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“Creating Successful Leaders”

Tag Archives: Improving Leadership

October 30, 2013 What Makes You Tick? Brain Science and Fulfilling Work

Deep within all of us beats a primal desire to contribute something of value to this world and to stand out as a positive person in the eyes of others. Great managers make this happen.

It’s always nice to find authors who base their ideas in good research. The quote above comes from the book Shine: Using Brain Science to Get the Best from Your People, and its author, Edward M. Hallowell, M.D., does just that.

It turns out–surprise–that happy workers are better workers, but what makes this book interesting is the way it explains the brain science behind why this is true.

Although it is primarily directed at managers, its insight applies to all of us regardless of our position. One of the book’s main themes is that the human brain is wired to work hard, and we are fulfilled when we are fully engaged in our work. Even so, Hallowell points to several common pitfalls people encounter even in work they enjoy. Examples of this are feeling disconnected from peers, feeling overworked, and being afraid to take risks.

The formula for what Hallowell calls “shining”–excelling in your work and feeling fulfilled–is a concise, five step process:

1. Select-choosing the right job

2. Connect-interacting face-to-face with peers on a daily basis

3. Play-having room to experiment and get creative in your position

4. Grapple and grow-being challenged, but not overwhelmed

5. Shine-when all the above steps come together, you find real excitement in your work

Many clients come to me feeling unsure about whether they’re in the right job. Although we’re often able to work together to make positive changes within the job itself, there are cases where clients would do better to fill a different role. But you can’t know what job is best for you until you know your own strengths, and this is where Insights comes in. I’ve helped numerous people “re-calibrate” themselves by helping them fully appreciate the unique strengths they bring to their teams. Once you get that big ball rolling, the rest follows. You connect more easily with your peers. You feel comfortable in your ability to experiment, or “play.” You’re confident in your ability to take on challenges. And you find fulfillment in your job, as it is based on something you’re good at doing, and like doing. But it all starts with being in tune with yourself.

Reference

Hallowell, Edward M., MD, Shine: Using Brain Science to Get the Best from Your People. Boston: Harvard Business School Publishing, 2011.

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October 23, 2013 On Organization: Let’s Learn From The Chefs

“Type A” people are too often misunderstood as overly strict and tightly wound when it comes to organization. Actually, we can learn from the type A’s out there. Their strict adherence to systems of organization may seem strange to a “go-with-the-flow” type of person, but they pay such close attention to sticking to the systems not to be weirdos, but to make things easier on themselves.

A timeless philosophy from the culinary tradition epitomizes the power of a well-organized work space:

Mise en place.

It’s French, and it translates roughly to “everything in its place.”

Going the extra mile in preparation for tasks helps you. It makes you work faster. It minimizes stress. It gives you free time. Imagine you’re a chef and all the things at your desk are different ingredients. Putting all the things in their place makes work flow beautifully, which is what mise en place is all about.

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October 9, 2013 Being Authentic Doesn’t Mean Telling Everyone Your Life Story

Authenticity is all the rage these days. Businesses are adjusting their workplaces and daily operations in order to accommodate the demand for authentic relationships, business practices and job responsibilities that prospective employees and veteran workers alike are calling for.

I think this is great.  We all need authenticity in our lives, of which our work is a big part. What’s more, a business based on genuine relationships doesn’t just make for more fulfilled workers, it makes for better business.

However, I’ve noticed that some people seem to think that authenticity in their work relations means sharing everything to everyone, all the time. When working with clients, I’ve heard things like, “Margaret, they asked me what I really thought, and I knew it would hurt their feelings if I told them, but I was just being authentic!”

I think this person was trying to demonstrate how they were transparent and honest, even when it was uncomfortable. But being an open book all the time can be burdensome to those around you. You might be perceived as self-involved, even if you really aren’t. You may also lose potential confidantes if you tend to talk openly about other people. Your intention is surely noble, but the way it comes across may do more harm than good.

The mistake behind this approach to authenticity is the assumption that your most unfiltered gut feelings are your true self. While they certainly are part of what makes you you, remember that it is normal and natural to modify your behavior in different situations. This isn’t betraying who you really are, or wearing a fake version of yourself at all! We are complex beings, and have many layers of “self” that are each a part of us.

Authenticity, then, is striving to be your best self for each situation. To do this, you need:

1. Self-awareness. Be aware of your feelings and opinions, and take them seriously. You will have to stand up for your beliefs at some point, and it is often a very hard thing to do. But also be prepared to be wrong, to change your mind, to feel differently about something as time progresses. Part of self-awareness is knowing your own limits.

2. Presence. Be aware of your surroundings, engaged in the present situation before you. A present person is aware of others and their feelings, and is less inclined to become self-involved or unintentionally hurtful.

3. Tact. The 80-20 rule works wonders. Of all the thoughts you have, only about 20 percent of them need to be said. Another good rule: pause, sleep on it and deal with it tomorrow. If you feel the need to share something potentially hurtful, wait a day. More often than not, the issue resolves itself. If not, you’ll at least have a day’s worth of consideration in the bag and you’ll be better prepared to tactfully handle the situation.

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