s on their minds and in their hearts.
  • Be accessible. Do others feel safe popping in your office to say hi, or talk about something which is important to them? We’re not talking about having no boundaries. But within your office hours, be sure to schedule time when you can be available to others.
  • Develop integrity. Check to make sure you’re doing the right things, even when others are not looking. Don’t be afraid to reach out to a counselor or a social and emotional intelligence coach to help build new behaviors where needed.
  • Always deliver on your commitments. If you say you’ll be somewhere, be there. If you say you’ll do something, do it. Let cancellations be a rare event, not something others expect with you.
  • Never knowingly mislead others or lie.
  • Know your personal values, and consciously articulate and demonstrate them in your day-to-day activities. It should be obvious to those who work closely with you and/or have a close relationship with you as to what you esteem and believe in.
  • Admit your mistakes. Own your missteps, and refrain from pointing the finger at others. Learn to express a quick and heartfelt, “I’m sorry” when you miss.
  • Don’t badmouth others. Let your words edify and lift up, both in person and when, on the rare occasion, you are talking about someone when they’re not in the room. It’s possible to openly discuss areas of growth without shaming or belittling.
  • Treat others with respect, no matter their title or ‘status’ within the organization.
  • And finally, be consistent with all of the above. Being trustworthy is not a one-time event. It’s a recurring and iterative way of behaving.

Rebuilding Trust

“Trust is the easiest thing in the world to lose, and the hardest thing in the world to get back.”

R.M. Williams

If you’ve broken someone’s trust — which we all have at some point in our lives — know that it can be rebuilt. It won’t happen overnight, and it takes work to establish a trusting relationship again. A formula which seems to work is consistency + time. The person who lost faith in you must be willing to trust you again, and if they’re not, you may need to let that relationship go. But if they are, they will need to see consistent, trust-building behaviors over a long period of time in order to trust again.

These developmental tips must be practiced regularly to turn them into habits. This can take time. But becoming more trustworthy is the only way to develop deeper, more meaningful relationships, both at work and at home.

“Trust is like love. It can’t be seen, but its value is immeasurable.”

― Frank Sonnenberg

Managing Conflict with Emotional Intelligence

Article submitted by Amy Sargent.

It takes two to tango. It’s an old, overused phrase, yet one which still accurately illustrates the fact that conflict doesn’t happen in isolation. Think of the last conflict you experienced. Was it about you, with you, against you — or was another person involved?

Conflict is defined as a serious disagreement or argument. It can also be defined as an incompatibility between two or more opinions, principles, or interests, or, a word to describe when two people are at a variance. In more simpler terms, conflict means to clash. [https://languages.oup.com/google-dictionary-en/]

Do you clash with anyone these days?

A common way of dealing with conflict is to point the finger at the other person’s misses, flaws, and faults. It’s most likely the most preferred way of ‘handling’ conflict. However, you’ve probably discovered that finger pointing doesn’t make the conflict go away, and sometimes, exacerbates it. Another way we deal with conflict is through control — trying to control the other person. But try as you may, you probably realize it’s nearly impossible to make someone else do/be what you want them to do/be. There’s only one part of conflict you can control: you. Margaret Paul adds, “When it comes to control, it’s important to remember that the only thing we actually have control over is ourselves, our attitudes, our beliefs, our behavior – our intent.”

This should come as good news. It is tiring to attempt to control others. If you’ve tried it, you know what I mean.

“Attempting to constantly control everyone and everything around you is not only exhausting…it is also futile. The only real power you can achieve in this life is being in control of yourself.”

― Anthon St. Maarten

So, let’s talk about the emotional intelligence competency of behavioral self-control as it relates to conflict. What is it, and how do you know if you’re doing well with it, or struggling?

Behavioral self-control simply means keeping disruptive emotions and impulses in check. It’s not about not feeling certain emotions…or pretending they are not there…or stuffing them inside. It’s actually about fully feeling emotions — but not letting them have the driver’s seat. Instead, we feel them then choose how we want to behave.

A controlling nature

Trying to control others is a primary hurdle to developing behavioral self-control. If it’s always someone else’s fault, and if only you could make the _____ (fill in the blank), where is the space for you to look at your own areas of improvement to make a shift. You may be thinking, that’s not me — I don’t try to control others. What does a controlling personality look like? If you can answer yes to any of the following, you may be a bit of a controller:

  • I usually think I am right in most disagreements
  • It’s important for me to be right
  • I criticize others, either to their face or behind their back — or in my mind
  • I always have a better solution and offer it freely, even when not asked
  • I clearly see others’ faults, but don’t notice my own
  • I think things will be better if we do them my way
  • I’m often telling others what they should be doing vs. what they are doing
  • I have a hard time saying sorry (because I’m rarely wrong!)

[https://www.innerbonding.com/show-article/553/self-control-vs-controlling-self-and-others.html]

Sometimes having a controlling nature is a form of self-protection. Maybe you’ve experienced trauma where someone robbed you of your freedom or safety at one point in your life, and now, the only way to maintain any control is to control others. Controlling others may simply be a way to cope. If that’s the case, no shame. Seek the help of a professional therapist or counsellor if this resonates with you to further explore what’s going on.

“You always seek to control others when you are not in full ownership of yourself.”

― Cicely Tyson

Controlling rarely brings the relationship results we’re looking for. Instead, focus on something(one) you can control…yourself.

People who shine in behavioral self-control

People who are strong in behavioral self-control are good at managing their impulsive feelings and distressing emotions well. They stay composed, positive, and unflappable even in trying moments. They restrain negative reactions and stay focused under pressure. They are self-aware enough to maintain their stamina and performance in emotionally-charged situations. Instead of being a victim to tough circumstances, they choose not to escalate a problem when attacked, provoked, or aggressively confronted by another.

While there are some people who have mastered this, most of us struggle with one or more of the above. Which one of those would you like to improve upon? What benefits might you experience if you were to grow in that area? Which of your relationships would it positively effect?

Raven Ishak says, “While you may believe that you can control a lot in your life, the reality is that you really only have control over one thing: your emotions.”[https://www.bustle.com/articles/147204-6-ways-to-let-go-of-control-enjoy-life-more]

Think back on your last conflict. Which one of the above could have helped with the disagreement if you or the other person could have exercised more of it?

People lacking this competency

How can you tell if you struggle with behavioral self-control? You probably won’t be surprised, but those who could grow in this competency tend to:

  • React impulsively
  • Get involved in inappropriate situations because they can’t resist the temptation
  • Respond to problems in a non-constructive way (yelling, hurling insults, etc.)
  • Are quick to anger
  • Tend to be defensive
  • May become angry, depressed or agitated when faced with conflicts and stress on the job (may even think of quitting)

Again, no shame here. We all have areas in which we can grow. If you could choose one to work on first, which one would you choose and why?

Development tips

Self-awareness is the first step to developing stronger behavior self-control. Once you’ve identified an area (from the list above) you’d like to work on, make a list of things that cause you to “lose it” – your triggers or “hot buttons”. Note who pushes those buttons most. When is the next time you will be in contact with them? Then, write out a strategy to deal with each of these issues the next time they arise. If you’re struggling with ideas, consider enlisting the help of a social and emotional intelligence coach.

Having a plan of attack will help you to choose a more constructive response when issues come up in the future.

And while you do this, watch your self talk. That little voice in our head is really great at doing everything it can to justify poor behavior. Instead, tell yourself what it looks like to stay composed and calm. Describe to yourself what an optimal outcome would look like, and what you could do to achieve that. Then tell yourself you can do this.

That way, the next time you hear the phrase, “It takes two to tango”, you can make it about dancing, and not about conflict.

Accurate Self-Assessment

Article submitted by Amy Sargent

When you look into the mirror, who do you see? If someone was looking at your reflection with you, would they see the same thing(s) in you?

I’d like to think I have an accurate view of myself. I mean, I’m old, and I’ve lived with me for 50 some years now. You would think I would know myself well…and I do…in some aspects.

But, as we all do, I have a few blind spots. Blind spots are simply areas of life where others see us differently than we see ourselves. They often are aspects where we view ourselves stronger, higher, more adept, more suave, more competent — you fill in the blank — than what those around us see.

Know Thyself

Accurate self-assessment. What is it, and how can we know if we have it? It’s a competency of emotional intelligence, and one which is vital to building a healthy self-image and healthy relationships.

“What do you mean, Phib?” asked Miss Squeers, looking in her own little glass, where, like most of us, she saw – not herself, but the reflection of some pleasant image in her own brain.”

― Charles Dickens, Nicholas Nickleby

Accurate self-assessment is an inner awareness of your strengths and limitations, without ill-placed pride, and without shame. It’s also knowing how to utilize your strengths and improve in your areas of growth.

Are you self-aware about your self-awareness?

Ironically, many think they are self-aware when they are not. Organizational psychologist and researcher Tasha Eurich notes, “With thousands of people from all around the world, 95 percent of people believe that they’re self-aware, but only about 10 to 15 percent really are.” [https://trainingmag.com/why-most-people-lack-self-awareness-and-what-to-do-about-it]. Do you think you fall in the 95% or the 15%?

Eurich goes on to note, “At the office, we don’t have to look far to find unaware colleagues — people who, despite past successes, solid qualifications, or irrefutable intelligence, display a complete lack of insight into how they are coming across.”

You’re probably thinking of someone (or somemany!) right now.

A question to ask — if they were reading this, would they be thinking of you?

Healthy self-esteem

Research shows that accurate self-awareness builds healthy self-esteem by making us more proactive and encouraging positive self-development (Sutton, 2016). It allows us to experience pride in ourselves and our accomplishments (Silvia & O’Brien, 2004). It lends itself toward better decision making (Ridley, Schutz, Glanz, & Weinstein, 1992), and can make us better at our jobs, better communicators in the workplace, and enhance our self-confidence and job-related wellbeing (Sutton, Williams, & Allinson, 2015). [https://positivepsychology.com/self-awareness-matters-how-you-can-be-more-self-aware/]

Qualities of a self-aware individual

People who are strong in this competency tend to do a lot of the following. Which one of these is your strength?

  • Reflective and learn from past experiences
  • Understand your potential
  • Recognize your strengths and capabilities
  • Welcome candid feedback
  • Are continually learning
  • See clearly your areas of growth
  • Admit you have blind spots
  • Are quick to ask for help from others
  • Have the ability to identify and target areas for improvement and change
  • Demonstrate a desire to improve

“Butterflies can’t see their wings. They can’t see how truly beautiful they are, but everyone else can. People are like that as well.”

― Naya Rivera

Healthy relationships

It’s also important we develop an acute self-awareness to experience successful relationships. In her thesis at Pepperdine University, Camille Fung concludes that “Self-awareness is positively correlated with self-acceptance and quality of interpersonal relationships. This means that self-acceptance and self-awareness tend to increase and decrease together and self-awareness and quality of relationships do the same.”
[https://core.ac.uk/download/pdf/288853605.pdf]

Blind spots (those areas where your mirror doesn’t show you what you need to see)

If you’re not sure if you have a blind spot in accurate self-awareness, ask yourself, “How many of these behaviors show up for me on a daily or weekly basis?”

  • Tend to want to appear “right” in front of others
  • Fail to ask for help
  • Compete with others instead of cooperating
  • Exaggerate their own value and contribution
  • Set unrealistic, overly ambitious and unattainable goals for themselves and others
  • Push themselves hard, often at the expense of other parts of their lives
  • Push others hard
  • Tend to micromanage and take over instead of delegating (“if you want it done right. . . “)
  • Take credit for others’ efforts
  • Blame others for mistakes, even if they made them
  • Cannot admit mistakes or personal weaknesses
  • Can’t accept feedback or criticism

It’s normal to have blind spots, and it’s normal to have areas of accurate self-awareness which need improvement. Recognizing the area you want to do some work on is a great first step toward improvement. A brave next step would be to ask those closest to you, whether at work or at home, which of the above qualities do they notice showing up in you?

“It is good to see ourselves as others see us.”

― Mahatma Gandhi

Again, it’s OK to have areas around accurate self-assessment which need some work. No shame. Welcome to the human race. However, once you’ve raised your self-awareness around areas of growth, there’s no need to keep repeating patterns which aren’t working for you, or others. The good news about emotional intelligence is that it can be developed and improved.

Take a moment to brainstorm ways you could do LESS of one of the above behaviors. Then give it a try with the next person you interact with. Then try it again…and again…and again, until it become a new habit.

Development tips

In Nick Wignall’s article, “5 Habits of Highly Self-Aware People”, he outlines five ways you can tell someone IS self-aware. These can serve as ideals or goals to work toward. Which of these would you like to develop in your own life?

  • They listen more than they talk.
  • They’re curious about their own minds.
  • They look for emotional blind spots.
  • They ask for feedback (and take it well).
  • They reflect on their values. [https://nickwignall.com/self-aware-people/

Choose one and focus on doing more of that for a few weeks. As with building any new habit, it will take time and repetition. Celebrate your successes along the way. Then keep going. After a few months, take some time to journal what you’ve learned, where you’ve improved and where you still need work. You can continue to focus on that one aspect, or pick a new one to work on. Then do it. And give yourself a little grace in the process. Not to burst your bubble, but you’ll never be perfect at this. The goal is to express more accurate self-assessment more of the time.

It helps to have someone helping you along the way. Consider enlisting the services of a social and emotional intelligence coach to walk alongside you as you shift in a new direction.

Accurate self-assessment and our world view

And accurate self-assessment not only applies to our view of ourselves, but our view of the world in which we live. I’m continually surprised when sharing my perspective on something, which is absolutely clear — and right! — in my mind, only to discover it’s completely different than what the next person is thinking. Same events, different perspectives.  How could that be? Which is right? Which is wrong? Could I possibly be missing?

Yes, I could. And also, I could also be right. Possibly a better question to ask is, “Can opposing views coexist in reality, each containing aspects of accuracy?” If yes, then it may be a combination of our accurate self-view and the perspective of others which bring us closer to awareness and truth.

12 Strategies for Conflict Management

Article submitted by guest author Rosalie Chamberlain

At some point when working with others, conflict arises. What do you do? Avoid it, jump in thoughtfully or jump in reactively?

To start, we must identify the real nature of the conflict. This is not always easy. Whether solving a problem or working toward a specific outcome, when there is a conflict that needs managing it is because of variations of perspectives and desired outcomes.

These tips can help you achieve an effective, mutual outcome.

  1. Be clear about your intention. Are you in it to win or to discover a win-win for all?
  2. Identify the issue or problem. In most conflicts, not all parties will see the issue from the same perspective.
  3. Separate the people involved from the problem. Personalities, history, emotional projection, and biases about others and circumstances often get in the way of staying focused on the issue.
  4. Invite perspectives with an open mind and empathy. Realizing that someone else’s experiences and/or fears play into the situation.
  5. Identify your own fears and concern. Is there data to back them up, or are they based on opinion instead of facts?
  6. What specific facts need to be addressed? Here is another opportunity to gather others’ perspectives.
  7. Come to a consensus. What is the ultimate goal that all parties want to achieve?
  8. Brainstorm actions. Think about the next steps to achieve the mutual goal.
  9. Explore the impact of any actions on the individuals and the organization (or family or community if utilizing the process on a personal basis).
  10. Identify what resources you have to achieve the goals and what resources will be needed.
  11. Set out tasks for parties to own and be accountable for.
  12. Have regular check-ins and discussions in the process, honoring the steps all have taken.

Handling conflict gives us an opportunity to recognize judgment and assumptions and suspend them. It allows us to step in with positive intention rather than avoidance or reactive emotion. It provides the groundwork to be the best we can be and assist others in being their best.

Catalyzing Change and the Brain

Article contributed by guest author Sandra Marin

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Since the beginning of time, people have liked routine. We like the known. It makes us feel in control. Safe and comfortable. Boy does this ever resonant now during these Covid times. So, it is no surprise that many of us resist change. Even if we are not 100% satisfied with status quo, we will hold onto it. Better the devil we know than the devil we don’t. But maybe not….

Our resistance to change is not because we are stubborn or want to be difficult (at least not you or me). It is a reflection of our brains. The brain loves to make sense of the world and helps us control our lives. This is an excellent thing. It keeps us safe.  And, like so many things, if overdone, can be harmful. The inability to change or grow can result in stagnation. No progress. Not good for an individual, a society or a country. 

February’s “coffee chat” topic, hosted by The Institute for Social and Emotional Intelligence was Catalyzing Change. This is one of the 26 competencies that make up their social and emotional intelligence model. 

During our chat we talked about many things and what I want to focus on today is the benefit of becoming more of a change catalyzer and less of a change resistor. In particular focusing on one critical benefit that may not be the first one that comes to mind: the positive impact of change on brain health. Yup, change can help our brains remain agile throughout our lives. 

Neuroscience: 1 second intro

Our brains grow and change naturally. Often quite dramatically until around our mid to late 20’s. Historical thinking about the brain was that once we became adults our brains were “hard -wired” and stopped changing. The die was cast. Or so we thought. Recent neuroscience research shows that our brains are much more flexible than we first thought, hence the term neuroplasticity.

Neuroplasticity is the term that describes the brain’s ability to create new neural pathways and ignore or lose those that are no longer used. We can change our habits, biases and behaviours. Not easy, but possible.

The main benefit of becoming a change catalyzer is that change can help keep our brains agile throughout our life. We can lead richer, happier and healthier lives. In fact, according to neuroscientist and author David Eagleman the single most important thing we can do for our brains is to cognitively challenge them. And that means embracing change. 

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Embracing Change: So what can you do to become more of a change catalyzer and improve the health of your brain? Start small to build your comfort level with change.

For example:

  • Take different routes to and from frequent destinations.
  • Try new restaurants and new types of cuisine.
  • Switch hands for common tasks such as brushing your teeth.
  • Expand your horizons in general. This can be listening to music, reading books, watching movies from styles and genres that you normally wouldn’t.

Of course the small things are not enough. Move on to more challenging activities and behaviours. Such as:

  •  Learn a new language or instrument. 
  • Embrace mistakes. We learn through trial and error. Think less about failing and more about exposing yourself to new activities and experiences. 
  • Practice, and more practice. Simply doing something once is not enough to create a new pathway in the brain. Try, try, and try again. If not perfect, practice does make better. 
  • Be open to new ideas and practices.  Maybe you have heard someone (not you of course) say “ if it ain’t broke, don’t fix it” or “ we’ve always done it this way.” Resist the urge to stop there.  Go further and ask “ so what if it did change?What then?” 
  • Focus. Be present. Breathe. Deeply. Forget multi-tasking. Our brains are not wired for that. In fact the more we take on, the more our bodies are flooded with the stress hormone cortisol. Take up yoga, meditation or simply go for a walk in nature. 
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“All change is hard at first, messy in the middle, and gorgeous at the end.” Robin Sharma

I hope I have whetted your appetite for more on neuroscience, change and emotional intelligence. Please feel free to share your comments, questions, tips.

Resources 

There are many excellent resources on neuroscience. Here are three that relate to this article. 

 “The Nun Study”. This study showed that multilingualism and linguistic ability may reduce the risk of developing dementia. Science Daily September 12, 2019 University of Waterloo.

 “The Four Underling Principles of Changing your Brain “Tara Swart, neuroscientist and author, Forbes March 27, 2018.

 “Livewired” by David Eagleman 2020

The Power of Good Intentions

Article contributed by Amy Sargent.

Good intentions often get a bad rap. As T.S. Elliot once said, “Most of the evil in this world is done by people with good intentions.” Angela Blount, in her book, Once Upon a Road Trip, observed, “Well-meaning people are sometimes the most dangerous.” And how many times have you had good intentions, only to watch those plans fall by the wayside when the first obstacle arose?

And then there’s this one: “The road to [h-e-double-hockey sticks] is paved with good intentions.”

Linking evil, danger, failure, and eternal suffering to good intentions doesn’t necessarily make intentionality sound like a trait worth pursuing.

But being intentional is a competency of emotional intelligence, and, despite what you may have been told, a good intention is the fuel which powers a goal. Neal Shusterman, an American best-selling author, puts it this way: “But remember that good intentions pave many roads. Not all of them lead to hell.”

Intentionality can be defined as thinking and acting deliberately, choosing a path flocked with purpose. Those who are intentional know what it takes to determine outcomes, and feel they have some control over their path and future.

You may know people like this. They are good at making decisions, decisions which actually lead them toward their goals and objectives. Their actions are consistent and they are able to stay focused on their intentions and manage distractions well. They are clear about what they want in life and make concerted effort to bring it to fruition. Their day-to-day choices are aligned with their values and guide them to reach both short and long-term goals.

These kind of people set intentions, good intentions, and carve out a lifestyle which leads them there.

Those who are not intentional — guess what? — do not lay out intentions. They tend to shy away from setting goals and allow themselves to be “tossed by the prevailing winds of life”. They are easily distracted from their ideals, whether it be personally or professionally, and seem to head down paths which lead nowhere. If asked, they struggle to define their values, are unclear about the outcomes they seek, and don’t seem to have a plan as to how to get where they want to go.

“Destiny is not a matter of chance, it is a matter of choice.”

–William Jennings Bryan

If this describes you, take heart! Emotional intelligence is something which can be developed. With some concerted effort, you can begin to shift toward being more intentional. You may be tempted to wait to start when the timing is better, or when your tough circumstances change. However, today is a great day to start.

“It is always your next move.”

–Napolean Hill

Here are a few ways you can work toward becoming more intentional:

  • Recognize that today is a new day. If you haven’t been especially intentional until now, it’s time to lay that behavior aside and make a fresh start. Instead of holding yourself to an already-established identity (“I’m just not a goal-setter”), give yourself permission to become more intentional. Start with a simple statement and say it out loud: “I can and will become more intentional.”
  • Identify a few areas of your life in which you’d like to improve. Write them down. Then, step back and ask yourself, for each, “In an ideal world, what would I want to see happen here?” These are your good intentions. This is a brainstorming session, so try to suspend judgement and let the ideas flow. Write down anything that comes to mind. If you get stuck, start with long-term goals (10+ years down the road) and then scale back to shorter-term goals.
  • Align your values. In order for intentions to be good intentions, they need to align with your values. What is most important to you? What qualities do you respect most in others? What do you value most in yourself? What things would you sacrifice all to preserve? List out your top ten values and be specific. Take a moment to note why each value is a priority to you. Then look back at your intentions and make sure they allow you to live out these values.
  • Take note of your typical distractions. What are the things that have caused you to veer from your goals in the past? What hurdles do you often trip over? Is it fear? Is it a lack of resources? Do you get bored easily? Jot these down and familiarize yourself with them, so you can recognize them when they decide to show up. In addition, what obstacles do you foresee coming up which may slow you down or keep you from reaching your goals? Take note of these as well.
  • Turn each intention into a goal statement. Use phrases like “I will…” and “I plan to…” . For example, if you set an intention to become a better public speaker, you could say, “I will improve my public speaking skills.” Speak them aloud and write them down.
  • Decide what steps you need to take to accomplish each intention. Be specific. Don’t worry about the order of operations yet — just write down all of the steps you can think of which would be needed to reach that goal, no matter how fantastic or untouchable they may seem. For example, you may need to take a class, read a book, or save some money.
  • Create a plan. Which of the above steps would be the easiest to do first? Which one makes the most sense to start with? Which one will give you an instant sense of accomplishment? This can be tough to determine on your own, so don’t be afraid to ask a colleague or close friend, or enlist a coach to help.
  • Adopt the belief that you are in control of your destiny. As American business executive and writer Jack Welch once said, “Control your destiny, or someone else will.” No one but you is responsible for your success. Owning the process allows you to recognize your ability to choose the direction(s) you’ll take.
  • Take that first step. Often, the hardest part of a plan is taking that first step in a new direction. Break larger tasks into bite-sized chunks and do one thing, today, to get started. Once you get moving toward change, the momentum will power you along down the path of intentionality.
  • Celebrate wins along the way. Don’t be afraid to celebrate small successes as you work toward your larger goals! This can provide a boost of positive emotions and feeling of success which can keep you going forward.
  • Keep walking. At the start of each day, determine the one step you’ll take before the sun sets. Then take that step. Imagine, after one month, you’ll have taken 30 steps toward your goal!

Living the life you want starts with setting good intentions.

Why not lay out some good intentions today?

“Be proud of yourself. Be proud that your heart and intentions are good. Be proud of the fact that you are trying.”

–Richelle E. Goodrich

                                                                                        

Leadership in the Time of a Pandemic

Article submitted by guest author Kay P. Whitmore

Supporting your employees in a time when we are significantly impacted by the COVID-19 outbreak requires different leadership skills.  As a leader, you are in unique position to provide support and offer resources to help manage stress and foster resilience.  You have an important role in providing guidance and direction to support team members and positive outcomes. As our national and organizational response unfolds, your own sense of calm, focus, and self-assurance will play a significant role in easing the stress of your team members.  Your role in helping employees to address their questions and needs and support them in understanding new policies and protocols cannot be underestimated.  In many ways, our managers are a critically important point of contact in these difficult times.  At the same time, it is especially important for managers to take care of themselves and seek support when needed so they are available to their teams and others. 

The workplace is often a place where people turn to others for help when they are dealing with problems. Unfortunately, our current circumstances have impacted so much of what we value at work.  Below are some of the many work-related factors that can add to stress during a pandemic, including:

  • Concern about the risk of being exposed to the virus at work
  • Taking care of personal and family needs while working
  • Managing a different workload
  • Lack of access to the tools and equipment needed to perform one’s job
  • Feeling guilty about not contributing enough to work or not being on the frontline
  • Uncertainty about the future of the workplace and/or employment
  • Learning new communication tools
  • Dealing with technical difficulties
  • Adapting to a different workspace and/or work schedule

Knowing so many factors may impact an employee’s ability to cope with their circumstances, it is important that you recognize what stress looks like.  Some of the signs may include the following, but know that anything that seems out of the ordinary be a sign your employee is experiencing difficulty. 

  • Irritation or anger
  • Feeling uncertain, nervous, or anxious
  • Lacking motivation
  • Feeling tired, overwhelmed, or burned out
  • Feeling sad or depressed
  • Having trouble sleeping
  • Having trouble concentrating
  • Change in appearance
  • Missing work, meetings

Stress reactions can fluctuate quite significantly.  An employee may have good days and days that are more difficult.  It’s helpful for you to share that these reactions are to be expected and that you can work together to move forward.

Experiencing an extended health crisis like the COVID-19 pandemic can have positive as well as negative effects. For instance, it can lead to deeper connections with others. It can inspire greater authenticity, a shift in values, the realizations that one is stronger by enduring through complex, threatening circumstances. You can support employees through this process by demonstrating your interest in what they might be discovering about their changes in life and work.

As a manager in these and other challenging times there are many ways you can support your employees, build resilience and manage job stress.

  • Communicate with your coworkers, supervisors, and employees about job stress
  • Identify things that cause stress and work together to identify solutions
  • Encourage time off including breaks and vacation days
  • Encourage use of an Employee Assistance Program (EAP) if your company has one, and/or other mental health resources
  • Help employees to identify things they do not have control over and ways to manage the circumstances they are in with available resources.  Help employees to avoid spending too much time trying to predict the future and worry about what might happen
  • Promote consistent daily routines when possible — ideally one that is similar to their schedule before the pandemic
  • Keep a regular sleep schedule
  • Take breaks from work to stretch, exercise, or check in with colleagues, coworkers, family, and friends
  • Spend time outdoors, either being physically active or relaxing
  • Set a regular time to end your work for the day, if possible
  • Practice mindfulness.  Use or enroll in Headspace, Calm or other mindfulness programs. 
  • Take breaks from watching, reading, or listening to news stories, including social media. Hearing about the pandemic repeatedly can be upsetting and mentally exhausting
  • Find ways to connect your people to others on your team and in the organization to talk with people they trust about their concerns
  • Encourage volunteering and acts of service.  Helping others improves one’s sense of control, belonging, and self-esteem
  • Remind employees that there are no set rules for working through something like this. Promote patience and an openness to exploring new ways to work and manage daily life.
  • Check in regularly. Increase positive encouragement, reinforcement, and gratitude for employees’ contributions.

Becoming a Change Agent

Article contributed by Amy Sargent

“If you do not create change, change will create you.” — Unknown

A change agent is a person who initiates, promotes, and supports a new way of doing something, whether it’s the use of a new process, the adoption of a new structure or bringing about the transformation of an old way to a new one. In business, some are given this title to bring about the necessary change within an organization, whether it be in management processes or structure or a shift in the business model. But whether or not it’s in your job title, in some form or another, we all are called to be agents of change.

If you are change resistant, it may surprise you to learn that change happens whether you like it or not. Take aging, for instance, that process which happens to us all which is associated with biological, behavioral, physiological, and social processing changes. In her article entitled, The Science of How Your Body Ages, Nicole Saporita explains how change is continually shaping our bodies. Her words? “Aging is happening on a cellular level at every moment”. [https://www.goodhousekeeping.com/health/wellness/a27630177/aging-process-signs/].

And as your body reshapes itself, day by day, so does your brain. Dr. David Eagleman, neuroscientist, believes that our brains arrive in the world unfinished, and it takes a lifetime of experiences to further wire it. In his words, our brains are “rewriting themselves all the time.” You can read more about this at https://www.gettingsmart.com/2015/09/we-are-wired-to-learn-change-and-engage-the-brain-with-dr-david-eagleman/.

And I don’t think there is anyone who can disagree that the world around us is changing at rapid, if not alarming, speeds.

Being able to catalyze change when needed is a competency of emotional intelligence. People who have this ability demonstrate the mental agility needed to consider new ways of doing things. They recognize the need for change, picking up on early signals and signs which communicate a shift is needed. They are willing to take ownership of change initiatives, and when barriers arise, are quick to figure out ways to move them out of the way. They are open to challenging the status quo and aren’t afraid of resistance or opposition. Not only do these change agents champion change, they are able to inspire others to join in its pursuit.

“When you’re finished changing, you’re finished.”Benjamin Franklin

Don’t feel bad if you’re not strong in this area — many are not. How can you tell? You most likely are happy with the status quo and find yourself saying often, “But this is the way we’ve always done it!” or, “Things used to be better in the old days…”. You may have a bit of a closed mind when it comes to innovative ideas and those new employees with all the fresh ideas? They may really get on your nerves. While it’s normal to resist change, this fixed mindset can result in a failure to be adequately prepared for the future and keep up with changing times.

How do you know when it’s time to make a change? One of the primary signals of a necessary transition is the feeling of being stuck. Often in life, we hit places where we feel like we aren’t making a difference, or can’t, or feel as if life is just a series of dull routines which have no significant outcomes. You may feel bored. Frustrated. Disheartened. When you are experiencing that ho-hum feeling, it can be an indication that change may be just what the doctor ordered. And though there are some things in life you just can’t change, as we mentioned above, there are many choices we do have to bring about change.

“Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.” ― Paul Gibbons

Consider these simple changes which may create some movement for you in a new direction:

1-Change your scenery — It’s time to take a break from looking at your phone and computer. Most of us can agree we spend way too much time looking at screens. Get up, take a break, and get a fresh perspective. Work from a different room in your house, set up an outside desk if possible, or simply face a new wall in your home office. Take a walk down a path you’ve never explored. Drive along a different route than usual. Try a new restaurant. Read a new book. Take a weekend trip to somewhere new. Altering your surroundings can be an easy first step toward embracing change.

2-Change your media intake. Do you have the news on 24/7? Or always listen to the same podcaster with the same opinions? Try a new source of news, or listen to a podcast with a unique perspective. Even bolder, try turning off media for a while, or make a decision to stop scrolling on social media for a period of time. Listen to an audio book instead, chat with a colleague, or crazier yet — try enjoying some silence. Sometimes our best insights come when we create space to really hear.

3-Change your social interactions. Making new friends may be tough right now, but new connections can boost your spirits and spur a growth mindset from the sharing of ideas. Join a local social group, or a special interest group (kayaking, birding, book club, social justice, etc.) and join their next virtual meeting. Get to know a colleague better who shares a similar vision. Make a point to deepen a connection with a family member or neighbor, or simply ‘show yourself friendly’ with the next human you come into contact with.

4-Change your order of operations. We tend to develop routines and stick to them, and this can be a great asset toward accomplishment of goals. But don’t be afraid to mix things up once in a while, to stay open to new perspectives. For example, instead of always sitting at your office desk for work, try working from a coffeeshop or a shady spot in a nearby park. Instead of always eating at 5 pm, try a late-night dinner. If you always go on a run for exercise, consider trying a new sport or activity. Changing up the routines can fire new neurons in your brain which can boost creativity and innovation.

Learning to embrace change (and even initiate it) can add value to your life, bringing about advantages such as personal growth, flexibility, strength, and resilience…all qualities which help us get to the other side of tough times.

“So I beg you to think of change more positively. When we say “This is a game changer,” that connotes something good and positive.” — Allen Karl

In his article, 20 Reasons Change Is Good For You, Allen Karl outlines a number of benefits of change. Here are a few of my favorites:

  • Change helps avoid stagnation
  • Change forces us out of comfort zones
  • Change introduces adventure
  • Change conserves energy (it takes more energy to fight change than to embrace it)
  • Change brings about learning
  • Change enables you to see possibilities
  • Change provides fresh opportunities
  • Change forces you to move in a new direction
  • Change can help you overcome fears
  • Change is a harbinger of possibilities

[https://www.allankarl.com/everything-must-change%E2%80%A620-reasons-why-change-is-good/?]

If becoming change agent is a competency you’d like to develop, you may find John Kotter’s book, Leading Change (Harvard Business School Press, 1996) , a good place to start. Kotter came up with eight steps to bring about successful change. You may want to start with number one and work your way up, or, notice which step you’re stuck on and brainstorm ways to gain traction in just that area.

  1. Create a sense of urgency
  2. Collaborate with others and build teams
  3. Establish the vision
  4. Communicate clearly to win your team’s buy in
  5. Empower team members to take action
  6. Figure out ways to celebrate short-term wins
  7. Build upon gains to push forward
  8. Anchor the change so it sticks

What is one area of your life which needs a change? As you ponder each step above, jot down a few notes around how each could move you closer toward your goal. As with most things in life, change can only happen when you begin. So start small, with one, forward-moving step.

What will you do today to initiate forward movement in an area of your life?

“Only in growth, reform, and change, paradoxically enough, is true security to be found.”Ann Morrow Lindbergh

Ending the Year with Celebration

Article contributed by Amy Sargent.

It’s been quite the year. The thought of looking back on 2020 with a celebratory outlook may seem like a joke. A bad joke. If I asked you to name for me all the negative things which have happened this past year, I’m guessing you could rattle off a dozen or two without effort. Me too. It makes sense that we may not find reason to celebrate this past year, in any shape or form.

But it’s no joke. Though the heartaches and disappointments we’ve experienced are very real–not to mention the powerful, negative emotions which accompanied them–they don’t encompass everything we’ve experienced. Sprinkled throughout the bad have been very good things, though they may take a little more work to remember. And learning to reflect on the positives alongside the negatives of this past year can have a great impact on how well we launch the coming year.

If you’ve been a human on this earth for very long, you are well aware that life is a jumble of joys and pains, happys and sads, positives and negatives. And without the lows we can’t fully experience the highs.

But be aware of this: our brains have a negative bias. Think about the last time you felt really, really discouraged or down. Maybe it was this morning. Did you notice how easy it was to ruminate on the negative, and how those thoughts affected other thoughts and actions you entertained during the negativity? It’s like we get tunnel vision and nothing seems to go well. It’s normal because our brains are wired to function this way. Kendra Cherry, in her article, “What is the Negativity Bias?”, notes, “It is the “bad things” that grab our attention, stick to our memories, and, in many cases, influence the decisions that we make.” In one study, researchers found that the cerebral cortex, the part of our brain which plays a key role in perception, awareness, thought, memory, and consciousness, registered a much strong response to negative images than positive ones. Originally, this leaning toward the negative was probably a survival adaption, in times when danger was ever-present. Those who were attuned to potential danger had a greater chance of survival. But for many of us, we no longer in constant physical harm. Yet the negative bias remains. If we’re not careful, this slant can have a harmful effect on our relationships and decision-making. [https://www.verywellmind.com/negative-bias-4589618]. Dr. Barbara Fredrickson, Director of the Positive Emotions and Psychophysiology Laboratory at UNC-Chapel Hill, Founding Co-Chair of the Association of Positive Emotion Laboratories, and President of the International Positive Psychology Association, has done extensive research on the power of positive and negative emotions. Her work shows that negative emotions narrow our minds, to the point of seeing fewer options, diminishing our creativity and problem-solving skills, assets we most need when times are tough. [https://www.huffpost.com/entry/positive-thinking_b_351220].

“This bias toward the negative leads you to pay much more attention to the bad things that happen, making them seem much more important than they really are.” — Kendra Cherry

We also have the ability to choose a positive mindset, and make a choice to celebrate our wins, no matter how small or few and far between. And in doing so, we can begin to see our way through the tough times. I’ll never forget the example of this I experienced when I was in Africa, on a mission trip. Our small team paid a visit to a home (a one-room structure made of mud bricks with a dirt floor, which housed a family of seven), where one woman offered up the most heartfelt prayer of thanks I had ever heard. As she enthusiastically expressed her gratitude for their “overflowing and abundant blessings”, I looked around me and saw nothing but poverty…a rusted bicycle with a flat tire, the dilapidated house, children in ragged clothing with flies crawling on their dirt-encrusted skin, broken, cracked cooking pots, and an array of old, yellow gas cans scattered across the hard-packed ground, to be used for gathering water…yet she exhibited more joy than I had ever witnessed. This amazing woman chose to see the good aspects of her life and celebrate her wins despite her tough circumstances. She made a lasting impact upon me.

James Clear, in an article entitled, “The Science of Positive Thinking: How Positive Thoughts Build Your Skills, Boost Your Health, and Improve Your Work”, says this: “When you are experiencing positive emotions like joy, contentment, and love, you will see more possibilities in your life.” In turn, positive emotions allow us to build new skills and resources vital to navigating tough circumstances. [https://jamesclear.com/positive-thinking]

So, choosing to ruminate losses or celebrate wins is a choice. We get to decide which mindset we’ll make a part of our everyday routine, and no one can make the choice for us. If we decide to focus on what’s gone wrong, we’ll be walking in step with most humans who are bent on negativity. However, if developing a celebratory mindset is appealing, here are a few ways to get started:

Reflect on what went wrong. What went wrong? Yes, it’s a surprising one, but ignoring negativities won’t help. Acknowledging your struggles and allowing yourself to experience grief from losses can actually help you move forward. Write these down and/or find a close friend or counselor to talk through them with if needed.

Note the emotions you felt during the tough times. Try to name them, specifically, and connect each to the why. For example, you could say, “I felt disappointed, and angry, because my company let me go and I had live off of unemployment. This resulted in me feeling downhearted and cynical.”

With each wrong, list one good thing which came along with it. This may be a stretch to discover, but they are there. For example, if you lost your job, maybe you were able to get more sleep due to the extra time off work, which improved your physical health. Maybe the process sent you on a job search to find a career you actually enjoy. Possibly you were able to encourage others who were in the same shoes as you. Find the positive side effects of the negative events and write them down.

“I will love the light for it shows me the way, yet I will endure the darkness for it shows me the stars.” – Og Mandino

Express gratitude for the things that went south because of the joys which came along with them. There are many ways to express gratitude, but simply saying “Thank you” aloud is a good place to start. You could write an “I’m thankful for ____” list, or have a conversation with a friend and share your appreciation for the good and the bad with them.

Now remember all the things that went well. These may be as trivial as finding a mask in your coat pocket when you thought you’d forgotten to bring one to the grocery, or as grand as business successes or relationship wins. Write these down, tell them to a friend, add them to your journal. Be sure to acknowledge the people who contributed to your successes, and personally thank them.

Don’t underestimate the impact you are having on others. Even if you think others aren’t watching, you may be surprised how the simplest of actions affect others. Try this one on for size: Post a negative comment on your social media page and sit back and watch how many people chime in with negativity. On the flip side, phone a friend simply to let them know how much you appreciate them, and be specific with your words. Watch and see whether this causes them to feel discouraged or encouraged. Just as negativity breeds negativity, positivity breeds positivity. If not for yourself, embrace a positive mindset to encourage others.

“Just as despair can come to one only from other human beings, hope, too, can be given to one only by other human beings.” – Elie Weisel

Remember that adversity builds resilience. There’s the old fable of the donkey whose master no longer wanted him, so he threw the poor animal into a deep, dark pit and began scooping shovelfuls of dirt to bury him. Instead of letting this terrible act of unkindness defeat him, the ingenious donkey instead tamped the dirt down with his small hooves and built a staircase, upon which he used to ascend out of the dark pit. How can you repurpose the troubles of 2020 to construct solutions and climb out of your pit?

“The greatest glory in living lies not in never failing, but in rising every time we fail.” – Nelson Mandela

Know that you are stronger than you think. Robert Schuller, pastor, motivational speaker, and author, once said, “Tough times never last, but tough people do.” Just as the positive emotions of joyful events eventually fades, so does the pain from losses. In other words, emotions come and go, but we are able to keep on keepin’ on. A 2002 study of widow and widowers proved this point, in which, barring those who experienced chronic grief, the data showed that most participants returned to their baseline of functioning after a year and a half. [https://journals.sagepub.com/doi/pdf/10.1525/ctx.2006.5.4.22]. As my kids and I used to remind ourselves when times were challenging, “We can do hard things.”

Incorporating these practices into our day-to-day mindset won’t necessarily come naturally or easily. Embracing positivity takes effort, especially when the popular mindset is to focus on what’s gone wrong. But this shift can provide the fuel necessary to start the new year off on a good foot. Instead of looking back on 2020 as the worst year ever, consider reflecting on the past year in a new light. Find those positives — the new skills developed, the deeper connections built, the lessons learned, the insights incurred — and celebrate 2020 as the year you ________! (fill in the blank)

This positive-but-realistic mindset of celebration can frame the coming year with the fresh, innovative outlook needed to navigate what’s to come.

“It is only in our darkest hours that we may discover the true strength of the brilliant light within ourselves that can never, ever, be dimmed.” – Doe Zantamata

An unpopular way to inspire

In a world where everyone appears to be shouting loudly (whether verbally or through the written word in their social media posts) to push others to think differently and act differently, it can seem as if forcing one’s hand is the only way to bring about change.

How did this become the norm, and when did the art of inspirational leadership lose its foothold?

It was the 14th century when the word inspire first came into use, carrying much of the same meaning then which it does today: to influence, move, or guide, not by force, but by a divine power, empowering followers to action. It was a metaphorical use of its Latin root inspirare which means to breathe or blow into to create something new. We figuratively refer to this when we say things like, “that vacation was a much-needed breath of fresh air”, or when a particular confrontation is stifling, “I need to get some air”.

I can’t help but think of a blow-up life raft, which, when uninflated, is rather useless, but when filled with air, is capable of fulfilling its intended purpose of floating upon turbulent waters to carry its passengers where they need to be. Inspirational leadership is like that. It’s the act of breathing life into others so they are then capable of being their best self, not only fulfilling their intended purpose, but motivated to rise above to create and achieve great things.

“If your actions inspire others to dream more, learn more, and do more, you are a leader.”

— John Quincy Adams

Back to the yelling. When you hear inflamed insults, name-calling, and outbursts of verbal venom spewing forth, do you feel inspired to dream more, learn more, and do more? Do you experience inspirare, your heart and soul filled and brimming over with the oxygen-rich motivation to become your best self and accomplish bigger, better things? Or instead, do the angry affronts leave you feeling rather deflated?

Inspirational leadership is the ability to mobilize individuals and groups by articulating a clear, compelling and motivational vision for the future. Those who possess this superpower (I jest, we all are capable of it, with some superpower effort!) are able to bring people together in unified efforts to reach an intelligible, enthralling objective. And one very effective way to do this is to be a servant leader.

Servant leader. It’s a phrase first coined by Robert K. Greenleaf in 1970 in his essay The Servant as Leader. It’s not the most provocative phrase, is it? Where’s the passion, the persuasiveness, the power that we so often associate with leadership? For many, the word servant evokes images of weakness and ineffectiveness. If this is you, I challenge you to allow for a paradigm shift, for this humble, quieter style of leadership may very well be the most powerful breath of fresh air needed to inspire others.

Leaders who practice servant leadership focus on others’ needs and objectives, and seek to understand the why behind those needs and objectives. They are able to see and appreciate others’ perspectives. They actively look for ways to increase others’ satisfaction and make themselves available, with gladness, to offer assistance.

Think of someone you know who truly understands you, who ‘gets’ your hopes and dreams, and actively does as much as they can to help make them happen. They listen to you. They validate your viewpoints. They take time out to be with you, show an interest in your life, and truly care. When asked, they are happy to offer support to help you be successful. They celebrate your achievements and mourn your losses, by your side.

If you are so fortunate to have someone like this in your life, a servant leader, you understand the positive impact of the inspirare they provide. Imagine if all of us had these life-breathers encircling and lifting us up. In his article in the Small Business Chronical, Fraser Sherman outlines how servant leadership, in the workplace, can boost morale. He notes “Employees feel valued and they know you are looking out for them. That inspires them to work with more enthusiasm and [better] serve the customers, which benefits your bottom line.” Servant leaders also encourage a collaborative workplace, and provide a model of authenticity where employees, in turn, feel safe enough to be authentic, deepening levels of trust within the organization.

Palena Neale, Ph.D., writes in her Forbes article, “Why Servant Leadership is More Important Than Ever“, that our current “new normal” with different ways of operating, sickness, layoffs, furloughs, and at-home employees make this novel style of leadership vital. She writes, “Wider societal impacts include adverse effects on the global economy. This calls for a more comprehensive, communal leadership approach: leadership that is focused on serving others.”

In contrast, think of leaders you know who are not on the lookout for the needs of their teams. They focus on their own objectives and often diminish the needs of others. They don’t make time for those ‘beneath’ them, and when they do interact, they are distracted, quick to give quick, “off the shelf” advice or solutions, hurrying the conversation along. They fail to go above and beyond, and team members find themselves saying things like, “I hate to bother you…” or “I’m sorry to take your time but…” at the start of any ask. These individuals tend to speak poorly of others (leaving you to wonder what they say about you when you’re not there), point blame away from themselves, and rarely stand up for the underdog.

Sadly, leaders such as this leave their teams feeling deflated and discouraged.

“I don’t know what your destiny will be, but one thing I know; the only ones among you who will be really happy are those who will have sought and found how to serve.”

— Albert Schweitzer

It’s easy to point the finger at those in leadership. “If only leaders would figure this stuff out!”, we say in exasperation. However, we’re talking about emotional intelligence here — that ability to exhibit self-awareness and self-management, and tune into others’ emotions and manage our relationships with them appropriately. If you’re ever tried to control someone else’s behavior, you probably know how well that turns out. We can only change ourselves. So instead of waiting on those who bear the title, let’s instead take the brave task of looking inward as to how we can improve our own inspirational leadership skills. Here are a few tips to get started:

  • Get to know people. Ask others how they are doing and really stop to listen. Use open-ended questions to understand the why behind their needs, hopes, dreams. One of my favorite coaching questions, after someone has shared, is,”What else?”
  • Keep an eye out for small ways you can be of service to others. Open the door for someone, offer up the best parking space, spend an extra 5 minutes listening. Offer to buy a colleague’s coffee. Give a sincere compliment. These little gives can help build a new habit of service.
  • Schedule time for others. I know you’re busy. We all are. If it helps, set aside a small amount of time each week on your calendar as ‘Others’ time, so doing something for others actually DOES fit into your schedule.
  • Adopt a yes attitude for a while. When others make requests, think how you CAN help them instead of all the reasons you can’t. If it’s a no, it’s a no, but before you commit to the no, consider alternate ways you could turn it into a yes.
  • Keep your promises. Nothing sucks the air out of someone like a broken promise. Be realistic in what you can do and if you do agree to help someone, make that the priority. You will always have ‘better’ things come up…other opportunities and demands which compete for your time and attention. Though those things may be more attractive — stick to your word.
  • Become an over-deliverer. It’s one thing to meet someone’s needs, but going above and beyond can inspire others to new heights. Again, start small. If someone needs five minutes of your time, offer them ten. If they ask to have coffee, take them out to lunch. If they need an hour off work to tend to stressful events at home, if possible, tell them to take the day.
  • Develop the habit of follow-up. We all appreciate it when someone gives us the time of day, but if it’s a one-off incident, the value of that connection begins to fade with time. Follow up with them. Check in with them, and ask about details you discussed last time. If you’re one of those people who says, “I’m not good with names — let alone details!”, write down the things they share with you and review before your next encounter.

Servant leaders have a desire to be the change someone else needs. These days, it’s not the most popular way of leading, and surely won’t get you a lot of attention. And for most of us, it doesn’t come naturally, and it doesn’t come easily. But it is a skill set worth developing. Not only will your efforts breathe life into those around you to be their best, they just may inspire you to discover your own purpose and direction as well.

“Be the change you wish to see in the world.”

— Mahatma Gandhi
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