Posts Tagged ‘Transform’

Washington Post: Stupidity is the Name of the Game

Thursday, July 29th, 2010

It really is time for all of us to come together and say “it will stop with me” . In this Op-Ed E.J. Dionne Jr. points in the right direction stating that “stupid politics, irrational ideas on fiscal policy and an antiquated political structure undermine our power”. Then there are tons of comments that show how stuck we are. There is so much blame and polarization it is no wonder we can’t come together. Think about where you dig in your heels to prove your position in life is the right one without really listening to other perspectives. Think about the patterns you need to transform, and then get to work!  

 

In American Politics, Stupidity is the Name of the Game

By: E.J. Dionne, Jr.

Can a nation remain a superpower if its internal politics are incorrigibly stupid?

Start with taxes. In every other serious democracy, conservative political parties feel at least some obligation to match their tax policies with their spending plans. David Cameron, the new Conservative prime minister in Britain, is a leading example.

He recently offered a rather brutal budget that includes severe cutbacks. I have doubts about some of them, but at least Cameron cared enough about reducing his country’s deficit that alongside the cuts he also proposed an increase in the value-added tax, from 17.5 percent to 20 percent. Imagine: a fiscal conservative who really is a fiscal conservative.

That could never happen here because the fairy tale of supply-side economics insists that taxes are always too high, especially on the rich.

This is why Democrats will be fools if they don’t try to turn the Republicans’ refusal to raise taxes on families earning more than $250,000 a year into an election issue. If Democrats go into a headlong retreat on this, they will have no standing to govern.

The simple truth is that the wealthy in the United States — the people who have made almost all the income gains in recent years — are undertaxed compared with everyone else.

Consider two reports from the Center on Budget and Policy Priorities. One, issued last month, highlighted findings from the Congressional Budget Office showing that “the gaps in after-tax income between the richest 1 percent of Americans and the middle and poorest fifths of the country more than tripled between 1979 and 2007.”

The other, from February, used Internal Revenue Service data to show that the effective federal income tax rate for the 400 taxpayers with the very highest incomes declined by nearly half in just over a decade, even as their pre-tax incomes have grown five times larger.

The study found that the top 400 households “paid 16.6 percent of their income in federal individual income taxes in 2007, down from 30 percent in 1995.” We are talking here about truly rich people. Using 2007 dollars, it took an adjusted gross income of at least $35 million to make the top 400 in 1992, and $139 million in 2007.

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The notion that when we are fighting two wars, we’re not supposed to consider raising taxes on such Americans is one sign of a country that’s no longer serious. Why do so few foreign policy hawks acknowledge that if they lack the gumption to ask taxpayers to finance the projection of American military power, we won’t be able to project it in the long run?

And if we are unwilling to have a full-scale debate over whether nation-building abroad is getting in the way of nation-building at home, we will accomplish neither.

Our discussion of the economic stimulus is another symptom of political irrationality. It’s entirely true that the $787 billion recovery package passed last year was not big enough to keep unemployment from rising above 9 percent.

But this is not actually an argument against the stimulus. On the contrary, studies showing that the stimulus created or saved as many as 3 million jobs are very hard to refute. It’s much easier to pretend that all this money was wasted, although the evidence is overwhelming that we should have stimulated more.

Then there’s the structure of our government. Does any other democracy have a powerful legislative branch as undemocratic as the U.S. Senate?

When our republic was created, the population ratio between the largest and smallest state was 13 to 1. Now, it’s 68 to 1. Because of the abuse of the filibuster, 41 senators representing less than 11 percent of the nation’s population can, in principle, block action supported by 59 senators representing more than 89 percent of our population. And you wonder why it’s so hard to get anything done in Washington?

I’m a chronic optimist about America. But we are letting stupid politics, irrational ideas on fiscal policy and an antiquated political structure undermine our power.

We need a new conservatism in our country that is worthy of the name. We need liberals willing to speak out on the threat our daft politics poses to our influence in the world. We need moderates who do more than stick their fingers in the wind to calculate the halfway point between two political poles.

And, yes, we need to reform a Senate that has become an embarrassment to our democratic claims.

ejdionne@washpost.com

Searching for Healthier and More Effective Ways to Lead

Monday, July 12th, 2010

Ways of Leading

We are all searching for healthier and more effective ways to lead our lives. Mike Robbins gives a good summary of how to be a transparent and authentic leader. Please note my comment at the end of the article.

 
 
The Value of Vulnerable Leadership by Mike Robbins

Some of us have specific leadership roles in life — we manage other people in our job, we’re the head of a company, team, committee, or organization, we’re involved in school or community activities where our job is to lead others, we write, speak, or coach other people about taking their lives to the next level, and much more.

And, even if we don’t hold a specific position of leadership in what we do, just about all of us have the opportunity to be leaders in various ways. In our families, with our friends, in our community, and in our work — we have the ability to influence others in a positive way and many of us have a deep desire to impact those around us.

What if instead of obsessing about being smart, qualified, strong, powerful, innovative, creative, and other conventional leadership qualities, we allowed ourselves to be vulnerable as a way of freeing us up from the intense pressure we often feel as leaders and as a way to influence people in an authentic way?

While it may seem counter-intuitive and can sometimes be a little scary, being a vulnerable leader is what I think is needed (and often missing) in our businesses, schools, churches, communities, governments, and our world today.

Here are some key principles of vulnerable leadership:

  1. Admit and own your mistakes We all make mistakes, especially as leaders. The more willing we are to admit and own our mistakes (not make excuses, point fingers, or avoid responsibility) the more others will trust us and want to follow our lead. Taking responsibility, apologizing, and making amends for the mistakes we make are not always easy things to do, but they’re essential for us to have true credibility with the people around us. 
    Fear and insecurity are inseparable from being human and being a leader. We all get scared, but too often deny or avoid it, so as not to look weak. However, admitting our fear and sharing it with others does a few important things. First of all, it can free us up from the fear itself. Second of all, it allows others to realize we’re human. Third, it gives the people around us permission to feel and express their own fear, which is essential for individuals and groups if they’re going to come together and move through adversity. Sharing our fears with others is not something we do to make excuses or to dump our “stuff” onto other people, it’s a bold act of vulnerable leadership and something that can have a profound impact on those around us. 

 
It’s important for us to have a sense of humor and not get too full of ourselves, which is something many of us do, particularly as a leader. As I jokingly say to my wife Michelle sometimes, “Do you have any idea how important I think I am?” We must laugh at ourselves, notice when we get too serious, and have enough self awareness to keep things in a healthy perspective. 

 
We’re always going through a process of growth, discovery, and challenge in life — especially as leaders. This process doesn’t have to be difficult or painful, although sometimes it can be. The more transparent we are about our own process and the more willing we are to let the people around us know what we’re dealing with, learning, and challenged by, the more we let them know who we truly are, give them insight into how we operate, and create an environment around us that is open, authentic, and conducive for individual and collective growth. 

 
As leaders most of us like to help others, but often we have a difficult time asking for and receiving help. Requesting help can be perceived, especially by us, as an admission of weakness or an acknowledgment that we’re not capable of doing something. However, all of us need help and support — and in some cases, we need a lot of it. Being the kind of leader who is comfortable enough with yourself and the people around you to admit when you don’t know something, can’t do something, or simply need help in making something happen, is not a sign of weakness; it’s both a sign of strength and an opportunity to empower others in an authentic way. 

Mike Robbins is a sought-after motivational keynote speaker, coach, and the bestselling author of Focus on the Good Stuff (Wiley) and Be Yourself, Everyone Else is Already Taken (Wiley). More info – www.Mike-Robbins.com

  • Share your fear and insecurity
  • Don’t take yourself too seriously
  • Share your own process, journey, and challenges
  • Ask for and receive help from others
  •  

    Comment by Sylvia Lafair:

    Good check list for all of us; and agreed, we all have an opportunity to lead, regardless of professional status. However, unless we learn to bring to light hidden parts of ourselves, it is impossible to know what really scares us, why we often dance around admitting mistakes and being vulnerable, or why it is so hard to ask for help.

     
    In “Don’t Bring It to Work” there are 13 behavior patterns that we learned from our original organization, the family that we bring into our work, community organizations, friendships, and love relationships. It is when we put some elbow grease in to Observe, Understand and Transform these patterns (denier, victim, martyr, avoider, etc.) that we find the way OUT of old, ingrained patterns. Then what Mike suggests really can make a difference.

    Leadership Strategies and Signs of Distress

    Friday, May 28th, 2010

    One of our Total Leadership Connections groups did an inventive skit about what they had learned in the four session program. They took turns, one hand on “Don’t Bring It to Work”, other over their heart, swearing not to bring their most disconcerting behavior patterns to work.

    One had to own the victim pattern; he was always the one who felt that no matter what happened, it was his fault. Another was a procrastinator, mostly late with his projects, and another was the martyr who felt she did everyone else’s work and was always exhausted.

    The skit was filled with whimsy and great insights into what had been learned, about the benefits of self awareness, and accountability of behavior. This group of individuals has excellent careers ahead of them. They have done the hard work of peeling back the layers of ingrained behaviors that travel with us from childhood, and if not looked at and transformed, go with us to the grave.

    In most companies there are no processes in place to look at the office politics that cause so much distress and strife, the workplace conflicts that boil and bubble from day to day, so much wasted time and lost productivity when there is a need to play “CYA” day in and day out.

    What are the signs of distress that can be warnings that patterns are getting bigger and bigger and are in the way of productive work getting done? Here is what to look for:

    1. Behavior repetition: coming in late day after day for example

    2. Language repetition: telling same story of upset day after day

    3. “Tattle-telling” about co-workers behavior

    4. Offering “secrets” to you and only you

     5. Continuous miscommunication; “I never said that”  

    Please remember, employees bring who they were until now into the workplace. They come to work with all the baggage of their previous work relationships and the issues from their original organization, the family.

    The more we can become aware of our patterns the more we can tame and transform them. The more we stay the same, repeating what we learned as children for our own survival needs the more we create atmospheres of mistrust and lack of productivity.

    Give your employees; give yourself the gift of growth. Learn the way OUT to observe your patterns and begin the change process. Understand where the patterns began and change is long lasting and deep. Transform the patterns and become a leader who inspires others to also take the risk of growth.

    Elegant Leadership and Healthy Survival

    Wednesday, March 17th, 2010

    Learning how to live in the Safe Stress Zone™ is important for every decision you make.  Once you can stay at a place of observing before you act, your chances of getting out of a tough time with a positive outcome is greatly enhanced.

    titanic_3Brain science indicates that our decisions are made based on emotions not logic. It is so fascinating that so many people can ignore evidence that is right in front of them that does not compute with their emotional decisions. Think “Titanic” and you get the picture.

    Here is how it works. Experiences that occurred as children are attached to emotions and leave a strong imprint in the brain. Years later when a variation of the experience occurs it brings up the past memories and it is the emotional memory that will have the first chance of affecting a present decision.

    An example that recently happened with one of my coaching clients went like this:  his father was swindled by a partner when this man was a child of about four. The family lost their home and the father ended up committing suicide a year later.

    Vowing never to be in a difficult financial position this man spent his life accumulating a fortune. This past year his business has, like many, been caught in the down economy; however, he still has many millions of dollars. What is fascinating is his fear of being left with nothing and the depression that is a daily occurrence.

    It became so bad he would not even buy strawberries because they were not on sale. He insisted the heat be turned down to an uncomfortable 60 degrees and his children were required to make peanut and jelly sandwiched to take for lunch.

    That is until he began the long journey to practice safe stress and uncover the deep fear that he would end up like his father. This is not in his “imagination”, it is in his brain!

    Finally, he is touching back into the old buried fears and anxieties that have kept him and his family captive. He has used the OUT Technique to OBSEVE, UNDERSTAND and TRANSFORM the past.

    We now know that as new ideas and concepts are embraced the brain changes physically, it has a quality of plasticity so we do not have to be trapped by the past, we just have to help get our brain into the safe stress zone for healthy survival.