Category: working remote

A climb to remember by Gracie Sawatzky… Blog #126

I am so thrilled to have a guest blogger for this post, my second oldest granddaughter, Gracie. She is a talented writer and painter, and I know you’ll enjoy hearing about one of her favourite travel adventures.

Hello! My name is Gracie and I have spent the past ten years travelling around Europe with my parents and siblings. Though we certainly haven’t been everywhere nor seen everything, we have seen so much that has inspired us! One experience that sticks most in our memories was a summer we spent up in the Alps, camping in a tiny French town on the southern tip of Lake Annecy. Beautiful and deep, the lake filled the valley and up from its shores the mountains and hills rose to the sky over which wonderful and beautiful cloud displays crowned the peak of the mountains. 

It was at the foot of these mountains, in the valley, that we spent our time looking up at the mountains from below and watching as the paragliders left the mountain ridge and descended slowly down in circles and curves. We wondered how the view would look from up there and heard people tell of a hike you could take to reach it. We love to explore, especially by foot, so on one of the cooler days we started out for the trail. 

The early-morning sun was only just starting to show its face over the peaks. We started off through the village, passing houses with their stone bases and dark wooden walls. The whole village was filled with the smell of fresh bread from the local bakery. We passed gardens over whose walls the flowers flowed in all colours, swaying and filling the air with heavenly fragrances. Behind us the sun’s rays moved slowly down the slopes; the cool of the morning would soon depart leaving a heat that was less enjoyable to hike in. After leaving the village we walked along dusty paths through the fields and crossed over the main road through the valley. On the other side it was cooler, for here we walked through the damp woods to reach the foot of the mountain. As we approached the base of the mountain, the path separated into minor trails, all leading to lovely places along the shores of the lake. But our trail lay up the mountain, and so we started on the broad trail that zig-zagged its way slowly up the slope, over which the sun began to flood with fresh light and warmth. At first, the trail was easy, the way was straight and clear, but gradually it narrowed. Around us, the forest grew up the slope on our right and down the slope on our left. 

As the morning passed, and we made our way up, the trail grew busier; some people passed on by up the mountain, while others descended, though from where exactly, we weren’t yet sure. The air was cool and we felt energetic and enthusiastic. The people we met were of all sorts, some went by without saying anything, others smiled and said good morning (or “bonjour; everyone bonjour’s in France), and a few had some comments about the journey and the destination. But not all were seeking the top, there were those coming down to enjoy a dip in the lake at the bottom. 

Painting by Gracie Sawatzky

By midday, we reached the halfway viewpoint. Here, people would turn back. After this, the path began to become more challenging. There were tree roots and mossy stones to clamber around, slippery leaf banks, and a few steep places, where my dad was absolutely convinced we were all going to fall to our death! We were getting tired but it was still fun and interesting, but we were all getting pretty hot and sweaty; the coolness of the morning was quickly becoming a fading memory. In patches through the treetops, one could catch glimpses of the surrounding view, but only glimpses, for the woods were thick, and one was always weaving in and out of the rolling. 

The afternoon wore on and one felt like the world was mostly trees and a never-ending path. The most tired simply focused on each step and the most ambitious sought out ways to traverse the more intricate ground below and above the path (we resembled goats, much to my dad’s fears, as I’ve already mentioned). Now, when people passed, one had to stop and move aside, for the path was narrow. Soon, the path no longer zig-zagged up but began climbing in a steady upwards direction. At every bend, one half expected to find an opening, and at every rise one felt the altitude rise ever so gently. Soon faces began to look fresh and smiles of encouragement spurred us on. Some of the nature changed and signs dotted the path here and there to herald the (what we assumed to be) end of our hike. Then, at last, the tree line broke and up a few well-worn steps brought us out into the open above their tops. Our feet were aching and our legs exhausted, but it was all quite quickly forgotten when one turned around and saw the great expanse of mountain, sky and valley below! The lake was now far below, and on its surface, the boats left white lines, yet seemed to hardly not move. We spotted familiar landmarks and watched the cars along the thin line of the road. The valley was patched like a quilt of green: forests, fields, farms, and villages. Looking down we saw the slopes rise from the very and over their top peaks we saw more slopes beyond, rolling on into the misty distance. Behind, the mountain peaks rose from the green mountain pastures into the misty clouds sailing fast not far above. Across the pastures the sounds of bells could be heard, their ringing mixed with the lowing of cows and baying of sheep. In the tiny village at the top of this mountain, the many visitors bustled about buying cheese as well as other alpine articles of interest. The paraglider jumped off and tired hikers and cyclists (there was a road to the top as well) parked and rested, gazing off at the view. The air was lighter and fresher, it felt like another world far up there, and rather exhilarating was the fact that we had reached here, not by car, not by bus, but with our own legs, and all that we felt had been well worth the climb! 

That was a few years ago now, but the memory of that day has never left us, nor the inspiration and motivation of where we could reach on our own two feet. We had reached a beautiful view of the Alps, the heavens, as well as rolling hills and valleys. We saw life moving slowly below, we saw the clouds within reach, encircling the rocky peaks above the tree line, and we saw those peaks rise and disappear in the distance as they climbed higher. 

‘Maynooth’ by Gracie Sawatzky

Now I take those memories of ours and photographs from my mother, to create pieces as I work on growing my skills in drawing and colour theory. If you are interested in perhaps purchasing this piece or looking at others you can contact me at gracie.art@icloud.com

Culture shock…Blog #108

House is 6 floors high, 107cm wide. In La Seu, Valencia

I’ve heard about it, been aware of it, down played it, and now experienced it…culture shock! Shock is a great descriptor.

When I was 11, still living in Ireland, my dad, was recognized as the top sales person in his company and thus won an all expense trip for the family to a location of his choosing; my parents decided on Ibiza, Spain. It was truly amazing, very different from our home country. The language was different and the food was not quite the same as we were accustomed to. I remember one particular dinner at the hotel in which we were staying. I can’t recall what was on the menu, but whatever it was, we thought, called for ketchup. Admittedly, ketchup was like a side dish for us. Once the food was served my brother naturally asked for ketchup. The look on the server’s face removed any doubt that this was not customary for our dish…or any dish served in this establishment. Still, he returned with the requested condiment, and with the chef. They stood by my brother and watched what he was going to do with the ketchup, then shook their heads and walked away. We thought this was funny, continued on with our delicious meal, and decided that the Spanish people had strange ideas about food, and easily accepted it as being a cultural thing. No big deal. The language barrier was overcome with non-verbal hand descriptions aptly demonstrated by my dad, and learning very basic, and important, words and phrases: baño, por favor, Cuánto cuesta este?, Muchas gracias, and, Podemos tener más papel higiénico? (can we have more toilet paper?). For 2 weeks we were able to get by. 

We observed another very strange thing…around 2pm, everyone seemed to disappear, leaving the pool at the full disposal of our family! We were so excited, and enjoyed our choice of deck chairs, servers, and of course, no one to worry about when splashing to our heart’s content. Later that evening, we learned of our error. 2pm marked the time when the sun was at its hottest, and the smart people of Ibiza knew to escape to the cool of their rooms. So here we were with our virgin Irish skin, washing off what little sun tan lotion we had applied by jumping into the chlorinated pool, towelling off…repeat. By bedtime we were in such pain! Our red scorched skin replaced the need for any lights being turned on that night! Again, we learned, and quickly mimicked the practice honoured by everyone around us on the resort. For 2 weeks we were able to get by.

A few decades later I am once again in Spain; it’s not so easy, and we are not on vacation, and it’s not just about the sun or getting more toilet paper, and we are not in the comfort of a resort. We are living in the old fisherman’s quarter of El Barrio del Cabanyal. The area is steeped in history; a walk around reveals glimpses of a turbulent past. It truly is a neighbourhood, not a tourist attraction. And, English is not spoken by, well, anyone! For this we were not prepared. It’s not just the language, we feel like outsiders, like we don’t belong. We’re not the ‘longed for welcomed guests’…we are trying to insert ourselves into someone else’s home, and it is hard! Not only is the language different, but the non-verbal actions are challenging to interpret. It’s almost a feeling of indifference that we are getting. Please don’t misunderstand me, this is what we are seeing and feeling…it is not an exposé on the character or hospitality of the Spanish people. When we do find someone who can speak English, they are more than happy to help, the challenge is finding those people.

One of the Fallas monuments in Valencia El Carme

Another surprise awaiting us was the constant setting off of fireworks. According to Mario, our amazing tour guide, Spaniards love fireworks; the noise, the smoke, the smell of gunpowder, everything about them. And, it is early March…time for Las Fallas. Officially, the festival runs from March 15th -19th, with Noche de la Cremà  finishing off the celebration. However, the locals start celebrating March 1, with firecrackers going off every few seconds…be still my heart! For those who enjoy an elevated BOOM, a thunderous firecracker show called a mascletà is held every day at 2 p.m. in Plaza del Ayuntamiento. My husband attended while I remained as far away as possible…by the Central Market. It was unbelievable…the ground literally shook under my feet! I know I can’t do justice to describing this event, so please visit this Fallas site to get a better sense of what this celebration is all about.

Getting the chicken ready for paella

As we walk around our neighbourhood we see large groups of people celebrating and enjoying being together; it’s like multiple block parties with paella being cooked on open fires in the middle of the road, lots of laughter, and drinking. We walk by, watching, observing, but not joining. We are outsiders, not part of their history, or present, or future. It really is lovely to see the community created by these folks, it makes me miss home.

One of my projects while on extended study leave, is to study for and write the exam for my GPHR (Global Professional in Human Resources) designation. The module I am currently studying relates to culture, in particular culture shock. The context relates to organisations supporting expatriates as they go on assignments to other countries. As I read through the general ‘symptoms’ I was amazed at how many I was personally experiencing. The list includes: irritation, homesickness, loneliness, nervousness, loss of appetite (no, not in my case!), sleeplessness, feeling tired, extreme pride in one’s home culture, hypersensitivity, confusion. Pretty significant, and relevant. The good news is that, according to my study material, “culture shock is temporary, and everybody goes through it to some extent in the process of cultural adaptation.

Good to know. What struck me about all this when considering the desire of many to work from anywhere, to mix work with travel, to relocate to a different country while working from your home country, is the lack of dialogue I’m hearing about the potential for culture shock when making these big life decisions. Organisations, when sending employees to work abroad, need to take the responsibility to support and adequately prepare their people for such tasks. However, who prepares individuals and families for such undertakings? Let me strongly suggest those of you considering such a move to do your homework, take time to make informed decisions, learn the language, make connections in your host country, and don’t underestimate the impact of culture shock.   

For us? In the 2½  months until we return to Canada, we are going to continue using our on-line programs to learn Spanish, dig into understanding as much of this unique culture as possible, watch bonfires, admire ninots that make up the Fallas monuments, find the best paella valencia around, learn to make paella, spend as much time as possible at the sea, watch and observe and respect and take in all the Spanish culture has to offer. And we will be richer for it.

El Cabanyal beach on the beautiful Mediterranean Sea, a mere 5 minutes walk from our flat

Music and leadership…blog #95

Charleville House, Ireland

I love music. 

Growing up, our home was always filled with music coming from the record player or piano as one of us kids practiced scales and scores for upcoming lessons and exams (my brother was the “star pupil” in our home). We loved listening to both our parents tickling the ivories; mom was an amazing sight reader, while dad just heard the song and played-by-ear.

While piano was the bane of my existence, I found my stride playing the clarinet in the high school concert band, and singing in various groups. If not for music, there was simply no point in going to school! Years later, as our kids reached high school, Christmas and year-end concerts were such a highlight as these dedicated students and gifted teachers produced some of the best jazz, choral, and orchestral music to packed crowds of proud family and friends. The music continued to ring out in our home as our son applied his musical passion to jam sessions with his friends, preparing for whatever gigs they could line up. Music was, and is, core to our lives.

Needless to say, when I came across the book Yes to the Mess; surprising leadership lessons from Jazz by Frank J. Barrett, I was intrigued. As both a jazz musician and a Professor of Management and Global Public Policy, Barrett understands the meaning of improvisation. He proposes, “What we need to add to our list of managerial skills is improvisation—the art of adjusting, flexibly adapting, learning through trial-and-error initiatives, inventing ad hoc responses, and discovering as you go.”

Wikipedia describes improvisation as “a very spontaneous performance without specific or scripted preparation.” So how can this apply to leadership, especially in light of the new team configurations leaders are now called on to lead? Ask most leaders today, and they will tell you there is no script for what they are currently facing, similar to a group of musicians getting together to create music. However, the success of great improvisation, whether in music or leadership, depends on a key ingredient, the foundational skill of the players. Those hours of practicing scales, those hours of honing leadership competencies, are the things great improvisation is made of.

However, for many leaders, working without a script can be somewhat daunting. I’m enjoying revisiting complexity theory. We can see through this theory how organizations become more sustainable, adaptive, and innovative…and I love that it recognizes how a combination of chaos and order produces the most creative outcomes. A leader and team can co-create a vision around their shared values, culture, and belonging; however, the path to realizing that vision may not be that straight. The plan may change and take some side trails along the way, and you can be sure obstacles (like a pandemic) will demand a detour. Still, if the goal or vision is clear, a leader and their team can improvise and end up where they want to go.

Bottom line? Embrace the chaos, focus on your people and your shared vision, and listen for the music.

Learning to re-think…blog #94

I love soda bread!

 For those who don’t know what it is, it’s the homemade bread I grew up eating in Ireland. Delicious warm, and even better toasted with lots of butter and marmalade. Sometimes Mom would add raisins, but even plain, it was scrumptious. It’s the one kind of bread I know how to make, and it turns out great every time. (Yes, this is a picture of my own handy work.

You can imagine my excitement when we turned on the TV and saw that the cooking challenge for the day on the Great British Baking Show was for the bakers to make their version of soda bread. 

Their version of soda bread?

When the challenge was further explained, and the bakers had to take the basic bread and make a savoury and a sweet version, my enthusiasm waned. My horror was fuelled when the creations included things like salmon, olives, blueberries, dried fruit…. How could they do that to Irish Soda Bread? Once the bakes were complete, and the judges did their tasting, I must admit that some combinations of ingredients actually may find their way into my next bake. 

I need to own the fact that I fell prey to the ‘that’s not the way we’ve always done it ’belief; I passed judgement before giving the ideas a chance to play out.

As I approach this research regarding proximity equity in hybrid or work-from-anywhere teams, my desire is to bracket my own beliefs and ideas, and adopt a posture of curiosity, inquiry, and learning. As noted in my previous blog, my learning journey includes interviews, reading books, examining research literature, listening to podcasts, and recording my learnings as I go (and probably several other things that will unexpectedly grab my attention over this next year). 

The book that is currently stretching my thinking is Think Again: the power of knowing what you don’t know, by Adam Grant. If you could see the amount of highlights I made in the book you would grasp the impact this book has had on my thinking! Here’s a quote from the author, 

“Thinking like a scientist involves more than just reacting with an open mind. It means being actively open- minded. It requires searching for reasons why we might be wrong—not for reasons why we must be right— and revising our views based on what we learn.”

Read that over a few times before moving on…I had to. Let me state again that I am 100% Irish, which means I was raised in a home where heated dialogue was welcomed and encouraged, and we learned how to argue our point and get our opinions across before leaving the table. Fairly respectfully, for the most part, but the winner was the one who’s ideas or opinion was strongest, not the person who was the most open to being wrong! The idea of embarking on research, looking for reasons to prove a hypothesis I had already bought into, was actually a refreshing concept. As encouraged by Adam Grant, I’m learning to recognize my cognitive blind spots and revise my thinking accordingly.

In the early stages of this research, I am already finding the need to ask more questions to gain insight into people’s experiences, to intentionally listen hard, to bracket what I think they may say about how a certain situation could or should have been handled. By learning to think again, I find I am beginning to watch and listen for the gaps, the pauses, the unspoken emotions—and to gently probe for what’s not being said. 

As I look for themes about what it takes to lead in this new context, I’m seeing the idea of leaders needing to be willing to re-think their positions, their beliefs; to be ok with admitting they’re wrong. I’m also becoming more aware of the need for leaders to be willing to provide honest, constructive, specific feedback, even if it’s not what their members want to hear. That takes courage and it takes a willingness to maybe not win the boss of the month award; it also demonstrates a deep desire to see their members succeed, to do what it takes to serve their needs, not the leader’s own needs.

A question I may be adding to the interviews going forward…

“If I knew then what I know now, what would I have done differently? How might that inform how I think and act moving forward?”

How would you answer? I’d love to hear about it.

There are so many more take-aways from the book, it is well worth the read! 

A big thanks to those of you who graciously subjected yourselves to an interview these past three weeks…you know who you are. I can honestly say, without folks like you, my learning  journey would be crippled! As would the final outcome of the research. And thanks to the many interviewees still to participate.

Leadership, it’s not about ‘one size fits all’…Blog #89

‘One size fits all’…really? In actuality, one size rarely fits all in any situation. Interesting piece of trivia, did you know we have been using that phrase since 1975 when Frank Zappa released his ‘One size fits all’ album? For over 4 ½ decades the idea that a product, concept, principle or process could proclaim this phrase as their pièce de resistance is quite astounding. 

“Perhaps you’re saying to yourself, ‘I agree, I would never suggest one size fits all!’” Let’s consider an area we might be applying this maxim without much thought, leadership. Most leaders want to get better at their ‘craft’. That applies to both positional and relational leaders. How many times have you found yourself reaching for the newest leadership book, secretly praying that this book will have the key – the magic bullet that will allow you to realize that desire to be a great leader.  I know I have! I’m not trying to stir the pot here, at least not too much. Let me assure you, I don’t think there’s anything wrong with reading these books. Even as I write this, I glance at the many books on my shelves on whose pages I have highlighted and underlined words of wisdom and insight offered by amazing authors—men and women alike—who have taught me much about leadership. What I’m saying is that in our pursuit of leadership excellence, sometimes we are unwittingly influenced by mantras like one size fits all. It’s entirely possible to read a fantastic book with amazing ideas that simply won’t fit you, or your area of influence. 

At my college, we teach leadership theories to developing entrepreneurs, business executives, intrapreneurs, tech start-ups, change makers, social entrepreneurs… you get the idea. We know that laying a solid foundation is important in creating critical thinkers who take those theories and analyze their relevance in a business world marked by volatility, uncertainty, complexity, and the need for great adaptability. We know that leadership is no longer limited to traditional face to face contexts. Leaders are called to lead remote teams, hybrid teams, teams that are made up of employees, freelancers, contractors, and even volunteers. Some of these theories we teach have been around since the 19th century where The Great Man Theory (later changed to the great woman theory) was popularized. Out of this came the belief that leaders are born, not made. This alone is great fodder for discussions that could build chasms between friends! 

Back to today and our one size fits all discussion. As leaders we know that people are not clones, we are unique. In the words of King David, ‘we are fearfully and wonderfully made’. So this is where leadership theories, at least one specific leadership theory, moves to the top of the pile. Hersey and Blanchard are responsible for introducing the ‘Situational Theory of Leadership’.

The situational model of leadership focuses on flexibility so that leaders are able to adapt according to the needs of their followers and the demands of the situation.

Read that quote again. ”…leaders…adapt…to the needs of their followers.” There is no one size fits all here. Hersey and Blanchard remind us that we need to focus on those we are leading, to determine what they need then respond accordingly. Our team members come with varying experiences, level of risk taking, knowledge and skill base, personalities, work approaches, cultures; in other words, leaders are responsible for managing and supporting great diversity of culture, belief, value, thought and much more. 

Have you ever heard someone glibly say, “if it weren’t for the people, my job would be easy!” The truth is your job IS the people. The Great Person Theory is just that…a theory. The greatest leaders are not those who show up as the hero or heroine to save the day. The greatest leaders are those who show up and ask ‘What do you need from me? What barriers can I remove for you? How can I best support you? What do you think? How can I help? 

The greatest gift we can give those we lead and support, is to act on the fact that one size does not, and never will, fit all. This is easier said than done, but it is important. Perhaps the best leadership approach is to start each day, with a posture of humility, intentionally seeking to serve those we are called to lead.  

Photos by JOSHUA COLEMAN and Ben Weber on Unsplash

Leadership growth in the liminal space…blog #88

In a previous blog I wrote about liminal space from the perspective of a professor. Recently, I have been thinking a great deal about it from the context of leading in this current work-from-home reality. We know the current state of affairs will not be forever, but we don’t know how long it will be until we can settle into a more stable way of life and living. Thus, the liminal space in which we are living. The rollout of vaccines has certainly provided a glimmer of hope for the ending of our forced remoteness. Until then…liminal space.

“Liminal space is where you have left something behind, yet you are not yet fully in something else. It’s a transition space.” 

So, how do we take advantage of this period of liminal space, a gifted time where we can rethink what we want life to look like when we are released from the bounds of our four walls? I recently listened to a podcast by Brené Brown where she was interviewing Adam Grant. They discussed how “…rethinking does not have to mean changing your mind; it’s about reflecting and wondering if you should change your mind. It’s about being open to new information.”

For some, the experience of working from home has been a welcome change from the craziness of the 9-5 existance we came to accept. For others it truly has been like a confinement paired with constant negotiations with partners, kids, pets, or house mates for even a tiny bit of space in which to work. Some have already decided that they never want to go back to the office, while others are thinking, “If this is remote work, no thank you!” 

The thing is there is nothing normal about how we are working right now. This isn’t remote-working. While some folks are happy with their working from home arrangement , I don’t think this describes the ideal that would cause many of us to say, “I’m loving this set up, I could do this forever!” Perhaps the majority of us would be happier approaching it like a buffet…”I’d like some of this, some of that, but none of those!” Now that makes more sense to me. 

So how can we take advantage of this rare liminal space? Let me suggest a few questions to think through as you prepare for your upcoming liberation. 

  • What are you really loving about your current working context? 
  • What about this context do you want to preserve–to hold onto–even after restrictions are lifted?
  • What are you really hating about your current, working context?
  • What do you know must change for the sake of your emotional, physical, psychological, or spiritual health? What is simply not sustainable?
  • What have you learned about yourself and how you work? 

No matter which work arrangement you hope to embrace, change is inevitable. We may not be able to control all the elements of change, but we do have control over how we prepare ourselves for what’s ahead. While we are living in this liminal space, why not add value to the time by investing in YOU? Engaging in some, or all, of the suggestions below can start the preparation for emerging from the liminal space with great expectancy and enthusiasm, more prepared and equipped than before we hit lock-down. Self-growth (or self-leadership) may just help you prepare for your desired work arrangement by gaining a deeper understanding of who you are and what you bring to the job.

  1. Learn about and growing your emotional intelligence
  2. Learn about and growing your strengths 
  3. Complete and contemplate via the Daring Leadership Assessment.
  4. Learn about and developing the competencies necessary for success as a remote/hybrid worker. 
  5. Identify some desired growth areas and create SMART goals to work towards achieving them. 

Let me finish with the quote I started this blog with. “Somewhere, something incredible is waiting to be known.” We will get through this pandemic; how great would it be if we emerge with great expectancy for the incredible that’s waiting to be known?

Photo by Jeb Buchman on Unsplash

Leadership in 463 steps…blog #86

View from the Duomo, Florence, Italy

I am basically an impatient person; a person of action. Multi-tasking comes easy and being in the midst of the ‘action’ is stimulating. My mind works fast! I receive information and quickly sort through it to get to a point of resolution. Making decisions is fairly easy for me. However; through the school of hard knocks, I have learned that impatience, action, quickly assimilating information, multi-tasking, and fast decision making is not always a good thing! In fact, it’s rarely a good thing when, as leaders, we are faced with making decisions that impact those we are called to serve and support.

Many people have heard of the concept ‘balcony view’. It refers to the mental (or physical) action of stepping back and gaining perspective. I first heard about it shortly after visiting the Cathedral of Santa Maria del Fiore, the Duomo, in Florence, Italy. We had spent a few days visiting places like the Galleria Dell’ Accademia and were moved by Michelangelo’s David, an impressive 17′ statue of detailed strength and beauty. We leisurely walked through the Uffizi Gallery, awed by the magnificent paintings by artists such as Raphael, Botticelli, and da Vinci. And of course, we delighted in the many cafés with their delicious pastries and memorable coffee. We quickly learned the difference between al tavolo and al banco pricing! Exploring Florence was such an amazing experience.

After putting on many foot-miles, our final adventure was to climb the 463 steps to the top of the Duomo. The staircase quickly narrowed to a spiral climb – suffocating for a claustrophobic!   

However; once we broke into the warmth of the afternoon sun, we were rewarded with the most magnificent view…Florence from 114 metres! We could trace the path of our explorations, see each location in relationship to others, and even notice places we didn’t realize existed. I think you get where I’m going with this. 

We thoroughly enjoyed exploring Florence, but until we made the climb to the top – to the balcony – it was a series of magnificent, but isolated experiences.

Heifetz/Grashow, and Linsky added to the Balcony View concept by referring to the action of – “moving from the dance floor to the balcony“. We love the  dance floor. We love being at the heart of the action, enjoying the energy of everyone dancing to the same beat. It’s difficult to pull ourselves away, to step up to the balcony and be an observer rather than a participant. But as leaders, we must. But what are we doing on the balcony?

Heifetz and his co-authors suggest three activities in which we need to engage from the balcony: observe, interpret, and intervene.

If you were to ask what we saw from the top of the Duomo, each of us would have described something different — all correct, but different. This is an important part of observing. We look at things through the lens of our personal experience and bias, so when on the balcony our view or perspective is broadened a more inclusive view of what’s happening in the everyday workings of our team or organization. The authors encourage leaders to then move into the practice of interpreting what they have observed. Once more we need to acknowledge the fact that we interpret our observations differently than our colleagues. In my previous blog I introduced the importance of checking assumptions…this is a perfect example of how the practice of critical thinking will enhance how we interpret our observations. In our human desire to get to solutions, we may tend rush through this interpreting stage. Taking time to consider, to ponder, to reflect, will enhance our accurate deciphering of what our senses take in. This pause and will greatly impact the interventions or actions we put forth. Remember, action is the result of decision making. 

I appreciate how John Dewey approaches decision making. Following a close examination of the situation (as noted above), consideration should be given to possible alternative directions in addressing the matter at hand, weighing the evidence, choosing what is deemed to be the best path, and then taking action. But it doesn’t end there. Leaders need to identify when the decision will be reviewed and potentially altered.

We took 463 vertical, winding, narrow steps to get to the top of the Duomo, a very intentional climb. It would have been foolish to immediately do the return trip without taking time to pause and appreciate the view. And, once we got to ground level again, we discussed what we saw, what amazed us, what we missed seeing in our Florence walk-about, and what we would still do. In other words, we didn’t make the climb only to ignore what we observed. We observed, interpreted, and finally intervened with a new course of action. 

Leaders of people, are you ready for a Duomo experience? It’s truly worth it.     

References:

Heifetz, R. & Grashow, A, & Linsky, M. (2009). The theory behind the practice. A brief introduction to the adaptive leadership framework. Harvard Business Press. https://cambridge-leadership.com/documents/Ch-2-Theory-Behind-the-Practice.pdf

PSDP-Resources and Tools: Moving from the dance floor to the balcony. https://practice-supervisors.rip.org.uk/wp-content/uploads/2019/11/Moving-from-the-dance- floor-to-the-balcony.pdf

University of Massachusetts (n.d.). 7 steps to effective decision making. https://www.umassd.edu/media/umassdartmouth/fycm/decision_making_process.pdf

Photo of Duomo view by Chloe Xie on Unsplash

Leading and critical thinking…blog #85

In my leadership class this week we will be looking at the importance of critical thinking. We hear about it all the time, but fail to realize it truly is one of the most important elements to consider at this time.  I began digging by looking at Stephen D. Brookfield’s book, Teaching for Critical Thinking,and it has certainly created a deeper desire to more analytically consider my own ability to think critically. A word I learned during my Post Grad studies was metacognition. It’s a great word that is packed with so much substance.

“…thinking about one’s thinking. It refers to the processes used to plan, monitor, and assess one’s understanding and performance. Metacognition includes a critical awareness of a) one’s thinking and learning; and b) oneself as a thinker and learner.” Nancy Chick

When we put these two things together, critical thinking and metacognition, something really important begins to emerge. Consider these questions as you continue reading:

  1. Do I engage critical thinking during these times?
  2. What assumptions influence my decisions?
  3. Am I clear on my values?
  4. Who am I focusing on?

So let’s put this in context of what leaders are facing in our current leadership ethos. Not only do they face the challenge of guiding their teams through uncharted waters, but in the process they are expected to learn new tools, new terminology, new ways to motivate and measure performance…I could go on! However; perhaps one of the most challenging aspects of leadership today looks at preserving culture within an organization. Or possibly the question is more about whether there is a culture worth preserving? Or maybe the realization hits that it’s time to consider the health of the culture, or to examine if what was believed (stated) as being the organizational culture is in fact what teams and customers are experiencing?

My intent is certainly not to address organizational culture in this blog (perhaps at another time), but to look at what critical thinking skills a leader needs to employ when examining such matters.

In his writings, Brookfield suggests the purpose of thinking critically is “…so we can take informed actions…not just to survive, but also to live and love well”. Beautiful. In order to do this he states that individuals need to discover what assumptions influence the way they think and act. He then encourages the checking of those assumptions as to whether or not they are valid and reliable. Finally, Brookfield urges that time is taken to envision our assumptions from others perspectives and points of view. All this before any informed action is taken.

But (and there so often is a ‘but’), the ribbon that must run through all of this is: values. What values actually inform our critical thinking. As leaders, do our values encourage critical thinking that leads to decisions and actions that truly are in the best interest of those we are entrusted to serve?

Back to leadership ethos. The American Heritage Dictionary defines ethos as “The disposition, character, or fundamental values peculiar to a specific person, people, culture, or movement.

Moving that into the realm of leadership ethos, we learn that:

Leadership ethos is associated with actions which add value, honour commitments to stakeholders and society…leaders…choose service over self-interest.” Dr. Ken Kalala Ndalamba

Getting back to those guiding questions, let me once again ask, as leaders do we:

  1. Take time to think about how we are thinking critically when navigating and guiding our teams through uncharted waters?
  2. Do we stop to consider what assumptions are influencing our decisions?
  3. Are we clear about, and committed to, the values that guide our actions?
  4. Does the leadership ethos we create result in putting those we serve over self-interest?

Interested in talking more about this? Please feel free to email me, reach out via LinkedIn, or simply comment on this post.

References

Chick, Nancy. (nd). Metacognition: thinking about one’s thinking. Center for Teaching, Vanderbult University. https://cft.vanderbilt.edu/guides-sub-pages/metacognition/

Brookfield, Stephen D. (2012). Teaching for Critical Thinking : Tools and Techniques to Help Students Question Their Assumptions: Vol. 1st ed. Jossey-Bass.

Ndalamba, Ken. (2017). Leadership Ethos and Culturally Oriented Strategic Management: A Conceptual Framework and Research Propositions. Journal of Values-Based Leadership. 11. 10.22543/0733.62.1216.

Photo by Marcel Strauß | @martzzl on Unsplash

Is Zoom fatigue really the issue? Blog #80

My wall calendar ‘But First, Coffee’ Brush Dance

It’s amazing how a term quickly gains global adoption…zoom fatigue. Who among us hasn’t used it, or at least heard it – and we all know what it means. But lately I’ve been wondering if it hasn’t become a scape goat of sorts. Let me explain.

Besides coming alongside organizations learning how to effectively work with remote or hybrid teams, I’m also a business professor. I’m part of an amazing, supportive, collaborative faculty…no complaints there! Most are on-line teaching 12 hours a week, and that doesn’t include the additional student meetings, and other faculty related meetings, the above normal preparation, and an audience who are on-line up to 18 hours a week taking classes. Outside of work, many choose to hold social gatherings on-line in lieu of face to face…but my gut says those social events are lessoning. This is life as a post-secondary educator…for now, and we get that. However…  

The common theme I hear, not just from my professor colleagues, but others I speak with, is ‘we are just so tired!’. Enter ‘zoom fatigue’…thus my question; are we really tired from being on-line too much? For me, I really don’t think that’s totally where the blame lies. The bottom line is that life is challenging right now. Everything takes extra effort. We are less active, but more worn out.

I find myself longing for the ‘good old days’…the good old days of summer 2019 when we relished our sojourns in Europe with family and friends, or even Christmas past! Remember the days when we could call up a friend to go for a coffee or a glass of wine at our favourite hangout? Or when we could have a bunch of folks over for a games night, that was really an excuse to gather and share food, good wine, a newly discovered craft brew, and of course, lots of laughter. Ah yes, the good old days.

Business is adapting, we are moving past triage and settling into how business operates in a pandemic inflicted world, and beyond. We are learning new ways to communicate, to collaborate, to lead, to follow, and to deliver services to our valued customers. Most are saying they will never return to business as usual…so much has been learned about productivity and efficiency that new practices and policies have replaced more traditional approaches. We have truly hit a crossroads; we can no longer do things the way they’ve always been done.

But some business aren’t able to adapt due to the nature of their offering, and for them I truly feel pained.

Along with a new context comes the need for upskilling and reskilling around what it takes to lead an unfamiliar team construct; leading hybrid teams probably offers the greatest challenges, but also presents amazing diversity opportunities (more about that in another blog). As humans we were created to learn, grow, adapt..and we will.

But we are still tired. We, most of us, have focused on ensuring the needs of our students, customers, and children have been met. All good! However, what has fallen by the wayside is figuring out how to maintain our own life balance and sanity. ‘Normal’ activities, plans, escapes, or rejuvenators are no longer as accessible. As already mentioned, spur of the moment meetups, in public or in our homes, takes extra planning, if even possible at all. Planning weekend getaways or vacations seem to lie more in the realm of dreams and wishes than actual concrete possibilities.

I don’t know about you, but my default is simply to work more. Not a wise alternative, but a reality. Bad habits are setting in, work time is slowly seeping into what should be down time. The self talk of ‘just hang in there for another month…’ has been replaced with even greater uncertainly about when ‘it’ will end and the world opens up to once more enjoy physically being ‘there’, as in actually visiting the Louvre vs taking a virtual tour.

While I am no psychologist, I’m starting to learning that the way to survive and thrive in this crazy period of time, starts in the mind. We can’t change the reality of what life looks like, but perhaps we can reframe how we look at it, and let a cognitive change influence how we act from an emotional and behavioural framework. My friend keeps harping on the importance of a growth mindset vs a fixed mindset…she’s got something there!

So, that’s the challenge I need to work through, and invite you to join me in the journey. We all have many precious humans in our lives, and we never want to stop caring for and supporting them. Because of each one of them, we need to adapt more than our business practices, we need to adjust our outlook and mindsets to making life now and in the future something extraordinary.

Sounds easy…hmmm, not at all! But necessary, and possible. One tiny action is where I need to start…what might your one tiny action be?        

Gamla Stan, Stockholm, summer 2019

Developing remote employees using a results-based approach…Blog #79

In preparing for a recent workshop, my colleague, Candace Giesbrecht, and I were discussing the importance of employee development in a remote work setting. It became clear that three considerations are vital:

  1. Clear, measurable expectations
  2. Access & competence in tools to do the work
  3. Leveraging synchronous & asynchronous tools

Results-based performance management is nothing new. As leaders, we know the importance of setting clear performance goals with employees, getting their agreement, measuring the results at set intervals (quarterly – annually), and then having development conversations where we coach, teach, encourage, correct and invest in their development.

When our team members are working remotely, these steps are even more important. When working remotely, team members are missing all the organic opportunities for development that happen when co-located. Those times when they can be pulled into a meeting at the last minute and can gain exposure to aspects of the business they might not be privy to in their day to day roles. Those times when they even come into your office and get to be looped into the thing you’ve been mapping out on a whiteboard. Or even just the opportunities to see you nod approvingly – to know they’re on the right track or – to receive the help to take their work to the next level.

When developing our employees remotely, goals and feedback cycles should be shorter and more often. Structure the goals so that there are more frequent opportunities for wins. One way to do this is to structure expectations in sprints that lead into more bite-sized, tangible projects. Then, when providing feedback to your team members, strive to make your feedback competency-based, rather than just focused on completion.  By taking more of a project-oriented approach to performance management, watch for opportunities to create “Inside Gigs” or mini ”stretch” roles that help your team members to grow and develop.

But even with a results based approach, people should be expected to behave in a certain way…this is where competencies really come in. How well do they communicate, self-manage, warrant trust, approach work in a disciplined manner, take initiative, adapt to new and potentially difficult situations, exude confidence.

The last two bullets listed above are clearly related. Competencies related to tools (access and proficiency)  are more critical when working remotely. This must be part of your onboarding and part of your team’s ongoing process improvement. Tools used poorly or incompetently can result in inefficiencies, lost productivity, frustration and – DAMAGE that can be very difficult to repair on individual and company levels.