Archive for the ‘Conflict’ Category

Leadership and Disturbing Moments

Monday, March 28th, 2011

Many news stations showed a bone-chilling example of how impotent we are, all of us, when we are faced with the challenge to do “the right thing”.

Here is the scene in Tripoli Libya: A woman, certainly distraught came to a hotel where foreign news correspondents were staying. She was desperately pleading for help, claiming she was captured by forces loyal to Gadhafi because she was coming from the rebel held city of Benghazi.

She had bruises and went from table to table saying she had been raped repeatedly when several men entered the room to drag her out to a waiting car.

Some reporters asked “Are you okay” and she replied “No”.

There were scuffles as some of the men attempted to protect her. Then a bag or a jacket was put over her head and she was taken away.

I sat amazed that with a room full of strong, capable men she was not at least given a safe haven from which to tell her story.

The entire segment was captured for You Tube and  several of the correspondents were ruffed up.

I kept thinking about all the atrocities at the hands of pistol power and wonder what I would have done had I been in that hotel.

I like to think I would have thrown hot coffee or kicked and scratched or what?

Watch the scene and let me know what you would have done. We know we can only really know at the moment of impact. Yet, the image of this woman is haunting me as I sit in my safe office typing away.

Leadership Lessons: From Ignorance to Knowledge

Thursday, March 24th, 2011

Everyone worth her or his weight in leading goes through lots of ups and downs (the downs seem way too often) in the leadership development growth journey to become fully realized individuals.

Kind of like playing Monopoly, except we don’t strategize for real estate, we have bigger goals in mind. Many of these goals are under the radar and we are not aware of them till we have to backtrack, spend time “in Jail” while other are moving with great determination and we cannot see progress for ourselves.

Once we jump on the leadership express we suddenly find the landscape is not what we expected. We separate from the traditional reality we know and are awakened to great truths. This is super uncomfortable territory for most of us; we have in no way been prepared for this in our educational system. All we know is success is meant to be a straight line from study to acing tests to getting excellent jobs with another straight line to the top of the pyramid. In other words, it is meant to be a smoother ride to owning Park Place.

One of the best contemporary movies to give us some guidelines on what to expect on the leadership journey is The Matrix. Get a copy and even if you have seen it watch it again. In these challenging days we all need to become more astute about what it means to lead, what is being asked of us, how the speed and confusion of changing landscapes (think Japan) impact our day to day lives.

Here is the quick synopsis: The matrix takes place in 1999, it really does seem a century ago. Thomas Anderson is a programmer for a software company by day and a computer hacker names Neo by night. Neo is obsessed, looking for a man named Morpheus who he believes can answer the question haunting him “What is the Matrix”? It is the question that we all strive to answer deep inside ourselves “What is reality”?

This is the question all leaders must ask themselves sooner or later to become the best they can be. It is at the core of all leadership development programs, yet is often left without being tackled because case studies and proper answers are required for recognition as one of the “smart ones”.

In Total Leadership Connections we have taken the road less traveled. We ask our participants to go on the Hero’s Journey. We believe that to be a leader of quality one must first be self-aware and even more importantly PATTERN-AWARE. That requires a deep understand on oneself and also a keen knowledge of how relationships work.

With becoming Pattern-Aware there is power and freedom. To become free, truly free you change yourself and the questions you ask as a leader. You are more interested in values and integrity than in merely the bottom line.

Leadership is a vital path that requires rigor and courage. Take the pattern-aware quiz at www.sylvialafair.com and call us for a free coaching session. Are you willing? Value-driven leadership is what the world needs now!!

Leadership Lessons: What Lies Inside our Employees

Friday, March 18th, 2011

Leadership BookSometimes the best leadership development comes in the form of film or literature.  As we can see ourselves and others from a broader perspective.

I am finishing a beautifully written book “How to Read the Air” by Dinaw Mengestu. Powerful, beautifully written and filled with tips for leaders who look at their direct reports and colleagues and haven’t a clue about who they are, where they came from, and what makes them tick.

The book is about a first generation American who discovers that his family’s past still lives within him. The main character of the book, Jonas grew up in the Midwest. Yet, his life experiences are far from the rural landscape of his childhood in Illinois.

His father has a big temper, his mother big silences. He had grown into a self-numbing young adult. How they became who they became was part of a journey to adulthood for a man who saw himself as a stranger in a strange land.

The haunting sense of displacement and isolation that shaped his family, that shaped his behavior began in Ethiopia where his parents were children to the Sudan, through Europe and finally to the United States.

The deep question that resounds through the story is sadly an all too common one: How many generations does it take to heal the wounds of war?

While no one needs to share the depth of their personal stories at work, skilled leaders are aware that we do bring our families to work with us, those invisible ties that bind. Just being sensitive to this will make a leader a better visionary and a better mentor.

This level of understanding is core to our Total Leadership Connections program. My belief is that we can be more helpful as leaders when we can simply show compassion with a word or a nod.

Leadership Strategies: If Not Now, When?

Thursday, March 17th, 2011

Sometimes vicarious learning feels very real. That is the case with the earthquake and nuclear devastation in Japan. This is an industrialized society with fast trains, sophisticated technology, tall buildings that gleam in the sun.

When the earthquake came it was an initial relief, they will know what to do. When the tsunami hit we were all stopped in our tracks. Now, with the nuclear tragedy we are all holding our breath.

Most of the individuals I have talked with this week have had similar thoughts. What would we do? How would we handle a crisis of this magnitude?

One of the comments that has been said many times concerns the fact that there has been no looting at a time when in most other places this is automatically expected. There were some nasty comments by Rush Limbaugh about the fact that even in the rescue centers the Japanese have been recycling. His mean spirited remarks made me think of the gentle Japanese and what we can learn from them.

I’ve had the privileged of traveling in Japan many times. This story has come to mind over and over as I watch the news.

I was sitting in a restaurant with a group of colleagues when a man walked over to the table. His English was limited so one of my dinner partners stood up to talk with him. They called me from the table to the side of the room. The man bowed and in his outstretched hand was a tube of lipstick. At first I thought he wanted to sell me something (after all I am an American) and then realized it was my lipstick. It had fallen to the ground when I went to find a tissue in my purse on the way to the restaurant.

I thanked the man, bowed in appreciation and asked by friend if I could give him something as a reward. Of course the answer was that the bow and appreciation were enough. I must admit, and those of you who know me would expect that I desperately wanted to hug him. I did not.

 

As we watch the quiet reserve that most of the people are showing what can we learn? Mostly that we are all in it together and we all need to find ways, especially as the challenges seem to mount in our world, to show generosity of spirit whenever we have the opportunity. And the opportunities are everywhere.

The “Cringe Factor”

Tuesday, March 1st, 2011
blink

Malcolm Gladwell Book

Did you ever wonder why you meet someone and before he even opens his mouth you find yourself talking a step back? Or you see a new employee getting her cubicle ready and she pins up a picture, now mind you it is a copy, not anything glaringly original or different, just a picture of two little girls on swings at a playground, and immediately you feel sad.

Hey what’s going on?

In his book “Blink” Malcolm Gladwell reports on studies that indicate our overwhelming predisposition for “Instant Knowing”. People make snap decisions about whether they like each other or not, often without realizing it. Here is a scene that happened at one of the companies where I consult.

 Gary told me he didn’t like his boss from the minute they met. He could not say more; just that something rubbed him the wrong way. Months later the tension is still there although nothing of any real consequence had happened. Then one day, the boss makes a “stupid and inappropriate” comment about Gary’s grammar. He was in a hurry and said “Me and Dave” rather than “Dave and I”. That was it! This seemingly minor incident triggered into an all-out flare up. It was close to a fist fight. The simmering dislike escalated into an ugly shouting match.

It seems so irrational, as if some weird system of judgment were grinding away in our heads without our consent. It turns out this is exactly what is happening.

Because of our family experiences and the roles we played when we were young, we come into new situations at work with unconscious expectations of how the person we are now working with is supposed to look, sound and act.  When our colleagues and bosses behave “just like” someone from our past the seeds of conflict are sown.

 That was what happened to Gary. His boss really was just like his mother. She would knit-pick and tell him what he did right, but mostly what he did wrong. So, there was Gary just waiting to be controlled and critiqued in a negative way.

Are you a leader in your company? If so, you will be in a better position once you understand that your employees’ family backgrounds come with them to work. That’s why I named my book “Don’t Bring It to Work”; it’s to prove the point that while we want the workplace to be a place to just, well, work, it is more complex than that. Learn how to be the best leader to tackle workplace dissentions.

Join our next Total Leadership Connections Program beginning March 23-25. Call or email maryjane@ceoptions.com for information. It’s the place where you will learn how to handle the tensions at work so they don’t dial up to ugly conflicts.

Business Leadership Requirements: Transform the Denier Pattern

Monday, January 31st, 2011

Please watch the video that is part of the following blog. It is a powerful wake up call for all of us to get underneath our own fears and blind spots. Now, granted a blind spot is something we really cannot see ourselves. So, how about a 360 for your whole company or your whole team to get the feedback that will help move things forward in a more positive way. The performance review we have developed helps every individual learn to observe , understand and then have tools to transform the old behavior patterns that limit success and team collaboration. If you have not yet done so, go to www.sylvialafair.com and take the pattern aware quiz. We can then give you some tools and techniques along with “Don’t Bring It to Work” to help you make healthy and sustainable changes at work and in your personal life.

The #1 Leadership Problem

by Margarat Hefferner on BNET

When I meet with CEOs, I like to find out what keeps them awake at night, what intractable issues or opportunities disturb their sense of confidence. Of course, each one has industry-specific or company-specific challenges and they’re fascinating.

But there’s one problem common to each one of them. They all know it. Only a brave few will talk about it openly: Ignorance.

It doesn’t matter whether the company is large or small, old or young, high tech or blue collar manufacturing. The reality is that no leader is fully informed of what is happening on his or her watch.

Ignorance Isn’t Bliss

Of course in theory, this shouldn’t happen. The chain of command should ensure that information reaches the top. Daily reports should flag critical issues. Balance sheets should indicate significant trends. And they all do – up to a point. The problem is that none of them works quite well enough.

That’s why BP can run unsafe plants and still be taken by surprise when they blow up.

It’s why music labels could be blind-sided by the rise of digital downloads.

It’s why soft drink companies were surprised by the popularity of vitamin drinks.

It’s why Lehman Brothers and Enron and Citibank and Merrill Lynch had no idea actually how much money they had.

It’s why companies are so anxious about what Wikileaks will publish next.

The most tempting thing in the world is to look at that string of business disasters and argue: that was them, not me. It couldn’t happen here. They were just bad leaders, a few bad apples. But the minute you say you don’t have this problem is the minute you know you do.

The problem is willful blindness: the human propensity to ignore the obvious. It isn’t just a business problem, of course. We do it in our private lives when we leave those credit card bills unopened or take on a mortgage we can’t afford or insist that tanning salons really won’t cause us any harm.

There are numerous social, structural, organizational and neurological reasons for willful blindness and I’ll be blogging about them over the next few weeks. But in the meantime I’d like to hear from you:in your company or department or industry, where are your blindspots?

Video courtesy of Lindsay Nicholson;Music courtesy of Nick Bicat

When Smart People Are Stupid

Monday, January 3rd, 2011

Quality leadership development needs to contain the seeds of wisdom. Wisdom, a word that seems as old fashioned as the word spinster.

Wisdom comes from an era that seems long gone. We live in the world of lists, bullet points, and sound bites. We hope to get core learning by scanning a few sentences that will tell us exactly what to do to become powerful, charismatic, creative, effective, and successful.

We have become what social scientists call “cognitive misers”. We respond to emotional situations that tug at our heartstrings and give us simple ways of looking at complex situations without really giving us the food for thought about long term consequences.

We get misty eyed about Haiti, send a check and then get on to what is next. We storm about in anger concerning the BP oil spill, refrain from ordering shrimp for a month, and then it is on to the next corporate misdeed.

We take mental shortcuts and forget to ask key questions about the consequences of actions, ours and theirs. Let’s go back to an older time, to the myth of Perceval and the Holy Grail. Here we see how critical it is to ask the right questions.

Perceval visits the wounded Grail King who is sick and in pain and the land around is lifeless. Perceval is not aware that he is being tested, tested at the level of wisdom leadership. All he has to do is ask the question, and it’s a big question. He has to turn to the King and ask “what ails thee uncle?”

It takes time before he gets it right. And when he finally does step up to the plate, ask this vital question rather than stay silent or talk about his own ideas, the King is healed and the land once again begins to bloom.

One of the important messages of this ancient myth is that Perceval’s test was not about cleverness or skillfulness, it was about compassion. He was not meant to avenge the forces that caused the King’s injury. He could not use clever ideas to make the land bloom again. What he could do move to his wisdom state and find the caring and compassion to ask the question and listen.

Leadership is about looking at things differently. It is about broadening the context of our opinions and attitudes. It is about asking and listening before making decisions. It is about moving beyond superficial and knee-jerk automatic responses to find solutions that have long term and lasting impact. This is what Perceval learned eons ago. We need to return to the ancient myths to find deeper truths to help us through these fast paced times and use our knowledge to become wise.

Management Styles: Do You Prefer Fight, Flight or Freeze

Monday, October 25th, 2010
Business Leadership

Flight

It’s Saturday and I am getting work done for next week since I will be presenting a workshop at HBA (Healthcare Businesswomen’s Association)  on Thursday and Friday. I’ll be discussing one of my favorite topics, how to transform conflict.

Most management and leadership theories don’t really get to the heart of the matter. They don’t go back far enough to find those thorny seeds that grow and grow as we grow. Years of research and helping change corporate cultures from bristly to better has made me confident that unless we travel back in time we are prone to repeat behaviors over and over and over.

I believe the best business strategies begin with a solid platform of self-aware leaders who have done their personal work. Management skills that offer ways to connect the dots from what we learned in our original organization, the family to how we respond in our present organization, give us the ammunition to move from angry to accountable in warp speed.

I’d like to illustrate with the story of a man I was asked to coach recently.

Ralph, a VP of sales was in the wrong place at the wrong time. He was in the office locker room changing into his running shorts and sneakers, when there was a loud bang and a huge red hot flame was coming toward him. He made himself into a ball and knew he was going to die. What seemed like an eternity passed and when he stood up there was destruction everywhere.

He shook himself, relieved that there were no broken bones as he walked through what had previously been a wall onto a parking lot. Lots of commotion; police and firemen were standing helpless. The gas leak had come and gone in the blink of an eye.

Initially Ralph was frozen. He was in post-traumatic shock. And he was angry. Angry because there was concern that he may have caused the explosion. A non-smoker he was questioned over and over, even asked to take a polygraph test, which he passed with flying colors.


The few burns on his face were healing. The damage was mostly emotional. Ralph refused to talk with his boss who had requested the polygraph test. He said he did not think he would ever return to this company, not because of the accident, but because they didn’t believe him.

When I suggested that at the right time we could have a meeting with his boss he just stared at me. “Look Sylvia, they only care about the money, about what happened. I’m just a secondary idea, especially since I did not have major physical difficulties. I’m expendable.”

At some point I asked how tough situations were handled when he was growing up. He shrugged and said, “Same as now, someone would be blamed and then it would be ignored. No one ever really talked about anything. I left home for college and never looked back.”

It has taken time for Ralph to even consider talking with his boss. Yet, he is learning that fight, flight, and freeze never move conflict forward. A meeting has been set up for the two men to talk. I’m hopeful. I keep telling both men to remember a phrase from a Rumi poemSomewhere between right and wrong there is a field, I’ll meet you there.”

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Leadership Strategies: Time to Dig Deeper

Wednesday, October 20th, 2010
Workplace Culture

Digging Deep Dialogue

Mad Men is like giving protein to a candy starved nation. The articles that are being written give us all important ideas to dialogue about what it means to be a man at work, what it means to be a woman on the job, and especially what still needs attention in all of our relationships. Enjoy this great article and my response.

Sexism in Mad Men — What has (and hasn’t changed)?

by: Marie Wilson

Q: In the hit TV show “Mad Men,” which ended its season Sunday, Don Draper becomes the de facto leader of the fictional ad agency, despite his cool detachment, his brusque manner and his brutal honesty. He follows the old adage that it is better to be feared and respected than liked, but he’s also fiercely loyal to people who do good work. Does Don Draper pass the leadership test?

I grew up in the era of Mad Men and am completely fascinated with everything “mad,” especially the long leisurely lunches and dinners and elegant clothes. But beautiful people and clothes should not and cannot hide the blatant sexism, racism and xenophobia in the post- World War II era represented on the show.
As much as I love watching Mad Men, it is difficult and painful to see the ways in which women and men dealt with each other and with power. It’s painful because this behavior is not as far back in our past as we would like to think. Our daughters continually get the messages that power still comes through powerful men. And unfortunately being pretty is still a quality that can get you on the ladder-though it still won’t take you to the top.

What has changed is the way in which offices, companies and organizations are managed. Management in 2010 is much less dependent on the fear of Don Draper’s “command and control” era. Information is so complex and global that even the Drapers of today are dependent on their colleagues when it comes to decision-making. Power is more dispersed, and good decision-making is dependent on the amount of diversity brought to the table.

In the 1950s, women were 29 percent of the work force and held 14 percent of the managerial, administrative and professional positions. Now we make up almost half the labor force and have tripled our share to 51 percent of the managerial and professional positions. However, women are leaving these middle-management positions. The sexism that plagues the women of Mad Men-even the up and coming leader, Peggy-is quieter, but women still suffer from a lack of voice and respect. This is driving women out of companies and into entrepreneurship or into a search for a company that will do better. Women say they are leaving for work and family, and maybe this is true for some of them. But at a Harvard Conference on Women and Leadership this past weekend, researchers pointed out that when women don’t see opportunity and don’t feel respected in the workplace, they leave.

So would Don Draper’s fear-driven and sexist leadership style translate into effective management in today’s climate? The answer is no-we already know that this kind of leadership isn’t working when women can’t see a place for themselves in a consistently male-led working environment. When diversity is key, and while women still play an integral part of the diversification of the workplace, Draper’s “command and control” is not only outdated-it’s harmful to our economy and our culture.

Sylvia Lafair’s Comment:

Mad Men is giving us all pause to look, once again, at how we do business. The 1950′s with its command and control male dominated leadership is still dying a slow and difficult death. Yet, the underlying issues concern much more than how women and men interact, although problems in faulty relationships are centuries old.

Another, deeper issue is gender blind. It concerns the essential or perhaps, the repetitiously patterned conditional ways we have been taught to view human nature, as in the survival of the fittest. We are at the brink of thinking through the roots of what it means to be human in the 21st century and find a way past the survival mentality locked in the lower areas of the brain. Maybe now is the time to realize that both the physical and emotional health of a whole community, or country, is more important than the opportunity for the few to become rich.

These two aspects link with a leap of faith into new ways of organizing the human enterprise.Perhaps, like dinasaurs, we are ready for smaller, leaner, entrepreneurial companies to lead the way and this, again is beyond gender.

In “Don’t Bring It to Work: Breaking the Family Patterns that Limit Success” a major hypothesis is that no important change in interactive relationships is possible without an internal change in intellectual priorities, convictions, and especially in our loyalties.
Let’s keep the dialogue going.

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Perfectionism Becomes Procrastination

Friday, October 15th, 2010

Here is a good blog by Penelope Trunk that gives food for thought. Please read my response. It is amazing how when we think something is really good, like being a perfectionist it can turn into something ugly and addictive if we let it. Excellence is great so long as there is room for the oops factor. It is when we become too attached to it being just right that it becomes like an unhealthy addiction.

BNET: Perfectionism is a Disease: Here’s how to beat it

by: Penelope Trunk

It’s amazing that people admit to being perfectionists. To me, it’s a disorder, not unlike obsessive-compulsive disorder. And like obsessive-compulsive disorder, perfectionism messes you up. It also messes up the people around you, because perfectionists lose perspective as they get more and more mired in details.

We can never achieve perfection — any of us. Yet so many people keep trying to reach this elusive goal and they drive themselves crazy in the process. So cut it out. Accept that it’s okay to do a mediocre job on a certain percentage of your work. If you need convincing, consider this: Perfectionism is a risk factor for depression. No kidding. Sydney Blatt, psychologist at Yale University, finds that perfectionists are more likely to kill themselves than regular, mediocre-performing people.

Here are three steps to take to avoid the perfectionism trap:

1. Allow yourself to be wrong in front of others.

Try having an opinion that is wrong. Tell a story that is stupid. Wear clothes that don’t match. Turn in a project that you can’t fully explain. People will not think you’re stupid. People will think you spent your time and energy doing something else — something that meant more to you.

We all have many competing demands. We do not presume to know other people’s demands. But we are all sure of one thing: Our work is often not the most important thing on our plate.

Also, you’ll notice that people are not particularly vested in you being right. They don’t care if you’re right or wrong in what you do or say. They just want you to get stuff done well enough that they can do what they need to do. And this is usually a far cry from perfection.

The other huge problem with perfectionism is that people stop learning when they’re constantly afraid of being wrong. We learn by making mistakes. The only way we understand ourselves is to test our limits. If we don’t want anyone to know we make mistakes, which is how perfectionists tend to behave, we are actually hiding our true selves.

2. Be a hard worker rather than a perfectionist.

You can be a hard-working person and cut corners. In fact, it’s often a requirement: Smart people cut corners. The art of being a star performer is knowing which corners to cut. Focus on your goals, and be honest with yourself about whether your goals require perfectionism along the way. A lot of times perfectionism is a way to avoid focusing on goals. Real goals, after all, almost always require a little bit of luck and assistance along the way — factors the perfectionists tend to dismiss.

3. Spend your energy making yourself likable.

Tiziana Casciaro reports in the Harvard Business Review that people are not all that interested in you being super-good at your job. They care if they like you. And, Casciaro found that if someone does not like you, he or she will decide you’re incompetent whether you are or not. Sad, yes, but the converse is true as well. You can do a poor job and no one will notice if they like you. And, newsflash: In many instances, this is good for business — teams do better work when everyone on the team likes everyone else. So don’t worry about doing a perfect job. Do a decent job, but leave yourself enough time to manage your relationships at work. Take lunch. Participate in office politics, because office politics is really about being nice — which, frankly, is more healthy and certainly more achievable than being perfect.

Sylvia Lafair’s Comment:

Anything taken to its extreme becomes toxic! Thus perfectionists often are also procrastinators because of their fear of making mistakes or not seen as brilliant and amazing.

In “Don’t Bring It to Work” there are 13 of the most common behavior patterns that we learned in our families as little kids that end up following us to work. Unless we tackle these to the ground and learn to transform them they will haunt us forever and ever after.

There are some good remedies to perfectionism in this article. I would also suggest that the game “connect the dots” would be helpful. The idea is to go back as far as you can to see the results of being a perfectionist and see how that got you “good reviews” in your family. No one was born a perfectionist, it happens when we get positive or negative reinforcement that keeps the patterned behavior going. Once you see the connections from the past it often is like untying a knot, as in “am not, cannot, should not, and not like me”. Once the “nots” are loosened it is easier to change the behavior in the present time.

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