G.R.O.W. Your Capacity to Deliver Results

John Whitmore's GROW framework enables us to focus on what we are trying to accomplish and the context within which we are operating before determining a solution or strategy.

It helps mitigate common leadership traps such as:

• Trying to control outcomes or people
• Solving the wrong problem
• Going for decision speed over understanding
• Discussing being perceived as agreement
• Explaining, blaming or justifying low performance
• Ignoring, complying or protecting the emotional state of stakeholders
• Defaulting to limited solutions
• Focusing on the future without consideration of the past or present
• Wasting time second guessing decisions

Slow down to go fast and focus on what you can influence by clarifying 4 things:

G-Goal Seek clarity and alignment on the what and why

R-Reality Discuss and name context or what is going on (vs. what is wrong) including constraints, barriers, perceptions, experiences, environment, marketplace, what is working, what is not, etc. 

Do not go to O until you are clear and aligned on G and the stakes are lowered or acknowledged regarding the R. You may need to change the G.

O-Options Explore alternatives or the how based on G&R

W-Way Forward Identify the who, when, where and support needed

The more time you spend on G&R the better and faster the O&W. Try it to find out!

Thank you Amy for the resource.

Unspoken Rules?

Teams tend to implicitly follow the rules of a dominant operating system but rarely discuss what that structure is and if it is serves their goal achievement. David Kantor's research illuminates the structural dynamics in human systems. One element he asks us to consider is the unspoken rules (or ways of operating) that influence team performance. They are:

Closed: Prescriptive. Stability through control. Clearly defined roles. Strong, formal leadership. Emphasis on planning & execution. Top-driven decision making. Policy-oriented. Leader centric. Think Military.
Open: Freedom within Structure. Egalitarian participation. Everyone making a contribution. Shared leadership. Emphasis on collaboration. Process-oriented. Self-Directed. Think Montessori. 
Random: Generative. Exploration through improvisation. Lack of formal structure/process. Autonomy & individuality. Spontaneous bursts of energy. Emphasis on innovation. Transformation-oriented. Think Chaos Theory.

Which operating system do you prefer? What is the dominate system on your team? In your organization? Does each align or clash? How do these archetypes help or hinder results delivery?

Try not to judge or make one structure better than the other, as each has a time and place. Seek first to understand then consciously choose what system is optimal!

Source: Kantor Institute, Natarsha Hearn

Is Sitting Lethal?

Excessive sitting of 9 hours a day (which is more than most of us sleep) can be a lethal activity according to a Mayo Clinic Study. After 1 hour of unconscious sitting our metabolism slows down, the enzymes that burn fat decline, good cholesterol lowers, blood pressure elevates, the pancreas overproduces, backs tighten, joints shorten and the brain gets foggy.

If "sitting is the new smoking" what can we do, especially with the constant drive for output, innovation and agility in business today? Move and sit with greater awareness!

Experiment for yourself and notice the result:

• Walk stairs instead of taking elevators
• Stand up throughout a meeting (and don't harshly judge those that do)
• Walk around the block or campus for your 1:1's
• Run sprints or jump rope before an innovation or problem-solving session
• Breath more deeply and fully
• Stop and stretch every 90 minutes
• Sit up straight and ergonomically correct
• Meditate

Read Washington Post and HBR article for more. Thanks to Megan for the resource!

From Dysfunction to Cohesiveness

If you want to cultivate team excellence, where do you start?

Patrick Lencioni has recently renamed the 5 Dysfunctions of a Team to the 5 Behaviors of a Cohesive Team. It is more than semantics because teams that operate as a unified, synergistic whole do outperform those that don't. And what we put our attention on grows!

Begin by considering 5 fundamental areas of influence. Does your team:

• Trust in a transparent, honest and vulnerable manner?
• Engage in unfiltered dialogue around ideas and different perspectives? 
• Commit to and align fully with decisions (even when they disagree)?
• Hold each other accountable to team agreements?
• Deliver quality results on time and in budget with enthusiasm?

We've found that high levels of trust, conflict competence, commitment, accountability and results-orientation do in fact contribute to team excellence if we focus on what we do want (cohesion) instead of what we don't (dysfunction).

Polarity Management

Competitive advantage requires polarity management. As leaders, we are constantly faced with figuring out ways to reconcile seemingly opposing forces. How do we get the #'s and care about people, think globally and act locally, lead and manage, achieve quality and reduce cost, be environmentally responsible and make money? As we are able to see polarities as "both/and" instead of "either/or" new strategies will arise.

According to Barry Johnson, "Polarities have 2 or more right answers that are interdependent." He also states, "because virtually all of our 'problems' in formal education have one right answer, we automatically shift into that way of thinking when a 'problem' occurs at work." When addressing a polarity this actually makes the issue worse because it can't be solved so it becomes a no-win proposition.

Polarity Management invites us to "capitalize on the inherent tension between seemingly opposing forces." We need both activity and rest, individuals and teams, introversion and extroversion, productivity and engagement, centralization and decentralization, masculine and feminine, safety and speed, inhalation and exhalation, stability and change, right brain and left brain to thrive. To focus on one polarity at the expense of another actually swings an invisible pendulum back and forth, back and forth, back and forth and so depletes energy, time and money.

To experiment with this concept go for a "figure eight" that is considers both sides:

1. Name an issue you are wrestling with. 
2. Why is it important to balance this polarity and what is the worry if you don't?
3. Identify the up and down side of each polarity.
4. List 2-3 actions to leverage the plus side of both and red flags to raise awareness when you are dipping into the negative of each.

Staying Clean Amidst Change

Change can bring out our best or our worst. When we are leaving a position, struggling with a new leader, managing a conflict or wrestling with a decision beyond our influence, how do we do the right thing when we don't feel like it? When our emotions are triggered and all over the board, how can we stay integral, get our needs met and not "burn any bridges?" 

Staying clean means managing our own emotional reactions without burdening or slandering others. It is the height of emotional intelligence. 

To stay clean amidst change, experiment with these ideas:

• Whether you are right or not, interact with compassion
• Bring love versus malice 
• Name/claim what is going on for you without projecting it on others
• Seek to resolve creatively rather than reactively
• Define reality (including constraints) and make choices that benefit all 
• Manage your own emotional reactions productively and don’t collude with others about the situation 
• Focus on what you can influence
• Share what is going on with you so others don't take it personally
• Do your job well
• Avoid the tendency to gossip, complain, or defend
• Meet challenge from a neutral or centered place
• Name what you are feeling and seek to resolve without blame
• Focus on lessons learned instead of mistakes
• Don’t take sides or expect others to do so either
• Breathe deeply, pause

If you can look your adversary (or those involved) in the eye AND face yourself in the mirror, you are clear, clean and will sleep better too!

Mastering Constructive Interaction

If you want to advance your career or grow in your leadership, master constructive interaction. Our differences can become sources of conflict without understanding and appreciation. Work styles, values, culture, talents, goals, experiences, awareness levels, interests, purpose and viewpoints make us unique (and crazy at times).

How can we value diversity and collaborate (instead of protecting, fighting or accommodating) in the presence of discord? Experiment with the ideas below to transform the energy of conflict into stronger relationships and win-win outcomes: 

• Acknowledge conflict: Name it without making anyone wrong
• Reframe conflict: It is not "bad" but the old making way for the new
• Recognize conflict styles: Value cooperation and assertiveness with the Thomas-Kilman Conflict Mode Instrument 
• Articulate benefits: What is gained by working with others?
• Figure out what can you say yes to: Check out William Ury's The Power of a Positive No
• Be transparent with decisions: State if you are making a decision, making it with input from others, voting or going for consensus
• Be agile: Proactively assess what's working, what's not and what needs to change
• Practice direct communication: Say it straight without sugar coating or sandwiching (good, bad, good)
• Speak thought bubbles out loud: Articulate what you are making up before it turns into an elephant
• Stay centered: Check out Thomas Crum's The Magic of Conflict 
• Be curious: Choose fascination over judgment
• Build your EQ, SQ and TQ: Learn emotional, social and team system awareness and management skills: Check out Travis Bradley's Emotional Intelligence 2.0 
• Elevate the conversation: Discuss common vision and goals
• Check yourself: Is some part of you looking for a fight? Is your identity attached to something?
• Don't hide: Break out with the Question Behind the Question 
• Learn needs-based communication: Enable everyone to win with Marshall Rosenberg's Non-Violent Communication 

Delight in Diversity

We have a bias to explore what we have in common with others. We tend to seek out those we can relate to. People who have similar life experiences, styles, interests and ways of thinking attract our attention. This is helpful and unifying but we miss something essential in the process.

High performing teams value diversity. They actually revel in difference. A strong team is a variety pack where all can share, contribute and express in their own unique way in service to a common purpose.

As we honor and appreciate our differences it is surprising what we can learn and how much fun we can have. Start by moving toward what repels you (with curiosity and respect) and notice what happens.

Re-Union

I was reminded of the value of human connection in a workshop with www.crrglobal.com. That we yearn for and deeply appreciate a sense of relatedness (especially at work) is profound.

So, we may miss the point in all our efforts to learn and apply communication, conversation and feedback skills. While important, what seems to matter most is the intention or attitude that we bring to our interactions with others.

If we say all the right things in the perfect order but miss the stance (or metaskill) of respect, inquiry, genuine curiosity, understanding or awareness, we miss giving (and receiving) the gift of our humanity and what springs from it.

To experience the tone or energy of connection for yourself, check out this 3 minute ad called Reunion.

Change Roles

Any change that is happens on a team seems to elicit a bell curve response. 20% will champion the cause and leap into the change effort with full engagement. 20% will challenge, resist or actively disengage. 60% will hang out with caution on an invisible fence waiting to see what happens or move back and forth between champions and challengers.

While all choices are valid and have wisdom (the champions are often energetic path finders, the challengers strong tradition holders and cautionary great road builders), it's interesting that leaders tend to focus most of their energy, attention and effort on the dissatisfied and wonder why change efforts fail or take so long.

If you want to inspire productive change (and keep your star players in the process) experiment with another strategy. Enable the champions to rock and roll. Identify ways to get the fence sitters moving from indifference to engagement. Set clear expectations and firewalls for the actively disengaged.

Address the key questions on everyone's mind - What is it? Why is it important? Can I do it? Do I want to? Include team members in the process and be clear what decisions they can and cannot influence. Then keep your attention on those willing to explore or move with the change.

Those who cannot adjust will become disturbers, leave or be fired. Once the majority is enrolled most of the rest will follow (by inspiration not fear)!

Interruption Technique

What is the most time (and energy) consuming part of an interruption?

It is getting back to what we were doing when the interruption occurred. It can take up to 20 minutes per interruption to get back on track. Even if we find ways to minimize interruptions (and the frustration they can engender) questions still need to be answered.

Next time you get interrupted acknowledge the request. In person or on the phone you may calmly greet the person and say, "I'll be with you in a minute." If the interruption is via email or text pause before you read it.

Then, write down the next thing you are going to do on a post-it-note. NOT a bookmark of where you are, but document your next step, action or task.

Now give your attention to the question or person. When you are done, look at your post-it-note and your brain will bring you back into the work groove more quickly.

If this works, 4 well-managed interruptions a day could give you more than 1 hour a day back!

Balancing Act

Great leaders understand that one reality in business is paradox. They leverage the inherent creative tension between quality and cost, Wall Street and employee well-being, service and innovation. They find ways to generate revenue by building strong relationships. They know that between the past and future is the present (where the best solutions arise). They lead from heart but honor head and gut. They don't strive for work/life balance but alignment with what is (regardless of where they are). They resist the pull of fight or flight and unfold. It's is the ultimate balancing act!

Check out the videos of artist Michael Grab at work on www.gravityglue.com and ponder what needs more alignment in your leadership and where the sticking points are. If rocks can do it so can we.

Thanks Bill for the resource.

Trust Consciousness

Trust is foundational to leadership and team performance. If you have "it" you can have more fun and get the job done. If you don't, you start over each time in every interaction. The first consideration in building trust is to understand your own trust consciousness. To what degree do you trust?

Is trust earned, given or never possible? Who do you trust and why? Who don't you trust and why not? What are your underlying beliefs, experiences, mindsets and assumptions about trust?

Next, consider if you are trustworthy by exploring two kinds of trust - Competence and Character.

1. Competence is about capability and results. Do you have the ability to do your job, deliver desired outcomes, address real issues, clarify expectations and take responsibility for mistakes?
2. Character is about integrity and intent. Do you do walk the talk, follow-through, talk straight, exhibit no hidden agendas, care, right wrongs and share credit for accomplishments?

Experiment with smart trust (vs. blind trust) where you listen to understand, keep commitments and extend trust and notice what difference it makes.

For more check out www.speedoftrust.com.

Tune In

Some people argue with the idea that 80% of communication is non-verbal. I wonder if it's because we define body language as what we can observe like rolling eyes, crossed arms, a smile or the disconnect between what someone says and does. What if it includes what we think too?

Our thought bubbles broadcast information. Like a key that beams an invisible code to unlock a car door, how we think is a signal that influences relationships and outcomes.

For example, if I think you are stupid and give you a compliment you will most likely receive a message of incompetence and wonder why you don't feel empowered in my presence. If I believe I am better than you my arrogance will probably diminish your willingness to collaborate and innovate. If however, I assume positive intent and respect you'll more likely tell me what's really going on (vs. what you think I want to hear). If I know you are creative and resourceful, you'll express your best and resolve problems more quickly.

Energy follows thought, so it behooves us to be more aware of what our minds are transmitting and the degree to which our thoughts are aligned with desired results.

Start by tuning into your own beliefs, assumptions, expectations, interpretations and stories and notice how they influence the results you are getting. Then consider the degree to which your thinking is aligned with what you really want.

What's your Center?

The Rise of the Guardians is an animated delight filled with inspiration. St. Nick, the Easter Bunny, the Sandman, Jack Frost and the Tooth Fairy make a strong team because each has a role to play and contribution to make in service of the common good.

Part of leadership is knowing who you are and how you best add value. For example, at his core St. Nick is full of wonder. This wonder is central to his work.

Check out this 2 minute scene which invites you to ponder who you are: http://www.youtube.com/watch?v=z7ms4O6Ytc8

What were you born with? What is special inside of you? What do you put into the world? What is your center?

Touchy Feely?

Why must we continue using the words "touchy feely" to dismiss the very thing that can sustain desired results on a team?  These words are still used to describe leadership and team development efforts despite the findings that high emotional intelligence correlates to bigger salaries, innovation and sustainable business results. Strong working relationships actually reduce stress and improve productivity so why do we minimize the importance of human connection at work?

Is because we:

• Ignore or fear our own emotions?
• Enjoy zingers (humor at the expense of others)?
• Have experienced ineffective or poorly run team building events?
• Find it is easier to focus on tasks than people?
• Need a lot of personal space?
• Believe there is no place for emotions at work?
• Experience discomfort or embarrassment around people?
• Fear the reactions of others?
• Believe vulnerability is a weakness?

Make the time to explore your own thinking about human connection in the workplace and notice what beliefs, assumptions, stories or mindsets help or hinder your achievement. 

Leadership Effectiveness = Business Success

Leadership effectiveness is directly correlated to business success. Want to accelerate your impact? According to research by The Leadership Circle focus on the top three correlations to leadership effectiveness: 

1. Purposeful & Visionary- Live and work with a deep sense of meaning and stay focused on envisioned results even in the face of obstacles. 
2. Fostering Team Play- Create a positive climate that supports people doing their best.
3. Mentoring and Developing- Support the learning and career goals of your direct reports.

And, minimize the top three negative correlations by being less passive, distant or critical. Strive to:

• Advocate your ideas, be more decisive and address conflict gracefully
• Connect and truly care about your peers, colleagues and team members  
• Shift focus from "what is wrong?" to "what is going on?"

Do You Hear What I Hear?

Communication is a key indicator of high performance on teams. If you have the courage to say what needs to be said in service to a team goal or agreement, take the time to verify your communication. Was what you verbalized heard? Was the meaning of your words captured? Did the receiver pick up the entire message?

Listening is different than hearing so it's important to check for understanding. Try the following and notice what happens with your impact at work:

• May I check my communication...? 
• What did you hear me say?
• Just so we are aligned, may I check out what you interpreted?"
• To help me be sure I communicated clearly would you let me know what you heard?
• Since it was hard for me to say that, would you share what you picked up?

Valuing Introversion on Teams

If a third to half of the US population is introverted and we need to come together to innovate and solve problems, it behooves us to better understand the value of introversion.

In Susan Cain’s Ted Talk http://www.thepowerofintroverts.com/about-the-book/ she states that the US culture tends to value “action over contemplation.” She also distinguishes between shyness and introversion.

“Shyness is fear of social judgment. Introversion is more about how we respond to stimulation. Introverts tend to feel the most alive when they are in quieter, solitude environments.”

A colleague of mine described it like this, “When someone asks you a question, the whiteboard of your mind starts filling in the blanks. You become energized. When someone asks me a question, my whiteboard is blank. So I panic if there is pressure to answer immediately. It takes me a while to collect my thoughts.”

If you want to maximize the talent on your team, find the right “zone of stimulation” that is right for each team member. Ms. Cain’s suggests the following ways to honor the value of introversion:

• Stop the madness for constant group work. Provide time, space, privacy and autonomy for people to work alone.
• Go to the wilderness. Unplug and get inside your own head and heart and reconnect to natural rhythms.
• Stop faking it. Acknowledge and claim the strengths of introversion in yourself and others.

Carrots, Sticks and Peas

A recent Harvard Business Review article illuminated three ways to motivate change. http://blogs.hbr.org/bregman/2009/06/the-best-way-to-change-a-corpo.html 

The experiment was to get kids to eat peas. They tried reward (if you eat your peas you can have ice cream). They tried punishment (if you don’t eat your peas you can’t use your iPad). What worked best was vision, community and camaraderie (all the kids are eating peas, join the fun!)

The carrot and stick approach (while still popular) may work temporarily but it depends on fear, control, force, guilt, lack and an external authority to work. It ultimately thwarts optimal performance and isn't sustainable!

Inspiring change and igniting human potential is more like an invitation than a command. It is about enabling conscious choice and bringing out the best in each other. Vision motivates. Accountability empowers. Camaraderie laughs. Alignment calms. Purpose energizes. Trust cultivates. Conflict illuminates.

What carrots or sticks are no longer working on your team? Where can you apply the peas solution? 

Thanks Lyndee for the resource!