Tag Archives

146 Articles

More Women on Boards: An International Perspective

Posted by presspass on
0
Business
More Women on Boards: An International Perspective

ILA-Women-on-Boards.jpg

This blog is provided by Lynne E. Devnew and Marlene Janzen Le Ber as a companion to their interview for Voice America conducted live at the International Leadership Association Conference. Their interview focuses on:  More Women on Boards, An International Perspective on Taking Action; it aired March 19, 2019.

Let’s begin with an assumption that in an ideal world gender equity, racial equity, religious equity, and cultural diversity would not be issues meriting attention.  The best candidates for positions in governments, leadership in workplaces, starring roles in film, etc. would always be chosen and these best candidates would be perfectly representative of the population.  As we all know, however, we don’t live in an ideal world.  We recently edited a book titled More Women on Boards: An International Perspective. In it, 42 authors, women and men from all over our globe, shared their research and experience related to an area where the world is far from the ideal – gender equity on Boards of Directors.  In 2017, women held only 15 percent of board seats globally.[i] There are many, many reasons for this lack of equity.  In our book, and in the work of other researchers, the challenges of reaching gender equity on boards have been explored and many suggestions for how to come closer to achieving the ideal have been offered.

One major conclusion we’ve reached, and which we believe is evident in all the work that’s been done, is that there are many ways to make some progress, or to move the needle, towards gender equity on boards of directors, but the influence of any one solution will be far from enough to reach the ideal and a “one size fits all” strategy will fail. In this article, we’ve summarized the challenges to achieving gender equity on boards and suggestions to address each of the challenges into four broad categories:  boards themselves, women themselves, culture, and laws. One more challenge relates to the argument whether this idea of gender equity on Boards of Directors is even worth pursuing.

Challenges – Boards Themselves

Boards and their current members provide challenges for increasing gender equity on boards.   First, in countries and companies without term limits for their Directors, the turnover is very limited and there may be very few board openings.  Demonstrating how important this challenge is, women were named to take 137 of the 358 vacant seats on Fortune 500 companies’ independent boards in 2017.  Thus, over 38 percent of the vacant seats went to women, a huge increase over the 28 percent in 2016.  But there were 4,747 seats on the boards of those companies.[ii]  So, even if all new board members were women, progress would remain very slow and totally excluding men as potential new board members would be unacceptable to most everyone.

Another barrier is the oft-stated requirement for board members to demonstrate an understanding of the “big picture”.  This competence is often viewed as best gained by serving as a company CEO.  However, as there are very few women who are hired as CEOs (e.g. 4.8% of CEOs of S&P 500 companies are women[iii]), few women have a resume indicating they have the CEO experience considered a prerequisite for board membership

Yet another challenge is that, in general, individuals are most comfortable working with others who share their values and their interests, people whom they both like and trust.  Thus boards have most often looked for new members among the people they know.  Sometimes they even seek people who look and act as they do.  They believe they are doing this in the interests of smooth board functioning.

Means for addressing these challenges include: board term limits; increasing the size of boards; recognizing that in today’s fast-changing, high technology, global economy CEOs aren’t the best source for the gaps in skillsets on boards; and adding women who are known and admired rather than merely “a woman” to meet a quota.  Executive recruiting firms are often used to help identify women not already known to board members and who would be a good board “fit”.

In addition to boards posing challenges to adding women members, boards can also limit women board members’ effective participation.  Some boards are run by chairs who listen only to a few most trusted members.  Adding women to a board if they are not going to have a voice on the board is meaningless, and board chairs are key to ensuring the voices of all board members are heard.  In addition, research has demonstrated that adding a “token” woman to a board means little except for an improved statistic.  Women’s voices seem to become an influence when there are at least three women on a single board.

Challenges – Women Themselves

Some evidence indicates that women themselves contribute to the equity issue because there are not enough women who aspire to board membership or who are prepared to serve on boards. As noted above, few women have served as CEOs and given that this is considered essential background experience, woman do not stand up to be included as independent directors.  “Golden skirts” in countries such as Norway highlight another problem.  Although women hold more than 40% of the board seats in Norway, many of the seats are held by a few women, the “golden skirts,” who are professional board members and participate on a large number of boards. The large percentage of undergraduate and professional degrees being earned by women, and the growing number of women in C-suite positions (even if not CEO) would suggest a larger number of qualified women for directorships.  Arguments are also made for the value of feminine relational leadership, which is more likely to be seen in women’s skill sets and backgrounds, as contributing knowledge, values, and decision-making approaches that would enrich boards; perhaps in ways that are more valuable than prior CEO experience. Today, many leading universities and professional women’s group offer programs to help women develop big picture and networking skills among others; efforts to help women who do not have CEO backgrounds prepare for board membership.

Some suggest that women don’t want to serve on boards; the cost-benefit analysis doesn’t come out favorably for women.  This appears to conflict with evidence that women are more prepared for board meetings than the men serving on the same boards.  However, women often have major responsibilities outside of work, and home and family roles can conflict with career ambitions.

Challenges – Cultures and Laws

This challenge is closely linked to cultural values, stronger in some countries and within some religious communities than in others, that women’s primary role is as a caregiver at home.  While our shrinking globe and global media have reduced this challenge to an extent, such beliefs still have a major influence.  Many would question the assumption of the ideal world we posed at the beginning of this statement. Even in Western countries where gender equity is espoused, most of the childcare, eldercare, and home care is done by women whether they work outside of the home or not. In some countries, gender equity is increasingly codified in the law; in other countries, the laws restrict women’s participation outside the home. Countries with strong cultural support for increasing the number of women on boards have used the legal system to require reporting of women’s representation on corporate boards or to enact quota systems.  In countries where the culture is consistent with quotas and where penalties for noncompliance are included in the laws, quotas have been quite effective.  Recently France joined Norway in the elite group of countries where the percentage of women on boards exceeds 40 percent.[iv]

Challenges – The Business Case

As a final discussion point, it is worth noting that once one gets beyond the arguments that it is unfair to discriminate against women and that it is foolish to dismiss the talent of half the world’s population, the arguments for adding more women to boards become controversial also.  Women board members have been found to add new perspectives that improve decision making, encourage innovation, serve as role models for women employees, change the atmosphere at board meetings, and encourage corporate responsibility.  Yet, when researching human behavior it is almost impossible to reasonably assume that the number of women on a boards is the only variable and that “all other factors are equal”.  Perhaps that is why the results of studies measuring the benefits of adding women to boards often seem inconsistent.  Company size, board make-up, chair behavior, industry, the style and behavior of the individual women involved, and all the other topics discussed earlier might also be “not equal” leading to conflicting evidence among studies.

We believe adding women to boards is valuable and that there are many, many things boards, women, and society can do to increase the number of women on boards.  We want to make sure we’re all remembering though, that complex issues seldom have simple solutions – and board equity is a complex issue.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Authors

Lynne E. Devnew is on the associate faculty for the doctoral program, is a distinguished research fellow, and chairs the Women and Leadership Research Group at the University of Phoenix in the United States. A former senior middle manager at IBM, she has a DBA in strategy from the Questrom School, Boston University, and is a graduate of Columbia University’s Master Degree Program for Executives in New York City and Simmons University in Boston, Massachusetts, all in the United States. Dr. Devnew’s research work and publications are focused on women’s leadership aspirations and leader identity development. She serves on the boards of several not-for-profit organizations.

Marlene Janzen Le Ber is Associate Professor and Chair, School of Leadership & Social Change at Canada’s only women’s university, Brescia University College and Adjunct Research Professor at the Ian O. Ihnatowycz Institute for Leadership at Ivey School of Business, Western University. Her teaching is all leadership-related. A multiple research-grant holder in the complex processes of leadership, her current research is in leader character, leader identity development in women, and impact of art-based and narrative research on policy and social change. Prior to her doctoral studies, Marlene was a health care executive within academic health sciences centers, known as a strategic leader who spearheaded numerous health system innovations. Marlene has a PhD in Strategy from Ivey Business School, MScN (Admin) and BScN from Western University.

[i] This statistic is from Deloitte’s “Women in the boardroom: A global perspective – 5th edition” published in 2017 and based on data gathered from over 60 countries.  The relevant statistic in the 4thedition, published in 2015, was 12 percent and gathered from more than 40 countries.  The report is available at https://www2.deloitte.com/global/en/pages/risk/articles/women-in-the-boardroom5th-edition.html.

[ii] The number of women filling vacant and new board seats for Fortune 500 companies is from Heidrick & Struggles 2018 “CEO & Board Practice”.  This report is available at https://www.heidrick.com/Knowledge-Center/Publication/Board_Monitor_2018.

[iii] This information is from Catalyst Research’s “Pyramid: Women in S&P 500 Companies” on March 25, 2019.  The pyramid can be found at https://www.catalyst.org/research/women-in-sp-500-companies/.

[iv] The leading role of Norway is discussed many times in our book, More Women on Boards: An International Perspective.  After it was completed, France passed the 40 percent mark, as reported in Catalysts’ “Quick Take: Women on Corporate Boards” dated December 21, 2018.  This report can be found at: https://www.catalyst.org/research/women-on-corporate-boards/.

Building Resilience – Lessons for Coping with Anxiety

Posted by presspass on
0
Health & Wellness
Building Resilience – Lessons for Coping with Anxiety

This post is written by guest blogger Samar Habib. It is the companion to an interview on the Voice America show, Innovating Leadership, Co-creating Our Future with Jon Wortman focusing on How the Brain Impacts Leadership Resilience. I am posting this blog because of the anxiety many people are facing with the combination of economic uncertainty, political uncertainty and geopolitical uncertainty to name a few. There are many different approaches to work with anxiety. An element that helps us navigate the anxiety and build our resilience is understanding how our brains and body respond to stress so we can counterbalance our physiology.

I’m on the balcony playing with pegs. Not quite two years old. Out of nowhere a bomb drops from the sky and explodes nearby. It’s a huge shock to my little heart. I scream. My sympathetic nervous system injects me with adrenaline and cortisol, propelling me like a rocket into my father’s arms.

I grow up in a war zone. Living in war is like being in a relationship with an emotionally volatile person. You spend years walking on eggshells, not knowing when they’re going to blow up next.

I’ve experienced both. Growing up in war and being in a relationship with a volatile person. Gradually, and without my awareness, I lose my sense of safety. Even long after I leave the war zone and that relationship ends, my anxiety remains. Just like a piece of toilet paper that gets stuck to your shoe long after you’ve left the restroom, anxiety follows me around.

And even though the world shows me everyday that it is a gentle and safe place that’s full of love, my body still expects everything to go to hell without warning.

When I look back on my life I can see how this stuck-fear turns me into a tiny Anxiety Mouse. As an Anxiety Mouse I’m afraid to leave a job that doesn’t utilize my full potential because I don’t know what will happen if I do. As an Anxiety Mouse, I’m afraid to ask the woman I like if she’s interested too, because I fear the sting of ridicule or rejection. As an Anxiety Mouse I abort many potential friendships because I don’t trust people’s intentions. And so when I finally become aware of how my fear oppresses me, or how I oppress myself with my fear, I set out to transform it. And in coping with anxiety, these are the lessons I learn.

Love Anxiety Mouse (with all your heart)

It takes me many years to even realize that I am afraid. Scientists say that when your body is used to being in a state of alert for so long, you stop noticing that it is on edge; it becomes your new normal.

In Life Unlocked, Srinivassan Pillay writes that certain brain regions involved in fear can be active without our conscious awareness. We can be afraid and just not know it. I first notice my subliminal fear in the backseat of a coworker’s car. I’m in my mid 30s. She’s very nice and invites me to spend time with her and a friend. But for some reason my chest constricts and I want nothing more than to get out of there. Instead of berating myself for this social failure, I turn toward my fear with curiosity and unconditional self-love.

When I get home, I do a meditation prescribed for people coping with axniety by Christopher Hansard in his book The Tibetan Art of Living. I lie on my back and close my eyes. I imagine that my breath is flowing in and out of my navel. And with every breath I feel warmer and more energized. I place my attention on my heart and I feel the anxious glow that emanates from it. It’s an icy cold, electric heat. I then imagine a miniature me lying in the center of my heart, just as Hansard instructs. She is perfectly safe and perfectly at peace. Nothing can harm her. And I sit with this perfect peace, together with my fear, for some time.

I learn from Hansard’s book that this peace is actually my inner wisdom and it is always there, accessible in the space between moments. For the ancient Tibetans, he tells me, this inner wisdom is the healer of the body and mind. In knowing how to contact this inner horizon, as he calls it, lies our ultimate healing. I now direct the image of my safe-self out of my heart and into the world. I color it with a bright, powerful light and allow it to radiate like a white sun. I let its rays permeate every aspect of my life.

Rest and let yourself receive the good feelings that come to you from doing this, Hansard writes. And I do.

I have just communicated with my sympathetic nervous system with guided imagery. I’ve brought the fear response under my sway. When I am not meditating I blast Anxiety Mouse with light and love every chance I get. Every time I notice her. Remembering the not-yet-two-year-old girl on that balcony, who was terrorized within an inch of her life, I wrap my now strong arms around the afraid parts of me and love the hell out of them. Wherever the fear is nesting in my body, I direct love with all my heart at it. Ultimately, it’s not our technology or our medicine but our love that heals. That’s what neurosurgeon James Doty writes in his book Into the Magic Shop, and that’s a neurosurgeon talking!

How to Send Love To Your Pain 

In the past I thought these ancient visualization techniques were archaic wishful thinking, now I realize they are truly medicine.

Feel the Fear and Do It Anyway

I’m sitting in the back seat of a taxi. Next to me sits the object of my affection. I’d really like to ask her out for dinner but I just can’t. I’m so tense, if I was a guitar string I would snap. I’ve already read a dozen books on body language and nonverbal communication and I can tell I’m giving her all the wrong signals. You’re supposed to lightly touch your love interests here and there: on the arm, a little slap on the knee, maybe even a light touch on the small of the back if you’re ushering them through a doorway. If you have hair, flick it. And you’re supposed to make meaningful and non-invasive eye contact when they speak. Ask a lot of questions. Dress to impress. Connect emotionally. Yeah, I get it. All of it. But I just can’t bring myself to put my hand on a woman I’m attracted to.

What if she feels violated? What if I come across as sleazy? What if she’s straight and I misrepresent all gay women as predatory sex fiends for all time?

So you see, I just sit there, awkward and uncomfortable. Stewing in my closed off stance, my body turned away from her. She’s talking but I’m so caught up in my own nervousness, I have no idea what she just said. Seconds later she’s out of the taxi. Gone. I just missed my chance. I go home and I’m really tempted to hate myself. What a coward. I keep replaying our time together in my head, looking for clues. Does she like me? It never occurs to me that I could have just asked.

The fastest way to deal with anxiety is to do the thing that scares you. Once you’ve done what you’re afraid of, it can’t scare you anymore. That’s because anxiety is only possible when you think about the future and about what could happen. So feel the fear and do it anyway. This is literally the title of a best selling book by Susan Jeffers. Jeffers teaches me to say I’ll handle it, every time I catch myself worrying about the consequences of doing something. I just keep saying it over and over again, every time Anxiety Mouse rears her fragile little head inside me. If I keep giving all my money away, I’m going to end up homeless myself: that’s fine, I’ll handle it. If I quit this job I’m really not cut out for, I might never be able to find something better: I’ll handle it. What if America turns fascist and they start rounding up immigrants: I’ll handle it. What if I go on vacation and come back to find that my startup doesn’t exist anymore: I’ll handle it. Whatever you fear is going to happen that you’re theoretically worrying about right now, just tell yourself, I’ll handle it. And if the worst case scenario eventuates (it almost never does), Jeffers says in another book, tell yourself I can learn from this. I’ve just blown my last chance with this incredibly amazing woman by not asking her out. I can learn from this. I’ve just blown the entire fuse box fixing the electrics on my motorcycle. I can learn from this.

After I finally overcome my fear of losing money and start investing in the stock market, it crashes! I can learn from this.

I do learn a tonne from that last one, actually. I realize how ridiculous money is; how easily it can be made and lost. My fear of not having enough is transformed into my knowledge that material security is an illusion. It doesn’t make sense to continue being afraid of losing something (material security) that no one can ultimately have, does it?

Put Fear in a Larger Historical Context

My heart rate can go from 60 to 100 BPM instantly for no seemingly good reason. The first time this happens to me, I’m in high school. I see two police officers walking towards me and I feel the fear. I do a mental check of my school uniform. It’s a crazy thought to think that police officers are going to cite you for not having your shirt tucked in, isn’t it? They pass me without incident of course and I’m left wondering what the hell my reaction was all about. The same thing still happens to me sometimes when I see Border Patrol officers in foreign airports. And during the 2014 Ferguson protests I break into a cold sweat when a police helicopter hovers over my house for over an hour. I’ve been in war zones, why should a police helicopter make me feel like it’s coming for me? None of this makes sense to my logical mind. The physiological reactions happen in spite of my logic. In search for self-understanding, I come across the concept of epigenetics. Epigenetics teaches us that we can inherit the traumatic experiences of our predecessors even up to the moment of our conception.

What this means is that what happened during the lives of my parents and their parents lives inside me too. And so it all starts to make sense. My grandparents had to flee their family homes, they and my parents were persecuted. They lived in constant terror, hiding from genocidal militias for decades. Now that context is gone, but thanks to epigenetics my brain is still vigilant against those non-existent threats. I soon realize that Anxiety Mouse wants to make sure I survive in a world that no longer exists. I take a moment to honor the experiences of my parents and their parents before them. I close my eyes and I bless the souls of the living, and the souls of those whom we have lost. My eyes well up with tears as the fear that sits inside me takes on a new meaning. This fear is not an enemy but a precious relic from my family’s history that is asking to be acknowledged and healed.

I imagine that as I am healing my own trauma, I am also healing the trauma of my entire lineage. I feel the spirits of my grandfather, aunts, uncles and cousins who were murdered in the war and to each one of them I acknowledge the pain and terror they must have faced. I take a moment to imagine what they would say to me and I listen for their messages. May you be happy, may you be at peace. Thank you for your sacrifice. I promise to live the life I am given to its fullest potential. I bless the living spirits of my mother and father. My heart radiates tremendous love and the electric ice-cold fear transforms into a tender aching, like the pain of a fresh wound. I feel my heart opening to the unhealed traumas of my predecessors and I ask that they be released now and for all time.

Bert Hellinger, a German psychologist who invented a therapeutic methodology known as Family Constellation Work, claims that we can inherit the traumas of our predecessors and live out similar fates to them if these experiences are not brought to consciousness and resolved. He calls this phenomenon systemic entanglement. We might even harbor a sense of unconscious loyalty to our fallen loved ones and end up steering ourselves toward similar fates in solidarity with them. Ivan Boszormenyi-Nagy, a hungarian psychologist who founded family therapy, refers to this phenomenon as invisible loyalty.

My body, without my conscious awareness, makes me live out the same psychosocial distress as my predecessors. My body is motivated by unconscious love and deep family ties that live in the cells of my body. As I become aware of this dynamic the healing begins and I set out to write a new destiny for my life. One based on optimism and trust.

Take a moment to expand your awareness of that steel-cold existential fear that doesn’t seem to leave you alone. What aspects are based on your direct experience and what aspects could you have inherited?

Take a moment to acknowledge the pains and losses of your loved ones. The ones you know and the ones you don’t. Ask that they be acknowledged and healed. Surrender the pain to the greater love that governs and corrects all things.

Subliminal Fear Lives in the Unconscious Mind

I post on an online forum about a rare motorcycle part I need to repair my bike. The following day, I receive an email from a man named Steve telling me has has the part and to call him on a given number. My first thought isn’t oh, great! My first thought is is this a scam? I put the phone number into Google and sure enough, Steve is calling from a motorcycle salvage yard in Southern California.

Someone else wouldn’t have had that thought. But that kind of thought is my default mode. It’s the first thing I think in most situations. Is there a threat? How can I make sure there isn’t a threat? How can I keep myself safe?

I’ve lived with this way of thinking for so long I barely even notice it, but now that I can see my subliminal fear in action, I can also see how it’s interfering in all aspects of my life. For one thing, I don’t trust my friends. This means I can never rely on them. And because I don’t give people the chance to be there for me, I’ve ended up with a lot of superficial relationships. Unintentionally, I have been isolating myself from others in this way for years.

Another example is that I never trust that things will work out for me, or that I might just get lucky. This means I don’t take risks and it also means that undesirable circumstances in my life are slow to change. I realize that for drastic changes to occur in my life I need to create momentum by taking bold action. But since I’m subliminally afraid all the time, I haven’t dared to quit that stupid job. I recognize that I need to go deep into my unconscious mind to fix this. And I quit that stupid job.

Releasing Stuck Energy

The unconscious mind is that part of ourselves that carries out the bodily functions we don’t have to think about. Things like a beating heart, breathing, digestion and life-saving reflexes. My unconscious mind is the one that’s running my fear factory because it still thinks I need it to survive. I need to find a way to tell it that there is no threat. I need to find a way to tell it all is good. The war (at least for me) is over, if I run out of money I’ll handle it, and there’s really no one out to get me. And if there were, I’ll handle that too. I’m sitting in my bedroom after a long day of reading and writing on my desk. I have no reason to be afraid and yet there is a knot in my stomach. Above that, in the center of my torso and radiating all the way up to my heart, I also feel a stuck energy. I am not thinking anxious thoughts, I am simply observing the sensations we would normally call fear as they manifest in my body. My Sympathetic Nervous System is on alert, it’s ready to respond to threat. Except there is no threat and I know this, but my body doesn’t. How do I tell my body everything is ok?

I soon realize that the sensations of anxiety that I am feeling in my body are located in what Eastern mystics call chakras. Chakras are energy centers in the body. For a long time I thought they were just make belief. But I can definitely feel this excess energy in the places where the second, third and fourth chakras are supposed to be.

In his book Becoming Supernatural Joe Dispenza puts the idea in my head that these energy centers can experience blockages because of past traumatic experiences. Sometimes an energy center can move away from its alignment with the spine.

The idea makes sense because the sensation I feel in what’s supposed to be my second chakra is not in alignment with my spine, it juts out slightly to the left. After his meditation technique, Dispenza says, practitioners notice a realignment of those energy centers with the spine and the energy flows freely again.

I’m willing to have an open mind about this. If these energy centers are real and my unresolved emotional experiences of being threatened are actually stuck in my body, then if I do this meditation, I should be able to feel the difference.

I close my eyes and prepare myself for the breathing exercise he prescribes. I squeeze the muscles of my pelvic floor as well as the muscles of my lower and upper abdomen in tandem with inhaling a deep breath. At the same time, I imagine that I am using my core muscles to move the energy in my lower chakras up my spine, into my brain and all the way out of the top of my head. Once I get to the top of my head, I focus my attention there and hold my breath for a few seconds. As I exhale, I relax my muscles and prepare to repeat the breathing cycle all over again. After several minutes of doing this I return to breathing normally. I focus my awareness on each chakra in turn, beginning with the first one at the base of my spine, making my way up to the 7th, blessing each with love and gratitude as I go. Finally I rest my awareness on an energy center that is supposedly a few inches above my skull. That’s supposed to be the 8th chakra. When I finish blessing each center, I place my awareness on my entire body all at once, which now feels like a massive, pulsating field of energy. I feel bigger and lighter. To my surprise I don’t feel the symptoms of anxiety return for several days. Could it have worked or was it just a coincidence?

Teach Your Body to Trust Again

After I quit my job, I realize that other areas of my life have to change. I sit down at my desk and I make an inventory of all the times I suspected people of ill intentions and turned out to be wrong. I make a second list of all the times I was afraid something bad was going to happen and it didn’t. Looking at the lists I can see the absurdity of some of those thoughts! And I remember just how plausible the scenarios seemed when I imagined them. For example, when one of my clients gave me a mechanical keyboard as a present, I wondered if it was possible for someone to install spyware on your computer through an external keyboard. I even asked a software engineer about it. Why did my mind take this kind and generous gesture from my client and turn it into a possible episode of espionage? And what subtle effects does this have on my ability to connect meaningfully with people?

At its core this is a trust issue. I have to teach my body to trust again.

I pick up Habits of a Happy Brain by Loretta Graziano Breuning. She explains that the feel-good brain chemicals are released when we form trust bonds. Breuning teaches me how I can increase these brain chemicals by offering my trust to others. I don’t have to trust everybody, that’s actually not such a great idea, she writes. Steve from the motorcycle salvage yard could have been a scammer after all!  But even if people go on to break our trust it’s better to assume trust initially. The joy we gain is in the act of offering our trust, not the outcome. We will feel much better for trusting people rather than living with mistrust all the time. In other words: look for people you think you can trust, initiate a situation where you’re offering your trust, and reap the brain chemical reward right there and then, regardless of whether they go on to honor or betray that trust.

Take for example the time a business owner contacts me about working with him on expanding his business. When we meet, some of his comments seem really off-kilter and abrasive to me. I feel immediate alarm bells in the usual energy centers of my body. I decide to feel the fear and offer my trust anyway. I agree to meet with him several more times. After a few encounters though, I can see that my initial assessment is correct. He is rude and abrasive, even if he isn’t aware of it, and I don’t have to spend any more time in his line of fire. I respectfully end our relationship and move on to the next business opportunity. By placing my satisfaction in my trust-offer rather than the outcome, I’m able to confidently end our relationship without feeling hurt or stupid for trusting him in the first place. And I feel good that I felt the fear and did it anyway.

7 Get Curious

Fear is an automated physiological response over which we have no control. But we can consciously maneuver our brain activity away from the automated fear response, toward other regions in the brain. We can do that by getting curious.

When my body initiates a fear response, I

  1. Assess the situation by asking myself am I in immediate danger? The answer is almost always no
  2. Breathe in deeply and direct self-compassion to the areas in my body where I feel the fear
  3. Accept the fear as a sensation completely and utterly, without judgment
  4. Investigate the sponsoring thought behind my fear. And the sponsoring thought is nearly always a fear for my survival (which isn’t being threatened)
  5. Ask myself if there is an action I can take to alleviate my concern and if there is, I take it. I don’t react or overreact, I simply act if needed

Let me give you an example:

I receive an offer to work on a very interesting project. My client and I draw up an agreement and I sign it. I start working but she doesn’t send me the countersigned copy. This triggers my fear response. My mind plays out a number of worst case scenarios. Is this a scam? Why hasn’t she signed the agreement? I notice my heart rate go through the roof and that’s when I decide to get curious about the situation. I ask myself am I in immediate danger? Obviously not, the worst thing that could happen is that I’d work for free for a few weeks. That’s literally the worst thing that can possibly happen in this situation. I accept my absurd thoughts, take a deep breath and send love to the areas in my body where I can feel the sensations of fear. At the same time I ask myself what is it that I am really afraid of?

The answer is nearly always the same for this question: the fear is for my ultimate survival. I’m not afraid of losing out on money owed in wages, the fear is much more primal than that. The fear is of having nowhere to sleep and nothing to eat. This was a reality for many members of my family decades earlier, but it is not the case for me: an able-bodied, legal resident of a country with a thriving economy. What action can I take to turn off the fear response? Send an email asking about the countersigned agreement. I do and moments later my client responds with an apology for having forgotten to return it until now. I add this to my inventory of incidents where I suspect people of having ill intentions and I turn out to be wrong.

What Are You Exactly Afraid Of?

The limbic system is the oldest part of our brain and the most primitive. It doesn’t think, it reacts. The purpose of it is to keep us alive. My fear of not having enough is ultimately a primordial fear of death. But our brains have evolved so much and are now capable of thinking. And with my thinking brain (that’s the prefrontal cortex: the area of the brain behind the forehead), I can entertain philosophical and existential ideas. One idea in particular resonates with me. The Thai buddhist monk, Ajahn Chah, teaches me that I’m going to die eventually. In fact, that’s literally the one thing we can all be sure of. We are all going to die. Eventually. And so I realize that there’s no point of living in fear of the only inevitable and certain thing. I’m not saying let’s all hold hands and run to our deaths, I’m saying that existentially it is a little absurd to live a life in fear of the inevitable.

I decide to do a meditation on fear. I begin with my first memory of fear. That’s my memory on the balcony. After that I remember being afraid of my father’s angry voice and of my teachers as they’re deciding how to punish me. I remember my fear of mean girls at school as a teenager and my fear of asking a woman out as an adult. I remember my fear of police and border patrol officers and even my fear of police helicopters. Then I get to death. And strangely everything goes quiet. I realize that I have no fear of death. Astonished, I ask myself how is it that I can be afraid of a girl making fun of me for liking her and not be afraid to die? In my lack of fear of death I realize that I can be fearless to anything I meet in life. I realize that what I possess is the ultimate bravery of all. I realize that everything I am afraid of is really nothing. I am afraid of nothing. I break into laughter at the misunderstanding that I have been living with all my life.

I Turn My Fear Into A Spiritual Path

To self-identify according to your spiritual rather than material reality is enlightenment. Marianne Williamson, Law of Divine Compensation. I’m sitting in a classroom listening to a Kabbala teacher talk about waking up and feeling uneasy, or thinking negative thoughts for no reason. And he says that whenever his teacher feels those negative emotions he says to himself what a pleasure! It turns out that for the Kabbalists this psychological tension that comes out of nowhere is a sign that you are on the edge of a spiritual breakthrough. A seasoned Kabbalist gets really excited when they get anxious for no reason.And so my first thought is this guy is nuts. But actually he isn’t. It turns out that people who are just about to have a spiritual experience first have an overload of activity in the areas of their brain traditionally associated with fear and negative emotions.

To get to a spiritual experience you first feel a lot of distress. Sorta like the story of Jesus in the desert getting taunted by the devil, and the Buddha by Mara, sorta like that. Both have their spiritual breakthroughs on the other side of their respective freak outs. For this reason I can’t call Anxiety Mouse by that name any more. Sure I still have the physiological symptoms of fear every now and then but my thoughts about those feelings are not the same. Physical sensations are just physical sensations. We assign meanings to them and why should my feeling that we call anxiety be seen as such a bad thing? How do I know it’s bad? How do I know it’s not even awesome? What if it’s like a stargate into another dimension?

Pain Does Not Equal Harm

I am on an exhilarating spiritual path. I’m exploring the influence I can have on my body and my world with my conscious mind. Realizing this, I come to see that anxiety isn’t really anxiety, it’s the perfect opportunity for me to explore what I can and can’t do with my mind to influence my body. Every anxious moment is the perfect opportunity to master the skill of this subtle influence of mind on the body. I know we’re led to believe that we shouldn’t feel this way and if we do then something is wrong, but this feeling is not harmful. I can learn so much from this! And I do. Every day.

Authentic Leadership For Progress, Peace And Prosperity

Posted by presspass on
0
Business
Authentic Leadership For Progress, Peace And Prosperity

This post is a report from the December 5, 2018 Forbes.com article Authentic Leadership for Peace and Prosperity. It is the companion to the Voice America Interview to air on January 29, 2019 with Dr. Gama Perruci, Dr. Sadhana Warty Hall, and Dr. Karen Ford, Evidence Based Practices for Leadership Development. This interview is particularly important because companies are investing large amounts of money and time to build strong leaders and some programs provide much better returns than others. Programs that teach leaders to be better leaders rather than those that teach leader about leadership provide different results. Programs that offer 1. strong frameworks (including the knowledge of how context and culture play a role in leading and following), 2. teach leaders to become more self-aware, and 3. perform better using the new frameworks and self-awareness provide the highest returns. The interview is part of our partnership with the International Leadership Association to bring you the latest and most relevant leadership information.

The following section is from Forbes. I am keenly interested in understanding how leaders progress their business agendas as well as the global agenda in times of significant geopolitical shifts. I attended the International Leadership Association’s conference, Authentic Leadership for Progress, Peace & Prosperity, in West Palm Beach, Florida, where keynote speakers, academics, award recipients and leaders across industries and the globe discussed their perspectives on the subject. This article summarizes my key takeaways.

With 39 countries represented at the conference, the focus on the volume, complexity and rate of change in the current climate continued to inform the conversations. So too did the political landscape, particularly the disillusionment with democracy and the move toward populism. The conversation was also impacted by several events happening in the background, such as a bomber delivering 14 bombs to democratic leadersand supporters, who was actually apprehended near West Palm Beach, where the conference was being held. There was also a synagogue shooting in Pittsburgh in the morning of the final day at the conference.

These events called to question what more we, as members of an international association, can do to focus on the intersection of leadership, scholarship and practice at a conference that focuses on progress, peace and prosperity.

The following themes are based on my discussions with thought leaders around the world and sessions I attended.

1. Leadership certification needs to be a strong consideration.

Many professions require certification before performing a job, like realtors, massage therapists, electricians, attorneys and certified public accountants. This is in strong contrast to the number of leaders holding key roles with no education and, in some cases, little experience.

While hiring is always complicated, certification can reduce the risk of costly hiring mistakes. Certification is important for leaders who want to stand out by demonstrating their competence. And organizations will have a greater degree of assurance that the person they are hiring is competent based on an objective standard and a rigorous certification process.

2. Leadership is the interplay between the organization’s internal environment and external ecosystem.

We train leaders in leadership concepts but don’t address the importance of helping leaders understand how they need to flex their leadership approach based on their context and their followers. The most effective leaders “sense” the needs of their followers and adapt their leadership accordingly. They help followers understand their leadership style and set clear expectations as well take into account their followers styles, so everyone can focus their energy on accomplishing goals.

3. Leaders need new tools to solve highly complex problems.

Many of the problems organizations face are emergent, and they may not have faced them before. Therefore, leaders must have the tools to address them. The most effective leaders balance inner knowing with strong analytics and collaboration. 

4. Leadership ethics are key. 

There are questions about leaders learning ethics versus gaining ethics as part of the process of maturing. Are ethics the guidelines people comply with? Is there a call for leaders to develop a strong inner compass that ensures they follow the spirit of ethics as the rules change? I believe it’s important for leaders to have a strong inner sense of both the impact you want to make on the world as well as the “guardrails” you use to accomplish that impact.

5. Leaders operate in an interconnected system and need to consider the broader impact they make.

Conference participants were clear about the importance of profit as the fuel for the business and that businesses are among the most powerful institutions across the planet. They are positioned to enact important changes that involve issues such as climate change, for example.

During the conference last year, there were many discussions on identifying leadership values. This year, speakers reminded us of the mandate for leaders to live their values and pay attention to how their actions impact their organizations, and by extension, the world.

6. Resilience remains a key concern.

It was acknowledged that everyone is now or will soon be impacted by some level of change to their organization, their climate, their community and their government. These changes require that we deliberately tend to the resilience (ability to absorb change and remain highly functional) of our people, our organizations, our communities and our governments. It is important to ensure these have the capacity to metabolize change without going into crisis mode.

7. Learning to harness the power of women and a diverse workforce is critical to addressing the upcoming talent gap.

Even with artificial intelligence and other forms of workforce augmentation, participants projected a huge talent shortage now through 2030 and beyond. The size of this change is expected to grow from 2020 to 2030.

Companies need to leverage the best talent to thrive. It will be important for companies to find ways to identify the right people and create a work environment that fosters attraction and retention and expands the old norms that caused talented people who wanted to work but not within restricted bounds to leave. 

As leaders in this era of turbulence, if we want to create a more prosperous and peaceful world, we need to look at new ways of leading and of identifying and developing leaders of the future. This is a call to action to revisit what you are doing now and how you can evolve your own approaches that enhance your ability to lead from a stance of authenticity.

Are you learning from thought leaders, academics and practitioners? Each holds a piece of the complex solution we all need to thrive in the short and long term.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author: Maureen Metcalf, CEO of the Innovative Leadership Institute, a renowned executive advisor, author, speaker, coach and consultant.

The New Battleground for Business: The Customer Experience

Posted by presspass on
0
Categories
The New Battleground for Business: The Customer Experience

This post is written by guest blogger, Nick Glimsdahl and is the companion to an interview on the Voice America show, Innovative Leaders Driving Thriving Organizations focusing on Conscious Capitalism with Mark Kovacevich focusing on Conscious Capitalism as a business accelerator.

The great entrepreneur, Vanilla Ice, once said, “Stop, collaborate, and listen”. In today’s business environment, that sage advice can elaborate to: stop and evaluate your current state, collaborate with experts, and listen to your customers.

Business leaders who champion customer-centric business models have stopped, collaborated and listened. And, in today’s digital age, being customer-centric requires a business model to effectively take advantage of current technologies to meet customer expectations.

Warren Buffett said, “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” Hence, a company’s business model should first and foremost orbit around the customer, specifically their customer experience (CX), addressing:

  • The customer needs and wants
  • The current state of the customer experience
  • How the customer’s journey can improve

What is Customer Experience and why does it matter?

The customer experience is the new battleground for brand loyalty and a true differentiating factor for companies. It can be defined as the customer’s perception of an organization – often gained through contact center interactions – and how seamless or frustrating that interaction is. Shep Hyken, a customer service expert, author, and speaker said it this way, “A brand is defined by the customer’s experience. The experience is delivered by the employees.”

Beyond perception, CX is about delivering an expected outcome, and while the customer experience looks different for each company, common themes are:

  • Response time
  • Overall customer satisfaction
  • Ability to obtain sought out information effortlessly

A customer experience-centric model considers more than just key customer-company touchpoints; instead, the model considers the entire Omni-channel journey from the customer’s perspective.

There are three ways to measure and improve your customer’s experience:

  • Net Promoter Score (NPS)
    • NPS® measures customer experience and predicts business growth. (i.e. 0-10 scale on how likely customers would recommend a business to a friend).
  • Customer Satisfaction (CSAT)
    • CSAT measures how products and services meet or surpass customer expectations. A CSAT score is the sum of respondents answering between “Satisfied” and “Very Satisfied”.
  • Customer Effort Score (CES)
    • CES, measures customer service satisfaction with one single questions. (i.e. The company made it easy to handle an issue).

Mature CX organizations monitor and understand the voice of the customer through these metrics.

Why should business leaders get behind the CX movement?

Forrester research found 71% of business and technology decision makers say that improving Customer Experience is a high priority in the next 12 months. But why? Henry Ford, Founder of Ford Motors, explained it well: “It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.”

Brand loyalty is not what it was 20-30 years ago. A customer’s experience positively correlates to brand loyalty, and it is much more important because of the ease of switching service providers or ordering a product from Amazon. According to the Temkin Group, 86% of those who received excellent Customer Experience were likely to repurchase from that company, compared to only 13% of those who had a very poor Customer Experience.

The trend of the increasing purchasing ease will continue as will customer-first business models delivering effortless experiences. The remaining question is what businesses will stop and evaluate their current states, collaborate with experts, and listen to their customers?

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author

Nick Glimsdahl is the Client Enablement Director for VDS. VDS creates effortless interactions. It helps improve the way enterprising businesses deliver customer experiences. With a 30-year history of delivering results, its success in creating effortless interactions is unmatched. As a client enablement lead, Nick brings his clients the right communications solution: contact centers through (Genesys / Five9), business collaboration (Microsoft Skype) for Business, or enterprise telephony solutions so you can deliver the best customer experience.

What Does the Future of Work Look Like?

Posted by presspass on
0
Categories
What Does the Future of Work Look Like?

Building Trust in a Noisy World

Posted by presspass on
0
Business
Building Trust in a Noisy World

This post by Nick Glimsdahl is the companion to an interview with Michelle Harrison, CEO of Kanter Public, the WPP Group public policy consulting and research business, on Voice America where she talks about the first of its kind report that Kantar Public released at Davos focusing on the challenges governments face across the planet and how the current loss of trust impacts their ability to navigate current challenges.

Everyone — including me — is vying for your attention. We live in a noisy world, bombarded by advertisements, news, campaigns, emails, messages, and social media notifications.

So, how can a business build trust and credibility in today’s noisy world?

This deceptively simple, relevant question is up against a distrusting world. In America specifically, the state of trust is dire. The Edelman Trust Barometer’s Executive Summary reports, “It is no exaggeration to state the U.S. has reached a point of crisis that should provoke every leader, in government, business, or civil sector, into urgent action. Inertia is not an option, and neither is silence…no work is more important than re-establishing trust” (p. 7).

Rather than feeling overwhelmed, business leaders should take a strategic approach to build trust and create positive brand awareness to help ensure messages are received. While increasing revenue is vital to a successful business, focusing on revenue without prioritizing content, awareness, and trust is futile. Hence, a company’s first priority should be to make sure customers view its content, marketing, and brand as credible, trustworthy, and customer-centric.

Eight Trust-building actions to weave into a business strategy:

1. Base the customer experience on what is simplest for the customer, not what is simplest for the company

2. Weave technology into the fabric of the business strategy, demonstrating that the business is ‘with the times,’ aware of customer expectations, and able to quickly resolve issues with modern solutions

3. Create effortless, memorable interactions with your customers so they willingly return

4. Seek ways to provide value to others first

5. Ask for and respond to reviews and highlight them on your site

6. Create an online reputation and have a consistent brand

7. Make sure online interactions are secure

8. Have timely coverage of business news

Building a trustworthy brand results in many benefits. In fact, according to Forbes, trust is the most powerful currency in business. Beyond being a currency of its own, trust leads to referrals, stronger collaboration, a stronger business, and the ability to work through challenges internally or with a client.

Building trust requires time — a currency of itself; however, as the most powerful currency, trust requires the utmost attention for a company to reach its highest potential.

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching through our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Nick Glimsdahl is the Client Enablement Director for VDS. VDS creates effortless interactions. It helps improve the way enterprising businesses deliver customer experiences. With a 30-year history of delivering results, its success in creating effortless interactions is unmatched. As a client enablement lead, Nick brings his clients the right communications solution: contact centers through (Genesys / Five9), business collaboration (Microsoft Skype) for Business, or enterprise telephony solutions so you can deliver the best customer experience.

Winning in the Face of Adversity

Posted by presspass on
0
Business
Winning in the Face of Adversity

MLK-Metcalf-10-31-2018-450x248.png

This is a guest post by Patt Hardie, Leadership and Talent Management Expert. It is the companion to the October 23, 2018, Voice of America interview with Joyce Beatty and Doug McCollough, Congresswoman of Ohio and CIO of Dublin, Ohio respectively; aired on VoiceAmerica, “Innovative Leaders Driving Thriving Organizations”: Winning in the Face of Adversity: Overcoming Challenge with Grace.

We’ve all enjoyed times in our professional lives when we’ve had a major success, knocked it out of the ballpark, and know how amazing it feels to bask in the glow of well-deserved kudos and celebratory pats on the back. It would be awesome if we could ride that wave of good feelings all the time, yet we know that life isn’t always that way. We know that reality at times, is going to make life interesting, more challenging (maybe even more controversial), and in some cases, provide opportunities to change the world.

Congresswoman Beatty and Doug McCollough both exemplify leadership at its best through continually focusing on purpose-driven change for the future; finding opportunities to advocate and influence for diversity and inclusion at the top; and impacting young talent through role modeling and bringing others along with them through mentoring and standing with them.

How might you describe their leadership style? Agile, respectful, civil, tactful, decent, poised, leading with courteous goodwill and with finesse, maybe even simple elegance. All words found in the definition of GRACE. They are both others-focused, being driven from family values deep from within, well-honed from navigating many challenges and, in some cases, controversies over time. It is these life lessons they’ve carried forward to maneuver through obstacles today: know who you are and build on who you are; life isn’t always easy… expect challenges and know how to respond with courage, grace, and perseverance; be positive, be better, move forward, focus on solutions; expect to win, and bring others with you.

Facing obstacles is a normal part of life and learning how to deal with and overcoming them is what builds character and resilience. It’s so easy in our toxic world to get caught up in playing victim, or ‘poor me’ since we are human, and forget that it is often at these opportunities that we grow and learn the most if we’re open to it. Every difficulty we’re able to confront serves to strengthen our self-confidence, our motivation, and our skills for future challenges. The Greek philosopher, Herodotus, said, “Adversity has the effect of drawing out strengths and qualities of a man that would have lain dormant in its absence.”

So, while we don’t expect ourselves to look forward to obstacles, what can we do to be ready for them and manage them when they do occur so we can approach these times more gracefully and with less stress? Z. Hereford offers a few good thoughts on how to get started in his article Tips for Overcoming Adversity.:

  1. Be aware of and accept that adversity is inevitable in life. Adversity is everywhere in the world, much of which is out of your control.
  2. Build your internal resources. Before adversity hits, work on cultivating emotional strength, courage, and discipline.
  3. Build your external resources. Build a support system of family and friends.
  4. That which does not kill you doesn’t always make you stronger. Not necessarily true!
  5. Take inspiration and learn from others who have dealt successfully with adversity. There are many inspiring stories of those who overcame seemingly insurmountable odds.

When we think of conquering adversity we also think of courage. We heard it referenced often in the rich storytelling referenced in the podcast as well in simple ways as speaking an opinion clearly with conviction when others were silent. Courage is a mental and emotional preparedness and ability to deal with difficult, challenging, and sometimes seemingly impossible circumstances. It is the ability to confront fear, pain, danger, uncertainty, intimidation, and other threats. And it can be cultivated and honed.

When we work to develop courage, we acquire skills to manage life’s challenges and empower ourselves to confront issues head on. In the article Live a Life of Courage, there are several ways to become more courageous:

  • Acknowledge and understand that it’s not the absence of fear.
  • Muster up the willingness to do so.
  • Read literature, the latest news, and watch movies about tales of courage.
  • Start small but start somewhere.
  • Develop faith and confidence.

Congresswoman Beatty and Doug McCollough were able to take everyday injustices and obstacles and transform them to gain momentum and make a difference for themselves and others. You can do the same yourself by taking one step at a time. How about it. Are you willing to make a difference for yourself, perhaps others, and possibly the world?

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching through our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Patt Hardie, Principal and Founder of The Hardie Group LLC, and works with Metcalf & Associates. She has 30 years of business experience across healthcare, chemical, utility, contract research and retail industries as an expert leadership consultant, coach, and advisor. Patt delivers impactful, practical solutions that support her clients’ leadership / team development and organizational challenges. She is recognized as a collaborative partner and progressive thought-leader who can connect with the business and synthesize needs into successful strategies for sustainable results.

Organizational Issues Have Developmental Levels

Posted by Editor on
0
Business
Organizational Issues Have Developmental Levels

 

This is a guest post written by Terri O’Fallon and Kim Barta. It is the companion to Voice America interview between Maureen Metcalf, Terri O’Fallon and Kim Barta – How Organizational Maturity Aligns with Developmental Maturity.

All collectives, including families, corporations, and businesses of all kinds have issues that need to be faced. Usually the way we work with this is to take a shotgun approach—that is, we try the intervention that seems most likely to work given our experience and understanding of the concern. However, there is a much more effective and efficient way to approach any troubling process that we encounter in our collectives.

All collectives have a center of gravity world view. This means that collectives have a structure that is built on a particular belief system, and this is concretized in the mission statement, the policies and procedures and norms of the organization, and the kind of systems that they use to organize their work together.

For example, a common belief system is what we call a 3.5 /Modern/Achiever perspective. The predominant basis of this kind of collective is looking to the future, with a creative imagination of what that future can hold for the collective. Goals and outcomes are set by a CEO with input from others, and a plan is put into place with timelines and data points and benchmarks along the way to achieve the goals of the organization. The organization has a hierarchical structure with the CEO at the top and a series of managers (of managers of managers, etc.) who supervise the part of the organization they are responsible for and who organize their areas to support the goal orientation and the outcomes of the organization as a whole.

Another belief system is the 4.0 Post-modern/Pluralist belief system.  An organization that is formed around this belief will be relatively flat, because the 4.0 belief system doesn’t include much hierarchy—everyone has a voice. Leaders may set a direction for the organization without a lot of specificity and steer the organization in the moment based on what comes up, being very responsive to the complex adaptation that may be needed.

Regardless of the belief system that an organization is based upon, any and all collectives run into struggles of some type. These struggles (issues) are also organized around a belief system. It is very helpful to know the belief system that these issues are organized around. There are three kinds of issues.

  1. An existential, or leading-edge issue. The organization or collective may be growing into a later level belief system. For example, a 3.5 Modern collective may begin pressing into the working with more complex adaptive systems (a 4.0 Post-Modern, Pluralist complex adaptive systems belief) while it is organized structurally around a 3.5 Modernist system. This can cause quite a bit of confusion! If you handle this from a breadth issue of 3.5, you will not solve the problem. The solution lies in moving the 3.5 culture to a 4.0 culture.

 

  1. There may be issues around robustness and breadth—that is, everyone is working well together at a 3.5 Modernist level, but some of, or the whole of the organization is missing some critical skills that will keep it intact. This often has to do with technological advances, and we see businesses lose their cutting edge because they aren’t on the cutting edge of the next level of technological skills. Their organizational belief structure may be the same, but they may have an issue of not being able to reformat their business related to these new discoveries. For example, the business of processing films into pictures (slides, negatives, etc.) has all but gone by the wayside because of the technologies of cameras on cell phones and immediate access to photos online. Failing to build skills around the new technology can cause problems in the business as a whole. Not all breadth issues are large. There are many smaller issues that fit in this category that may not be noticed. Even though failing to notice them won’t put you out of business, the effect of these kinds of issues are real and have an effect. These effects will materialize even if you remain faithful to your 3.5 mission, values, and structural beliefs organizationally. The solution does not require a new structure at 4.0 to adapt, but it does require you to utilize your 3.5 structure in a new, expanded way.

 

  1. The third area is related to the darker issues in a collective. Regardless of whether the structure you have is at the 3.5 Modern level or the 4.0 Post-modern level, these issues relate to the underlying hidden beliefs that cause harm in part of or all of the collective. For example, there may be a very negative story about the organization that the employees believe and impart into any new employee that comes into the organization. “We have a bad reputation here.” “The powers that be don’t care about us.” “This is not a good place to work.” If these rumors are true it is imperative that they are cleared up if an effective, efficient organization is to flourish. This is a positive thing. However, it is not uncommon for these kinds of beliefs about the collective to remain even if everything has been improved. Perhaps changes have been made, but the past, negative, belief systems and stories within the organization haven’t changed. This kind of issue is a ‘shadow’ issue and usually falls into the category of negative gossip which can be handed from participant to participant. The negative gossip issue often comes from an earlier developmental level (2.5 Traditional belief system). This requires us to go back into the history of our collective culture and address it overtly and create a new story of healing and robustness.

When an issue arises in your collective/business/organization, it can be very helpful to look to see what kind of issue has arisen. Each level of issue demands an entirely different intervention. If you apply the wrong type of intervention to the issue (i.e. a leading-edge issue when the issue is a breadth or robust issue) the intervention can actually make the problem worse and create a new unnecessary issue that you will have to contend with in addition to the original one you are trying to solve.

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching through our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Authors

Terri O’Fallon’s Ph.D. has focused the last 13 years on “Learning and change in Human Systems” as an applied researcher. She has worked with hundreds of leaders studying the interventions that most effectively result in developing leaders who can effectively implement change. She has her PhD in Integral Studies California Institute of Integral Studies. She is the co-founder of two organizations. She and Kim Barta have created STAGES International, an organization that focuses on how the STAGES (developmental) model can support insights into our own growth as people, leaders, guides, coaches, and the kind of impact these insights can have on our influence in human collectives.

Kim Barta MA is an internationally recognized licensed professional psychotherapist, coach, spiritual guide, and speaker. His work and insights spring from grounded experiential practice with self and others in his cross cultural and lifelong experiences. Currently, Kim has teamed up with Dr Terri O’Fallon to present workshops and trainings internationally in a new model of human development designed and researched by Dr. O’Fallon.

Terri and Kim run Stages International’s mission is to offer programs and services to individuals and organizations based a unique developmental model. www.STAGESinternational.com

Doing Well by Doing Good: A Case Study For Technology Solutions

Posted by Editor on
0
Categories
Doing Well by Doing Good: A Case Study For Technology Solutions

 

This blog post is the companion to the Voice America interview with Dale Meyerrose, Doing Well by Doing Good.  We have been hearing about the topic of doing well by doing good for a few years and the concept sounds good in theory. Many people have asked, how do you put it into practice?

According to Dale Meyerrose, in our interview, his belief that it is time to change how technology leaders think about how they introduce products and think about their work. He proposes that they should start with identifying the greatest need and moving from need to technology solution.

He illustrates his views by discussing the company whose board he serves as Chairman, Imcon International, Inc. On September 27, 2018, Imcon International, Inc., Syracuse University and Republic of Liberia Partner to launch a project known as 40 in 2021, A $150 million Blueprint to Digitally Transform Liberia Through Dramatic Expansion of Internet Connectivity.

The following two minute video provides more information about the project.

This blog post is the companion to the Voice America interview with Dale Meyerrose, Doing Well by Doing Good.  We have been hearing about the topic of doing well by doing good for a few years and the concept sounds good in theory. Many people have asked, how do you put it into practice?

According to Dale Meyerrose, in our interview, his belief that it is time to change how technology leaders think about how they introduce products and think about their work. He proposes that they should start with identifying the greatest need and moving from need to technology solution.

He illustrates his views by discussing the company whose board he serves as Chairman, Imcon International, Inc. On September 27, 2018, Imcon International, Inc., Syracuse University and Republic of Liberia Partner to launch a project known as 40 in 2021, A $150 million Blueprint to Digitally Transform Liberia Through Dramatic Expansion of Internet Connectivity.

The following two minute video provides more information about the project.

Imcon International Inc., the developer of the Internet Backpack, a remote connectivity solution that allows users to be able to communicate from almost every location on the planet, the School of Information Studies (iSchool) at Syracuse University and the Republic of Liberia will collaborate on a far reaching project that will digitally transform Liberia by increasing the nation’s current internet penetration of about 7% to 40% by 2021.

High ranking Liberia government officials acknowledged “the potential significant value to the country, especially the benefits to be gained by Liberia’s ailing Education and Health Sectors”.

As an integral part of the project, Imcon International will provide Internet backpacks for 6000 schools as well as edgeware, through its partner VMware, to the Republic of Liberia for education, healthcare, rural community and government use, connecting the internet to all schools and hospitals throughout the country. The project includes a project-based learning curriculum through Imcon’s education partner One Planet Education Network (OPEN). Through its partnerships with Humanity.co and OrbHealth, Imcon will also implement a nationwide broadband network dedicated to the nation’s Education and Healthcare system and deploy and maintain Liberia’s first Electronic Medical Record (EMR) system. The newly established non-profit Imcon Liberia Foundation will drive the goals of 40 in 2021. Syracuse University iSchool will lead research, education, cyberphysical network design, and implementation for the Liberia project.

“The Internet Backpack is a revolutionary technology and a groundbreaking solution with multiple applications for use across the planet,” said Mr. Loud of Imcon. “This alliance will dramatically jumpstart our ability to extend our proprietary technology and effectuate positive change for underserved people as well as for those in remote areas without access to standard connectivity. The Liberia project is the first of many projects we envision rolling out on a global scale over the coming months and years.”

“We are pleased to take part in this project with Imcon and lend our technical and research expertise to this important endeavor to increase Internet connectivity across Liberia and other locations around the globe,” said Dean Liddy. “The iSchool is deeply committed to leveraging our academic and scholarly resources to improve the world around us.”

This project is a shining example of cross sector and cross-country alliances to address challenges facing the country of Liberia. It is also an example of how a technology company evaluated their product compared to the applications it could address. They selected education for Liberian children because this application would provide the greatest good to the highest number of people. By looking at the greater good, this company is creating an organization where many employees and partners will engage because they make a real impact on the world. They will not need to offer the artifacts other companies do to motivate employees whose primary role is to make stockholders more money with limited regard for the social impact.

We are certainly not opposed to companies paying dividends and creating value that provides stock appreciation (that is how many of us fund our personal retirements). We do submit that there is an opportunity for more companies to expand or even shift their focus to add doing good to the equation and still delivering strong business results.

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching through our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations.

 

 

 

 

9 Things You Must Do for Your Brain

Posted by Editor on
0
Business
9 Things You Must Do for Your Brain

This is a guest post by Jon Wortmann, executive and mental coach, and speaker. It is the companion to the September 11, 2018 Voice America interview where he discusses Resilience: Don’t Get Hijacked by Your Brain.

Very few of us have been taught how to keep our brains healthy.

We know too many sweets are bad for our weight. It’s easy to remember too little sleep will affect our mood. Every child knows that a Band-Aid is the answer for a scrape or cut. But what about our brains? What are we supposed to do when our minds won’t stop spinning? What do we do when we feel stressed all the time?

Each of these nine behaviors will not only make your brain healthier, they are free and everyone can learn how to practice them.

1. Talk to strangers

The first thing most of us don’t realize our brains need is strangers. As I waited for the airport shuttle after a business trip, I struck up a conversation with a well-dressed, younger man. He had just returned from Dubai, and was in Boston for a gaming conference. I asked what he did. He was one of the world’s top Halo players doing demos at the conference. He was also a travel agent who flew to the Middle East for less than $300. He was writing a book on how I could too. He told me all the secrets. In a 10-minute conversation, I was intrigued, entertained, and already planning my next travel adventure.


Research shows talking to strangers makes us happier
. The why is what’s so important. Our brains are constantly stressed these days by too much to pay attention to. We feel on edge because we don’t know where to focus. That’s simply the alarm in your brain, your amygdala, overreacting. Talking to strangers immediately gives you something to focus on. You get a shot of adrenaline from the alarm because you want to make sure this person is safe, but you also begin, sentence by sentence, to feel incredibly engaged. Suddenly your fear of the new or unknown dissipates and your frontal lobes, which have to fire for your alarm to turn down, are in full gear. You enjoy the novelty of a fresh conversation. And in the future, there is a powerful kicker. You will see strangers as a potential friend rather than a certain threat.

2. Go away

Every brain needs time away. If the simple idea of a vacation doesn’t reduce your stress, consider one of America’s great thinkers. If Thoreau doesn’t leave Concord, Massashusetts and go into the woods, would he ever have become a celebrated writer and environmentalist?

Thoreau was away from his normal routine as a tutor and handyman. And in those two years, he was his most prolific and arguably successful as a writer. You don’t have to go far or spend a lot of money. He was two miles from home living off selling a few crops. But that’s not the only evidence that going away was good for his brain. When you read Walden, you realize being away, he had the time of his life.

3. Reframe everything negative

The third thing you must do for your brain is known in organizational behavior and political science circles, but not often enough in ordinary life. The technique is called reframing. Imagine your boss just yelled at you in front of the whole team. The negative thought that sparks your alarm is obvious: I am a failure. The possible reframes, however, are invaluable in jump-starting the rest of your day and your brain health. Imagine immediately, even in the middle of that scene, thinking, “Well, at least he noticed me.” Or, “That wasn’t fun, but it proves I can handle being embarrassed.”

When you reframe, you make an ugly thought into a positive one. It is not just positive thinking because you can’t lie to yourself and think you enjoyed the yelling. What you can do is think how the experience was valuable. When reframing becomes a habit, your alarm doesn’t have negative memories of experiences to shut you down in the future.

4. Reappraise everything painful

The twist on reframing is called reappraisal. Many thinkers and therapists use reappraisal as a synonym or type of reframing. I separate it here because it is too valuable not to emphasize. Reappraisal is making meaning out of an ugly situation. The boss yells, you think, “I’ll be ready for him next time.” Or, “I didn’t enjoy that, but now I know how to prepare for meetings differently.”

Reframing takes the negative out of a memory and the weight out of a difficult moment. Reappraisal deepens the experience into a learning moment. When you learn, your brain gets healthier because it isn’t afraid of a future threat. The boss will yell again. Now you know you can deal with strong emotion. Your brain won’t forget that you believe there is no moment you can’t handle.

5. Meditate in a way you look forward to

The science on meditation is clear. What’s not for most people is what method to use. Here are three quick options to consider. For at least 12 minutes a day: Sit and breathe, imagine yourself in your favorite place, or repeat a mantra or prayer. Never forget there are many styles and methods of meditation. Don’t meditate correctly; meditate in a way you can practice daily.

6. Transfer blame

Reattribution is the therapeutic technique of exploring alternative causes for events. You spilled the milk. No, someone else forgot to screw the top on tight. You missed a deadline. No, new information means a later delivery to get the project right. You lose your family’s fortune betting the horses. You say to your spouse, “I got bad information.” Obviously, the last example is playful, but in every case where you can take the burden off your shoulders, your alarm in your brain calms down.

This doesn’t mean you don’t take responsibility in your life. It means that certain things we experience are truly a result of causes beyond our control and recognizing that in many instances allows your brain to produce less stress hormones.

7. Find the mindfulness that works for you

Mindfulness is the art and science of being present. Myriad studies have proven it reduces your alarm. Less alarm heightens your ability to manage negative emotion that could lead to disease like depression. Maybe most valuable is mindfulness helps us engage in complex thinking. Want to be successful in the global economy? Your brain needs mindfulness.

The secret to brain health and mindfulness, however, is finding the ways that work for you. For some of us, mindful eating thickens our gray matter where sitting and breathing drives us crazy. Some of us love moving slower where others who can’t imagine changing the pace of their lives. But even fast movers can listen more mindfully to be more present.

The best way to find what works for you: experiment. The forms of mindfulness you stick to are the ones that will make your brain healthier.

8. Leave the crazy people

Maybe not right away, but eventually, you have to take time away from the crazy peopleand environments. This doesn’t mean you leave your spouse at the first sign of trouble. It means that each of us has a different tolerance for drama. If yours is constantly being challenged by the people in your life, you will melt down. Too many meltdowns is a clear sign. When your brain isn’t healthy, it sends stress to remind you its time to make a change.

9. Forgive everyone

It’s simple, and I saved it for last on purpose. In our mad, mad world, this may be the most important thing you can do for your brain, and it can have brilliant side benefits. Studies have shown people who don’t forgive experience more stress and negative health impacts like spikes in blood pressure. The stress reduction with forgiveness, however, produces emotional benefits like less restlessness, nervousness, and sadness. In one study where forgiveness was part of an acupressure technique, participants were even able to maintain weight loss. Think about it this way. If we don’t forgive, we know we experience more stress, and we might even get fatter. Doesn’t that make the choice of whether to hold a grudge or let go easier?

These nine behaviors aren’t always intuitive and they definitely take practice. But even adding one of them to your life will give your brain some relief and grow the good stuff between your ears. Find the first one that seems most attractive and start today. We have the power to take care of our brains.

As a reader of this blog and listener to the interviews, please consider enrolling in one of the innovative leadership online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching through our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Jon is an executive and mental coach and speaker. A graduate of Carleton College and Harvard, his books have been #1 best sellers in 22 categories on Amazon. His work has been featured in O Magazine, Elle, The Huffington Post, Fox, Fast Company, and Psychology Today. His three books Mastering Communication at Work: How to Lead, Manage, and Influence, The Three Commitments of Leadership: How Clarity, Stability, and Rhythm Create Great Leaders, and Hijacked by Your Brain: Discovering the Path to Freedom From Stress teach leaders the essential communication, leadership, and stress reduction skills that make them the kind of people others want to work with, and the kind of managers, executives, and coaches that produce teams of leaders.

He began his training career in 2005 with a division of Time Warner, and has since worked with Fortune 500, start-up, universities, and non-profits to improve resilience, executive and board communication, client relationships, and leadership.

Enjoy this blog? Please spread the word :)

RSS
Follow by Email
Facebook
Google+
https://blog.voiceamerica.com/tag/leadership
Twitter