Post Archive

Trusted Leadership

May 12, 2023

Leaders are those who can be trusted. Sounds obvious but there are far too many examples of leaders in business and politics who fabricate, deceive, omit, obfuscate, or otherwise stretch fact into fiction.

As someone who thoroughly appreciates fiction in the form of novels, short stories, movies and so many streaming series, I know that verisimilitude is essential. Verisimilitude basically means “similarity to the truth,” and writers and filmmakers use a form of verisimilitude to give stories the appearance of truth to keep the reader or viewer engaged.

That’s because verisimilitude is necessary to suspend our belief and follow a character in his or her world. It is vital for the story to appear believable. Cultural verisimilitude shows up in the context of reality in the real world. For example, novels can accurately describe the real world—regardless of historical time and place.

Writers and filmmakers can make us laugh, cry, smile, or frown because of verisimilitude. We willingly except this because we want to be entertained.

When the appearance of truth is used to deceive, confuse, and otherwise manipulate us to act or vote in a particular way, it can be highly destructive. Whether it’s former President Donald Trump claiming “fake news” regarding any number of the many transgressions and lies he’s committed throughout his life or Howard Schultz, the ex-CEO of Starbucks, claiming falsely that the company has never once broken labor laws during its anti-union campaign, they are seeking to deceive us.

While public relations officers, media consultants, cable news pundits, social media commenters, and other spin doctors seek to further the deception, it’s up to each of us to seek out the truth—no matter how difficult it can be.

I consider myself a very trusting person in that I go into most situations where I trust what I’m reading, seeing, or hearing. However, when I learn that a person, organization, or entity is guilty of deception, they lose credibility for me and need to regain my trust before I’ll take them at their word again.

According to the EY Global Integrity Report 2022, there is a widening gap between higher levels of integrity awareness and lowering standards, as well as between the confidence in integrity standards displayed by companies’ leadership ranks and their employees. Yet 97% of respondents say they agree that integrity is important.

Why do we say integrity is important, yet we allow ourselves to be manipulated by people who are clearly not being honest?

Social media no doubt contributes greatly to a lack of trust. (I removed myself from both Facebook and Twitter long ago for this reason as well as others.) Social media certainly didn’t succeed in creating community and perhaps is only contributing to a nationwide loneliness epidemic. If someone you know is primarily getting their news from social media, there’s a good reason to be dubious in what they then tell you to be true.

If we are truly a nation of laws where someone is innocent until proven guilty, then we must also demand justice when someone is found guilty by a jury of his or her peers. Verisimilitude should be used for entertainment, but not for leading organizations or people. We should demand that our leaders are trustworthy. And we should hold them accountable for their actions and we should no longer support them when they lie to us. Perhaps most importantly, we should demand justice when they commit a crime

Multiplying Upwards

April 23, 2023

The best bosses raise the leadership capacity of those around them. They motivate direct reports to deliver more than they thought possible and help them grow to be more effective doing so. These multipliers also work up and across the organization to spread their impact.

On the flip side, there are bosses who diminish others’ contributions and reduce their commitment and engagement. These leaders drain intelligence, energy, and capability from the people around them. They always need to be the smartest ones in the room, according to Liz Wiseman, author of the book Multipliers: How the best leaders make everyone smarter, who calls these people diminishers as they diminish talent and commitment.

While diminishers say “People will never figure this out without me,” multipliers say “People are smart and can figure it out.”

Apple’s co-founder and former CEO Steve Jobs may have been speaking of multipliers when he stated: “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”

If you are fortunate to work for a multiplier, count yourself lucky and do what you can to continually nurture this relationship. These people amplify the intelligence and capabilities of others and inspire employees to stretch themselves to deliver results surpassing expectations. Multipliers multiply their impact on others. You would be wise to follow their example.

Even if you don’t report directly to a diminisher, you probably know some inside your organization. They are likely more interested in building an empire than building the talent in others. Rather than attract talented people and use them to their fullest capacity, diminishers make big promises, but underutilize and reduce their engagement.

Working for a diminisher can be difficult but it doesn’t have to diminish your career. You just need a plan for how to work with them.

According to Wiseman, diminishers want to be valued for their intelligence and ideas. Many are desperate for it. In many ways, diminishers need multipliers to help them be successful. When diminishers feel smart, valued, heard, included, and trusted, they are more likely to trust in return.

Wiseman suggest the following ways to help move your contribution forward with those otherwise good people who fail at being a good boss. When you work for a diminisher, you can multiply up.

Exploit your boss’s strengths. Instead of trying to change your boss, focus on trying to utilize his or her knowledge and skills in service of the work you’re doing. Don’t give up ownership but use his or her capabilities at key milestones and in ways they can be helpful.
Give them a user’s guide. Broadcast your capabilities and help your colleagues pick up the signal. Or you can simply tell people what you are good at and how you can be best used. If you want to work at your highest point of contribution, you need to let people know your value.
Listen to learn. Diminishers want to be heard and remember you can learn something from anyone. Look for common ground and ask questions that help your boss weigh both the upsides and downsides of his or her ideas.
Admit your mistakes. Talk frankly about mistakes and what you’ve learned from them. This demonstrates accountability, which can bring greater trust.
Sign up for a stretch. Let your boss know when you’re ready and able to take on a new challenge above and beyond the scope of your role. Or ask your manager what work you can take off his or her plate.
Invite them to the party. Invite your diminisher boss to your team meetings to witness your brilliance as well as to contribute while not allowing them to take control of the meeting.

Rather than continually battle with your diminisher boss, seek ways to improve the relationship so that it works better. This is about exercising your multiplier behavior by multiplying upwards.

Leading Your Boss

April 11, 2023

If you’re like most people, you have a boss who greatly influences your job satisfaction, learning and development, career advancement and overall well-being in the workplace. And it is your responsibility to lead your boss to make this relationship work best.

Your boss is very likely the gatekeeper for continued growth and promotion opportunities. In fact, according to a McKinsey study, the relationship with your boss is two times more critical for career success than any other workplace relationship. No one has greater direct impact over your career other than you.

In the same way you shouldn’t leave your health up to your doctor, don’t leave job satisfaction and career advancement entirely up to your boss. Accepting this means doing what you can to make this a solid and successful partnership.

Working from home during the pandemic likely shifted how you interact with your colleagues and direct supervisor. With a return to the office at least part of the time, you should choose to make the most of in-person one-on-one time with your boss.

Managing upward is not about sucking up or simply doing what you are told. It is not about being totally deferential nor is it about resisting all the time. Leading your boss means building a solid partnership to benefit them, yourself, and the organization.

“Being held in high regard by your boss is one of the most powerful forms of influence and visibility you can wield,” writes Scott Mautz in his book Leading from the Middle: A playbook for managers to influence up, down, and across the organization. Mautz provides a step-by-step method proven with over 30 years of research and experience on how to build a solid partnership with your boss. These steps include:

Nature Before Nurture – This is about understanding that this relationship is interdependent between the two of you. Your boss needs you and you need your boss.
Understand the Asks – What does success look like? What goals are important and why? What should I start, stop, and continue doing to succeed? Are my priorities consistent with yours?
Style Awareness – You are responsible for adjusting your style to your boss. Things such as decision-making, conflict, formality, behavior, and others need to be evaluated on how well yours align with your boss.
Get Personal – Express interest in them by seeking to understand their motivations, pressures, aspirations, superpowers, pet peeves, etc. to build rapport, and then reward their candor with discretion to build and maintain trust.
Your House in Order – Manage yourself well by ensuring that you are managing your team and your work well. This includes delivering results, knowing the business, and ensure you’re bringing the attitude you want reciprocated.
Purposeful Support – “The support you offer should be intentional about the why and how to make your spirit of servitude more meaningful,” says Mautz. These include providing information, capacity, decision-making, problem solving and advocating to foster a strong partnership with your boss.

Each of these steps is essential and shouldn’t be glossed over as they are integral to making yourself a true thought partner and confidant with your boss. The stronger this partnership, the greater will be your influence and opportunities to grow and thrive.

Leadership Begins with Integrity

March 30, 2023

Think of an outstanding leader. He or she is likely charismatic, effective and a great communicator. And no matter who you’re thinking of, this leader very likely demonstrates integrity as part of their character. Without integrity, there can be no great leader.

Leadership takes many forms and is defined in different ways. But to become a great leader, there needs to be a foundation of integrity above and beyond all else.

Warren Buffett, chairman and CEO of Berkshire Hathaway with a current net worth of $104 billion, has had a long and successful career demonstrating integrity. He also promises to give away 99 percent of his fortune to philanthropic causes.

“We look for three things when we hire people,” said Buffett. “We look for intelligence, we look for initiative or energy, and we look for integrity. And if they don’t have the latter, the first two will kill you, because if you’re going to get someone without integrity, you want them lazy and dumb.” In other words, don’t hire anyone without integrity.

Integrity is about the quality of being honest and having strong moral principles. It’s about doing the right thing even when no one is looking. Those with integrity are the people you want to surround yourself with—both in the workplace and in your personal life.

When I was interviewed for one of my first professional jobs, the president of the company told me he was looking for two characteristics in the people they hire: integrity and a sense of urgency. Years later, after leaving the company, I discovered how rare it was to find both characteristics in the people I worked with at other companies.

Many use the word “integrity” indiscriminately when describing the values that are important to them or to spice up their resume. But integrity is less about what people claim in words and more about what they demonstrate in their behavior. “I can’t believe what you say, because I see what you do,” wrote James Baldwin. Your actions speak louder than your words, as the saying goes.

The best leaders are those who continually demonstrate integrity in the way they conduct themselves and they demand it in those they hire.

Integrity is revealed in character traits such as being responsible, honest, respectful, and trustworthy. It shows up in expressing gratitude for other people.

Those with integrity, model it by:

Taking responsibility for their actions
Treating everyone with respect
Seeking to learn at every opportunity
Remaining humble regardless of their position
Being accountable always
Helping others without expecting something in return

Think of leaders in your own workplace. Do they model this behavior? The ones who do are those you should emulate if you want to continue to grow as a leader yourself. If you can’t find someone within your company, seek to find one in another company who you can model yourself after. And maybe consider moving on to another company where you’ll find leaders with integrity.

In the workplace, you can demonstrate your own integrity by:

Doing what you say you will do—be dependable and follow through on your commitments.
Communicating in a way that is transparent and true to your word.
Owning up to your mistakes and holding yourself accountable.

These three things will help you to grow in your leadership capacity. They will also help you demonstrate that you are a person with integrity. And nothing will propel your career more than demonstrating integrity in all your behavior.

Managers Focus on Direction

March 15, 2023

With the recent layoffs of thousands of employees at high tech companies including Meta, Google, Microsoft and Twitter, managers may want to sharpen their focus to ensure others see their value. Though managers may have been let go not because of anything they did or not done, it’s always helpful to continue growing to be more effective.

Some may believe that these and other companies are simply trimming the fat. Mark Zuckerberg, CEO of Meta, who recently announced cutting 10,000 workers in addition to the 11,000 laid off last November, says this is going to be their “year of efficiency.” Does this imply he has been at fault for leading his company inefficiently?

These layoffs are largely at the expense of middle managers spread throughout organizations. Many might consider that those in between executives pointing the direction and individual contributors doing the work there is simply a layer of bureaucracy. But these supervisors, managers, and directors are actually who direct the work and are largely responsible for employee engagement, which ultimately determines productivity.

In Russ Laraway’s book, When They Win, You Win: Being a great manager is simpler than you think, he says workers need clear expectations, the autonomy to craft and pursue their agendas, support to achieve success, and help thinking about their careers. Laraway says managers must therefore provide three things: direction, coaching and career.

Regarding direction, a manager’s job is less about setting direction and more about ensuring that direction is set. Laraway says this direction framework ensures the team is aligned through a combination to both long-term and short-term elements.

Long-Term: Purpose & Vision

Essential to any manager’s success is ensuring they provide their people long-term direction with purpose and vision. Clear purpose means people know why they are doing the work—beyond the paycheck. This purpose can increase engagement because it appeals more to intrinsic rather than extrinsic interests.

Vision provides the future state you’re working towards. It is about articulating where you are going with the work. Without this, it’s far too easy for people to not work together towards a common goal. By aligning vision and purpose means your people have a clear reason for doing the work.

Short-Term: OKRs & Prioritization

Equally important, managers must ensure they provide the short-term elements of OKRs (objectives and key results) and prioritization. According to John Doerr, author of Measure What Matters, objectives define what we seek to achieve, and the key results are how those top priority goals will be attained with specific, measurable actions and within a set time frame. OKRs can help focus effort and foster coordination in a team and throughout an organization.

Too many workplaces have a lack of prioritization necessary to make progress, and nothing impedes progress more than people having too many or conflicting priorities. Successful managers need to be ruthless with clarity around priorities so there is no misunderstanding. This means that as a manager these priorities are clear to you so you can align your people and enable their continual progress.

Managers have always been in a tough spot by being in the middle and susceptible to layoffs due to the ups and downs of companies. It is therefore important to ensure your value by directing your people with purpose, vision, OKRs and prioritization. Focus on directing to emphasize your value.

Best Practices in a Return to the Workplace

February 28, 2023

The pandemic made it necessary for many of us to work from home and various technologies made that possible. For a number of tasks, our productivity increased. Now that it seems safe to work side-by-side again, many are resisting and it’s time to install best practices in returning to the workplace.

Many businesses are offering a hybrid model to bring forward lessons learned while working from home. These include flexibility in when the work gets done, recognizing the advantage of reduced commuting time, acknowledging the value of more focus time. Of course, this last one depended on who else was in the home and whether Zoom meetings dominated one’s schedule.

Benefits for our returning to the office at least part of the week can include maintaining connections with others, building a solid reputation founded on who we are and how we show up, and strengthening relationships to help foster greater collaboration now and networking throughout our careers. Finally, our overall health and well-being. Social media and the pandemic have led to further isolation. Don’t dismiss the value in real-time interactions.

If a hybrid model of working partly in the office and partly at home are likely to become the new normal, it would make sense to derive best practices for such a model. For example, a hybrid model can be effective if it addresses proximity bias, maximizes social opportunities, and capitalizes on remote innovation opportunities.

Proximity Bias

During the pandemic none of us were more proximal to the boss. When we return to the office in a hybrid model, we should ensure that those physically closer to those in power are not given an unfair advantage for promotions. Both the worker and the boss need to recognize that proximity bias may not be intentional but can certainly play a role in who gets promoted. Workers need to show up more fully when in the office and engaging as fully as possible when working from home. Bosses need to recognize those who produce results and not merely those who are physically present.

Social Opportunities

The last thing you want when seeking to bring an employee back into the workplace is to have her spend all day on Zoom with colleagues working from home. This was the case for someone told to do an internship in the office because of the opportunities to learn and grow from co-workers. But those co-workers never came into the office. It’s important to organize days when team members will all be in the office and prioritize opportunities to collaborate in the same physical space rather than stare at a computer screen. Be intentional in spending meaningful time with co-workers so that you can optimize your time in the office for collaborating, building trust and rapport, and generally working effectively together.

Remote Innovation

Let’s face it: companies want and need to innovate to stay competitive. The trouble is that innovation is hard to come by under the best of circumstances, but don’t rule out this coming when working remotely. Insight and inspiration can come from anywhere and at any time and very often this happens outside of the office. If companies encourage the flexibility in taking mid-day walks and endorse daydreaming during breaks from tasks, this could very well provide the spark needed for new ideas and opportunities that lead to vital innovation. Workers should optimize focus time for getting things accomplished when working remotely. They should also allow for divergent thinking and allow for creative inspiration.

People returning to the office at least part of the time can result in higher engagement, increased trust, better communication, and a feeling of belonging. These qualitative results are difficult to measure but shouldn’t be minimized as they are vital to higher productivity. It’s important to take what we’ve learned from working remotely and bring the best practices into a hybrid model that benefits both employees and employers.

Purpose, Then Respect

February 13, 2023

Leaders with a clear sense of purpose are far more likely to be effective and gain the respect of those they lead. Seeking to gain respect prior to communicating a clear sense of purpose is misguided and unlikely to succeed.

In a recent New York Times opinion piece titled “Men Need Purpose more than ‘Respect,’” David French wrote about the crisis in the rise in suicides, drug overdoses and education achievement gaps for men in America. Some men claim they feel disrespected because women are not treating them the way men were back in the 1950s. French contends that men need to find purpose before they can find respect. And that this “quest for respect can sometimes undermine the sense of purpose that will help make them whole.”

“What men need is not for others to do things for them,” wrote French. “They need to do things for others: for spouses, for children, for family and friends and colleagues.”

I couldn’t help but think how this idea of purpose before respect applies to both men and women in leadership positions in the workplace. You can’t get hired or promoted into a leadership position and simply demand respect. Respect needs to be earned. Unless you’re in the military or another government position where respect is more of a command, it’s necessary to demonstrate that you are worthy of respect in all your interactions.

To do this it takes an ability to clearly articulate where you are going and instill confidence in people that you are the right person to lead them. The way you show up can greatly determine your influence. How you show up includes your integrity, humility, empathy, and communication style. By articulating your purpose and modeling the behaviors you want to see in your people, you are acting in a way others will then respect.

“Virtuous purpose is worth more than any other person’s conditional and unreliable respect,” continues French. “It is rooted in service and sacrifice, not entitlement. What we do for others is infinitely more rewarding than what we ask them to do for us.”

This is essentially the model of servant leadership, which was first coined by Robert K. Greenleaf in an essay he wrote in 1970. Servant leadership is grounded in the belief that the most effective leaders strive to serve others rather than accrue power or take control. These others can be customers, partners, fellow employees, or the community.

Leaders who demonstrate servant leadership include such luminaries as Jesus Christ, Mahatma Gandhi, Abraham Lincoln, Nelson Mandela, Mother Teresa and Dr. Martin Luther King, Jr. It’s hard to imagine any of these great leaders without a clear sense of purpose.

Whether you are in a leadership position now or striving to get into one, keep in mind that respect needs to be earned. It won’t come automatically with a new job title. Instead, you need to model the behaviors that deserve respect, and then articulate a sense of purpose so people feel you can effectively lead them. When others feel you are an effective leader, you will receive well-earned respect.

Photo by Ömer Faruk Bekdemir on Unsplash

Leadership is Jacinda Ardern

January 27, 2023

So often I write about corporate leaders who deliver bottom-line results to meet shareholder expectations, while demonstrating leadership principles that respect employees and customers. Today I want to highlight a politician who during her tenure demonstrated extraordinary leadership and elevated what is possible in this time of political turmoil.

In 2017 at the age of 37, Jacinda Ardern became the youngest prime minister in New Zealand’s history, and this week she resigned because she said it was time.

“I’m leaving because with such a privileged role comes responsibility,” Ardern said in her announcement. “The responsibility to know when you are the right person to lead and also when you are not. I know what this job takes. And I know that I no longer have enough in the tank to do it justice. It’s that simple.”

She certainly faced headwinds due to New Zealand’s economic turndown, but the abuse and threats she received had to weigh into her decision. Ardern also had a baby while in office and she stated wanting to be more involved in her daughter’s life was important as well.

“For my part, I want you to know that my overwhelming experience in this job—of New Zealand and New Zealanders, has been one of love, empathy and kindness,” she said. “That is what the majority of New Zealand has shown to me.”

Ardern accomplished a great deal while in office including:

Delivered a world-leading response to COVID-19 by closing New Zealand’s borders
Promoted unity and compassion after the March 2019 mosque terrorist attack
Introduced key policies to lift the wellbeing of children and families
Introduced a new public holiday to celebrate Matarik—the start of the Māori New Year
Took action on climate change by leading towards a zero carbon future
Launched New Zealand’s first Wellbeing Budget
Being the first prime minister to march in a Pride parade
Fought to close the gender pay gap

What I find most remarkable is what she stated in her final address regarding her legacy perhaps pointing to a direction other world leaders should take.

“I hope I leave New Zealanders with a belief that you can be kind, but strong, empathetic but decisive, optimistic but focused. And that you can be your own kind of leader – one who knows when it’s time to go,” Ardern said.

I can think of many world leaders who should take this to heart when weighing how to lead a country and when to exit a political career. The majority of U.S. citizens reported in a recent poll that they would prefer a candidate other than Joe Biden or Donald Trump to run for President in 2024. Even my 92-year-old mother can’t see how an octogenarian or septuagenarian can have enough left in the tank for such an important job.

“Women know when to step down … their egos are lower,” said Ngozi Okonjo-Iweala, the World Trade Organization Director-General. She went on to say that Ardern set an example by stepping down after giving her best.

Jacinda Ardern is a remarkable leader. I’m hopeful more men and women will follow her exemplary leadership.

All About Managers

January 6, 2023

The CEO is where we typically focus when we evaluate a particular company, which makes sense given that this is the leader with the biggest impact on the organization’s success or failure—at least in terms of profitability. However, when it comes to getting work done and employees being engaged, it’s all about managers.

Managers are the ones who execute the strategy, deliver products or services, and ensure that the overall objectives are carried out. Managers are also the ones with the biggest impact on employees and greatly determine whether they are fully engaged or not.

According to a 2017 Gallop report titled “State of the Global Workplace,” companies in the top quartile in employee engagement deliver 17 percent better productivity and 21 percent more profitability than those in the bottom. To improve employee engagement, look no further than the manager.

Former managing director for Gallup’s Global Leadership Advisory, Larry Emond, said “the manager explains 70 percent of engagement.” Better engagement is a function of better management, and worse engagement is a function of worse management.

“People need clear expectations, the autonomy to craft and pursue their agendas, support to achieve success, and help thinking about their careers,” writes Russ Laraway in his book When They Win, You Win: Being a great manager is simpler than you think. “Three important words managers use that demonstrate they care about the people: time, help, success. Take time to help people be more successful.”

According to Laraway, managers must provide three things: direction, coaching and career. By focusing on helping their people win, managers win too.

Direction – Setting the direction anchors the team to an aligned result through a combination of purpose and vision (long-term), and OKRs and ruthless prioritization (short-term). Setting direction ensures people know both the what and the why things need to get done, provides clear measures for what results look like, and a shared understanding of the most important tasks of the day, week, or quarter.

Coaching – Coaching is about encouraging people to change what’s not working and continue doing what is working. The first involves giving feedback in a way that is supportive; the second involves helping people explicitly understand what they have done well so they can do more of it. Neither of these should be considered micro-managing but instead are about keeping a close eye on what is happening to immediately correct when things go off-track and to encourage and praise when things are going well.

Career – Managers should do more than help employees succeed in the job at hand. They must also assist people in discovering a long-term vision for their careers and show them what actions they can take right now that enables tangible progress toward it. In doing so, managers can show employees that they care for them above and beyond the immediate work and current organization. Managers can demonstrate that they value their people more than simply as employees.

Laraway, a former executive at Google and Twitter as well as co-founder and COO at Radical Candor, says managers whose teams are most engaged, and whose organizations produce the best results, are able to systematically:

Create a culture of candor
Actively prioritize
Respond to ideas and concerns
Establish explicit expectations
Support growth and development

All of these are likely to increase engagement because they extend beyond typical company perks or benefits. They are about the behavior of managers leading the work.

To improve any company, look no further than the managers within it. Hiring and retaining the best managers makes business sense because good managers are those who develop engaged employees resulting in measurably superior results.

Living an Intentional Life

December 26, 2022

With the coming of a new year, this is the perfect time to take greater control of your life and career. This is not limited to signing up for a new round of exercise or diet programs but living a more intentional life by being proactive and taking responsibility for the progress in reaching your goals.

Many may believe there is little to do to control their life and career, and this is certainly true for some. Most of us, however, have a great deal of agency for steering the direction we want our lives to go. Intentionality means accepting, embracing, and exerting this agency.

I’m embarrassed to say this, but throughout my twenties and thirties I was merely a passenger on the passages in much of my life and career—simply waiting for an enticing offer, opportunity, or path to present itself. Yet I now see that when I am intentional about my daily decisions and choices, this can lead to the most beneficial outcomes.

Such decisions included pursuing a master’s degree in applied behavioral science, starting my own coaching and consulting business, and writing this bi-weekly blog for more than 15 years that led to business opportunities as well as writing a book on emotional intelligence. In my personal life, I chose to ride a bicycle across the country twice, climb to the summits of Washington’s three highest mountains and continue telemark skiing into my sixties.

Each of these accomplishments required consistently planning and working to reach them and would not have happened without being intentional in my pursuit.

Choosing to be intentional about your life and career means you are proactive. This doesn’t mean you control everything, but you are no longer passive and simply hoping to reach what you want to achieve. It means you have a clear goal or north star, yet you can be influenced and inspired by supporting opportunities and take advantage of them when they arise.

Intentionality means taking responsibility for your progress through discipline and persistence. It is also about holding yourself accountable.

It’s especially important to Identify and stay true to your values as they can serve as guardrails to inform you of when you stray from what is most important.

Accept that short term pain can lead to long term gain and reaching your goal is even more satisfying when you have worked hard to attain it.

Roman philosopher Seneca once stated, “luck is what happens when preparation meets opportunity.” Certainly, luck plays a part in reaching any goal, so it’s important to prepare for the opportunities that are certain to come about. This means being more intentional in your daily decisions.

Make this new year more intentional by identifying what you want, aligning it with your values and who you are, and then being proactive and persistent to reach your goals. By this time next year, I’m certain your intentionality will bring you closer to what you want in your life and career. Happy New Year!

Team Advantage of Strategic Offsites

December 8, 2022

On the cusp of a new year many organizations are currently scheduling offsites for senior executives to review strategic goals and devise execution plans for the coming year. Healthy organizations who encourage their leaders to embrace each other as vital teammates will be the most successful.

All too often offsites fail to deliver solid results because leaders bring forth plans that are focused on individuals and their departments. This can inadvertently reward silo building and allow for competition of resources that ultimately undermines company-wide success. Rather than building a unified team and doing what’s right for the organization, individual egos, reputations, and ambitions become the primary focus.

Any successful strategic offsite should begin with ensuring everyone feels psychologically safe to speak freely. Each person should trust that they can do the right thing for the right reasons. And all participants ought to feel like they are an important component of a highly functional team, and that the organization will succeed only with everyone working effectively together.

Before beginning any offsite, ensure that there is a foundation of trust and rapport. If this needs to be established or strengthened, this should be the number one priority. Though it takes time and energy, and some may see it as unnecessary, nothing is more important. Without trust, there can be little progress.

Vulnerability should also be encouraged and modeled by the most senior leader so others can show up more fully and authentically. This will set the tone for how everyone shows up.

In his book, The Advantage: Why Organizational Health Trumps Everything Else in Business, author Patrick Lencioni recommends a Team Effectiveness Exercise that can be especially helpful.

“Do this at the end of an off-site meeting once there is a decent foundation of trust,” writes Lencioni. “If team members aren’t capable of being vulnerable with one another, there is no point in doing it.”

Team Effectiveness Exercise

Have each person write down one thing that each of the other team members does that makes the team better. It should be the biggest strength as it pertains to the impact on the group. Not technical skills but the way they behave when the team is together that makes the team stronger.
Do the same thing except this time focus on one aspect of each person that sometimes hurts the team. Provide 10 to 15 minutes for this.
Beginning with the leader, go around the room asking everyone to report on the person’s one positive characteristic. Let the person respond after everyone has finished. Now go around again offering the one characteristic that the person needs to work on. Allow for a reaction after everyone has gone. Then do this for the next person until everyone is complete. Should take only about 10 minutes per person.

This type of exercise requires trust and psychological safety to execute well. It can dramatically strengthen a team by making each member feel more supported by and accountable to the others on the team.

“The greatest impact is the realization on the part of leadership team members that holding one another accountable is a survivable and productive activity, and it will make them likely to continue doing it going forward,” continues Lencioni.

Lencioni does an excellent job of illustrating this in his earlier book The Five Dysfunctions of a Team, which I highly recommend.

Plan on making your next strategic offsite meeting one that is focused on the team. The whole truly can be greater than the sum of its parts, but requires ensuring there is psychological safety, trust, and rapport. And it means the courage to be vulnerable with each other for the sake of strengthening your relationships and team performance.

Gratitude Giving

November 23, 2022

It’s the time of year when we are reminded to give thanks. This often means breaking bread with friends and family to express gratitude for the blessings in our lives.

Thanksgiving has become less about being grateful and more about watching football, planning a Black Friday shopping strategy, eating too much, and joining extended family and friends you may often dread due to heightened stress over divisive opinions shared all too freely.

It’s been said that when you are looking to grow, you should compare yourself with who you were yesterday rather than with someone else. Unfortunately, one of the bigger problems with social media is that users often post their most glamorous words and photos, and this can make others feel inferior because—consciously or unconsciously—we do compare ourselves with others.

Expressing gratitude can help refocus on what we have instead of what we lack. This simple act can build greater confidence and acceptance.

All too frequently we tend to focus on problem solving rather than appreciative inquiry. We look for what’s wrong rather than what’s right. We search for the flaws that somehow overpowers what is without flaw. We notice and are critical of the cracks in everything, but fail to appreciate as Leonard Cohen so artfully put it, that’s how the light gets in.

In psychology research, gratitude has been strongly associated with greater happiness because it helps people feel more positive emotions, improves their mental and physical health, enables them to deal with stress and build stronger relationships.

For me and my family, the past several months have been particularly challenging. After a lifetime of taking my physical health for granted, I came face to face with concerns that no longer allow for this. The loss of loved ones reminds me of my own mortality and that it’s important to make the most of the time I have left with the ones I love most.

It’s also a reminder to give thanks. By appreciating and showing gratitude for all that I have, I can shift from a focus of scarcity to one of abundance. I can express to myself and others what I value and what truly matters. Sharing gratitude means I can be fully present to what I have.

Here are some very simple ways to regularly express gratitude:

Do it in person with the people who mean the most to you. By intentionally sharing your appreciation for each of them, this will bring you even closer together.
Write a heartfelt letter or email to express your appreciation for people in the workplace or friends and family far away. Like an old fashioned thank you card, a personalized message is extremely beneficial and will be savored by those who receive it.
Before falling asleep at the end of each day, make a mental note of five things you’re grateful for. This can be as simple as your partner, your health, your job, or whatever you appreciate today. You’ll end up sleeping deeper and rest more fully.

Thank you for reading this and thank you for your continued connection. I value you and appreciate your thoughts and impressions. Happy Thanksgiving to you and yours.

Embracing Failure

November 12, 2022

The road to success is paved with failure. You cannot succeed if you don’t fail along the way and are able to learn from those setbacks. The fact is no one succeeds unless they first embrace failure, learn from it, and try again and again.

Looking back over my career, I recall failures big and small that undermined my confidence and stalled my ability to get a job and get promoted more quickly. Some of these failures I blamed on other people, some I attributed to circumstances beyond my control. Ultimately, I failed to accept my responsibility for what happened and what I could do differently next time by learning from the experience.

“I’ve missed more than 9000 shots in my career,” said Michael Jordan. “I’ve lost almost 300 games. Twenty-six times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”

Choose any successful person—no matter the field—and I suspect they can recount a series of obstacles that they needed to overcome before they reached their goals. Here are a few famous failures.

Albert Einstein – Failed to speak until age 4; at age 16, he failed to be admitted into the Swiss Federal Polytechnic school; graduated from college but struggled in classes so much that he considered dropping out; sold insurance door to door for two years before joining the patent office examining applications for various devices. Finally, he went on to develop the fundamental core laws governing physics, won the Nobel Prize and created the beginnings of quantum theory.

J.K. Rowling – At 17 she failed to be accepted at Oxford University; at 25 her mother died of Multiple Sclerosis, leaving her extremely distraught and upset; she found work with Amnesty International and then taught English; after the breakup of a difficult marriage with a young child at the age of 38, she moved in with her sister; diagnosed as clinically depressed and suicidal yet she completed the manuscript for Harry Potter and the Sorcerer’s Stone. After getting rejected by the 12 major publishing houses, a small literary house took a chance on the book, which led Rowling to be the first author to become a billionaire through book writing.

Oprah Winfrey – As a young child living with her mother and younger sister, she was sexually molested by an uncle, cousin and a family friend; she ran away at 13, became pregnant at 14 and give birth prematurely to a child who died soon after birth; after a short stint as co-anchor for a news organization in Baltimore, she was fired for being “unfit for television.” At 29 she was hired at AM Chicago, a show that ultimately became the Oprah Winfrey Show, and is now a world-famous multi-billionaire.

Abraham Lincoln – At age 23 he lost his job, ran for the state legislature and lost; at age 26 the love of his life died; at 29 he lost his bid to become Speaker in the Illinois House of Representatives; at 39 he failed in his bid to become Commissioner of the General Land Office in D.C.; ten years later he failed to win a seat as a U.S. Senator. Then, at the age of 52, he was elected President of the United States and became one of the most famous failures to ever hold the high office in the United States.

Failure is not the opposite of success, but an essential step towards it. Embrace your failure as it provides the vital information necessary for learning to succeed. The sooner you accept this, the sooner you reach success.

Choose Healthy, Happy Relationships

October 27, 2022

Are you unhappy? Do you get angry too often? Or are you apathetic? Do you feel you’re a victim and have no agency? Many people have no choice over the relationships in their lives that influence these perspectives. But most of us can have healthy, happy relationships if we make the choice to do so.

This means choosing to surround yourself with people who bring you up rather than bring you down. It can be difficult to sever relationships, but nothing will change if you don’t.

Perhaps as we return to the office and social gatherings where we can engage with colleagues and friends in the same room, it’s the perfect time to evaluate whether these people help us to thrive or not.

In both your personal life and professional life, you first need to decide whether you are closer or further from who you want to be when you are with these people. If you’re not who you want to be, you should evaluate the value of these relationships. My wife tells our teenagers that when they are with a new boyfriend or girlfriend, it’s important to determine whether they can be their best selves or not. If they can’t, then something is obviously wrong.

I think this is true in all aspects of our lives. The people who we surround ourselves with can dramatically influence our overall well-being. And we do have a choice in the matter.

In the workplace, this means ensuring that you help foster relationships that include trust and rapport. Treat others with the same respect you expect to receive from them. Choose positive intent when reading an email or text that could be taken otherwise. And until you’ve proved otherwise, believe that your boss and colleagues are doing the best they can.

Regarding the relationship you have with your boss, this can be tricky. But as I wrote in my last post, you should work hard to make it work as best you can because there is a huge opportunity in getting things right with this relationship. And, if you’ve really done all you can and still cannot make it work, you may need to severe this relationship and move on.

As I wrote in my book Emotional Intelligence in the Workplace, being successful in your career does not mean bringing your whole self into the workplace, but your best self. This means being authentic while remaining professional. Remember that you are entitled to your feelings and responsible for your behavior.

If your social media feed leaves you feeling worse about politicians, celebrities, business leaders and “Facebook friends,” perhaps you should stop following them and take away their power to negatively influence your well-being. See if you can engage with important social media friends in the real world to foster deeper and more meaningful relationships. I don’t believe rewarding relationships can be built or sustained exclusively online.

Barring another last-minute change of heart, the mercurial Elon Musk appears to be acquiring Twitter. I’ve decided to drop this social media app because I do not want to support Musk’s brand of “absolutist freedom of speech.” Call me old fashioned, but I still believe shouting fire in a crowded theatre when there is no fire is not only wrong but dangerous and should be outlawed.

Take control of your health and happiness in both your personal and professional life by choosing to engage with people who bring out your best. Doing otherwise is detrimental to you and to your career.

New Boss = New Opportunity

October 14, 2022

The pandemic led many people to change jobs, get promoted or otherwise been assigned a new boss. Regardless, if this was the case for you, it’s important to quickly get aligned and make the most of the opportunity with this new relationship.

Perhaps what’s most important with a new boss is to be proactive in understanding their perspective, how they like to communicate and how you can be successful with them. As quickly as possible, strive to establish trust and build rapport. Don’t simply allow for the work to speak for itself, but instead begin building a solid reputation of who you are, what you’ve accomplished and what you’re capable of doing.

Remote work certainly altered how we interact with a new boss, but if you are returning to the office—even in a hybrid fashion—it’s important to re-establish rapport and interact face-to-face as much as possible to ensure you are aligned.

Focusing on the fundamentals is critical in building a productive relationship with your new boss, according to Michael D. Watkins, author of The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter.

When it comes to working with a new boss, Watkins suggests not doing these things:

Don’t stay away – Get on your boss’s calendar regularly and ensure you are in close communication.
Don’t surprise your boss – Ensure your boss knows problems well in advance with regular updates so they gain confidence in your ability to deliver results.
Don’t approach your boss only with problems – Give some thought to potential solutions so your boss has something to react to rather than resolve on his or her own.
Don’t run down your checklist – Assume your boss wants to focus on the most important things you’re trying to do and how he or she can help.
Don’t expect your boss to change – It’s your responsibility to adapt to your boss’s style: regardless of how you interacted with your previous boss.

Watkins recommends doing the following with your new boss:

Clarify expectations early and often – Don’t make assumptions based on what your prior boss wanted but make it clear what he or she is expecting from you.
Take 100 percent responsibility for making the relationship work – Don’t wait for your boss to adjust to you, but instead adjust to him or her.
Negotiate timelines for diagnosis and action planning – Ensure that you are aligned on milestones and key delivery dates.
Aim for early wins in areas important to the boss – Make your impact quickly so you can earn your boss’s confidence in your ability.
Pursue good marks from those who opinions your boss respects – This means shoring up your reputation with other leaders who influence your boss.

These reminders can go a long way towards building a solid relationship with the person most influential with accelerating or decelerating your career opportunities. This is an investment that will pay huge dividends and shouldn’t be minimized.

Further, think of how you can establish a relationship where you’re treated as a thought partner. That means thinking about the challenges your boss is facing and how you can best support him or her.

Every time you get a new boss, think of this as a new opportunity for you to grow in your leadership and in your career. Take a proactive approach and take responsibility for it. You’ll likely enjoy your job more and make greater progress.

Trust Before Progress

September 28, 2022

“Whoever is careless with the truth in small matters cannot be trusted with important matters.” – Albert Einstein

In my work as a coach and organization development consultant, a common concern I encounter with my clients is a lack of trust among colleagues. This includes team members, peers, and even senior executives. A lack of trust means little progress can be made.

Author Patrick Lencioni discusses the absence of trust as a foundational aspect in any well-functioning team in his book The 5 Dysfunctions of a Team. Without trust, there can be no progress as this serves as the basis for the psychological safety necessary for any group of people to collaborate well.

The previous President of this country reportedly told more than 30,000 false or misleading claims while in office. He was defeated when running for re-election, yet because of his continued lies as well as the misinformation of his backers, 70% of Republicans still don’t believe Joe Biden was the legitimate winner of the 2020 election.

When our Facebook and Twitter feeds contain false information, rumors presented as facts, and clear lies, we need to question the value of social media. When talking heads on cable TV spout misinformation simply to spike viewership, we should turn the channel. And when politicians lie, they need to be held accountable and voted out of office. If we normalize this lack of trust in the people we follow, tune in to, or vote for, we are doomed to be continually misinformed, misled, and swindled.

For some reason the search for truth no longer seems foundational in forming our own opinion. Have we gotten lazy and given up on the notion of thinking for ourselves?

This lack of trust is due to many factors, but perhaps began when we stopped paying for subscriptions to trusted news sources and allowed social media, cable news shows, and talk radio to tell us what we should and should not believe. We can certainly find confirming data on any given conspiracy theory on the internet. That doesn’t make the information true.

In our work lives as well as in our personal lives, it’s vital that we build and maintain trust in those around us. This is about integrity, and it is becoming all too rare.

To restore and build trust in our lives, we must begin by examining ourselves and see what sort of example we are showing to others:

Behaviors that Diminish Trust:

Stating your opinion as if it’s a fact
Accepting others’ opinions as fact
Failing to evaluate your news source as reliable for honesty and fairness
Retweeting unvetted things on social media

Behaviors that Build Trust:

Walking your talk: Do what you say and say what you will do
Being accountable and holding others accountable
Questioning the reliability of what you see, hear, and read
Choosing to be accurately informed and allowing to rethink what you believe

I choose to enter all my interactions both personal and professional with a trusting attitude. By extending trust first I know I could be taken advantage of, but I do so regardless because I want to expand rather than contract my world. And, in my experience, I have not been swindled often.

However, while I choose to trust first, this doesn’t mean I trust always. When someone proves to be untrustworthy by being unreliable, dishonest, or misinformed, I adjust my trust meter to no longer take them at their word. Their trust then needs to be restored.

I take this approach with people in my personal and professional life as well as those I don’t know but follow and look up to. This includes politicians, public officials, athletes, celebrities, and others in the media. Fool me once, shame on you. Fool me twice, shame on me.

We need to restore and build trust in order to make progress in our workplace as well as in our democracy. Nothing is more important than trust.

Philanthropy: Wealthy or Not

September 16, 2022

It’s better to give than receive. Various studies have found this to be true in that spending money on others or giving to charity is more likely to put a smile on your face than buying things for yourself. We all know this to some degree, but we don’t necessarily practice it throughout our lives.

The term philanthropy was first coined by the Greek playwright Aeschylus in 5^th century BCE. Back then it meant “love of humanity.” Today it means generosity in all its forms and is often defined as giving gifts of “time, talent and treasure” to help make life better for other people.

Billionaire philanthropists who make large donations and get their names on buildings are clearly doing wonderful things. And tax breaks for this generosity seem entirely justifiable. Some recent examples of billionaires doing right:

Warren Buffett promises to give away 99% of his wealth upon his death. He’s already donated more than $50 billion to the Bill and Melinda Gates Foundation (BMGF) and the rest of his estate may very well go towards primary and reproductive health causes.

This past summer Bill Gates gave the BMGF an additional $20 billion. He and his former wife, Melinda French Gates, say they plan to give away 95% of their wealth during their lifetimes.

Laurene Powell Jobs, widow of Steve Jobs, plans to give away her $28 billion in assets largely toward climate change during her lifetime or shortly after her death.

Mackenzie Scott, ex-wife of Amazon’s Jeff Bezos, has donated more than $20 billion to various causes since 2020.

And just this week, Patagonia’s CEO Yvon Chouinard decided to give away his entire company valued at $3 billion to a specially designed trust and nonprofit organization. While Chouinard may see enormous tax savings by doing so, this generous move will ensure all profits (~$100 million each year) are used to combat climate change and protect undeveloped land across the globe.

“Hopefully this will influence a new form of capitalism that doesn’t end up with a few rich people and a bunch of poor people,” Chouinard said in an exclusive interview. “We are going to give away the maximum amount of money to people who are actively working on saving this planet.”

But let’s not forget the enormous number of upper- and middle-income citizens who donate 5% to 10% of their annual income to worthy causes every year. Or the lower-income not-for-profit employees who may donate very little money, but toil away at low wages giving their time and talent for the common good.

It seems obvious that all people are important when it comes to giving and together can help pave the way toward a healthier and more compassionate environment.

According to several of the largest charitable foundations, the average income donated to charity ranges from just 3% to 5% of annual gross income. And the average percent donated to charity is the highest for lower income households, which suggests that lower income folks donate a higher percentage of their disposable income.

Reports from McClatchy Newspapers found in recent surveys that not only do the poor donate more per capita than individuals in higher income brackets, but their generosity tends to remain higher during economic downturns.

This is very difficult to measure as IRS tax return data contains giving information for households that choose to itemize their donations leaving out many lower-income households.

Yet the trend is heading in the wrong direction. In 2018 just 49.6% of U.S. households made a charitable contribution, the latest year for which comprehensive data is available. This is a drop of nearly 17 percentage points from 2000, when 66.2% of American households gave charitable donations.

As I wrote about in my previous post, happiness is derived by what people give to you and meaningfulness is more about what you give to others. Meaningfulness is more likely to lead to a long and healthy life. And philanthropy should be practiced by all of us.

How to Live: Happiness vs. Meaningfulness

August 30, 2022

Living a long and happy life seems to correlate more directly with the value of our relationships than our accumulated wealth. Though this may seem obvious, it’s not so frequently practiced.

In a famous longitudinal study tracking the health of 268 Harvard sophomores beginning in 1938, scientists hoped to learn the clues leading to healthy and happy lives. What they discovered was that close relationships, more than money or fame, are what keep people happy throughout their lives. These strong ties delay people from physical and mental decline and are better predictors of long and happy lives than social class, IQ, or even one’s genes. This finding was proven across the board with both the Harvard participants as well as those in the inner-city.

A study of 50 ninety-five-year-olds were asked if they could live their lives over again what would they do differently. The most common responses were: 1) They would reflect more. 2) They would take more risks and chances. 3) They would have left a legacy, something that would last beyond their own lifetime.

As we age, we should seek more meaning rather than merely happiness. This would mean shifting from primarily satisfying our needs and desires to giving back and leaving a legacy. Moving from what David Brooks in his book The Second Mountain terms “resume virtues” to “eulogy virtues.” It’s not about what you’ve achieved in your working life, but about the people you’ve touched along the way. It’s about your character rather than your accomplishments.

It turns out that happiness levels are positively correlated with whether people see their lives as meaningful, according to a survey of 400 American adults by Roy Baumeister and his colleagues. Our relationships are related to both how happy we are as well as how meaningful we see our lives. Feeling more connected to others improved both happiness and meaning.

Ultimately, the researchers identified five major differences between a happy life and a meaningful one.

Happy people satisfy their needs and wants, but this is generally irrelevant to a meaningful life. While health, wealth, and ease in life were all related to happiness, but not with meaning.
While happiness is focused on the present, which is more fleeting, meaningfulness requires thinking more about the past, present, and future—and the relationship between them.
Happiness is derived by what other people give to you, while meaningfulness is more about what you give to others. And though spending time with friends was linked to happiness more than meaning, spending time with loved ones (e.g., taking care of your children or elderly parents) was linked to meaning, but not necessarily happiness.
Meaningfulness in life involves stress and challenges to be overcome. High levels of worry and anxiety were linked to higher meaningfulness and lower happiness. It could be that while challenging oneself through obstacles may not lead to happiness, it has the potential to bring about longer-term meaningfulness.
Self-expression is important for meaning, but not necessarily happiness. I can attest to this as I’ve written short fiction and feel that it is important and meaningful to me, even though I derive little happiness from this creative expression.

Clearly striving for happiness is important, but it shouldn’t be the only pursuit to live a long and healthy life. As with many things, it’s often about delayed gratification. There can be great satisfaction and fulfillment in working hard at something, making steady progress, and ultimately finding meaning. And remember to value relationships over things because when you’re 95, you’ll be glad you did.

Make Email a Useful Tool

August 12, 2022

Along with attending meetings, nothing dominates our workday more than tending to email messages. But does this have to be the case? Instead of allowing email to dictate how we spend our work lives, let’s put it back into the place where it belongs as just another tool that adds to rather than diminishes our overall productivity.

In my work coaching clients, I ask them to report how they spend their workday, and they so often report that they are consumed with back-to-back meetings all day every day. This is obviously not optimal and it needs to be gotten under control as I wrote about previously.

When you spend so much time in meetings, you either choose to multitask while in attendance or do your work (including email) when the workday should be complete. Multitasking while in meetings is not the solution as you are present for neither the meeting or the work you are trying to focus on. I suspect you really don’t need to attend all the meetings you go to, and it will serve you better by choosing to opt out whenever possible.

Regarding email, there are many things to consider so that you don’t spend nearly as much time on it. Many of these may be quite obvious, but that doesn’t mean we all do them.

Nir Eyal, author of Indistractable: How to control your attention and choose your life, says it’s important to hack back on email. His suggestions include:

If you want to receive fewer emails, send fewer emails. You likely contribute to the problem of too many emails every time you send one. Consider whether email is the right medium for your message. Would it be better to pick up the phone to avoid a constant back and forth via email messages? Perhaps a face-to-face meeting would work even better. Text, slack message, or is it even necessary to write or respond?
Consider having office hours for when you will respond to emails. Rather than act as if every message is both urgent and important, choose more intentional follow through. Rather than checking your inbox constantly, specify times each day when you will check and respond as needed. Consider putting those times in an automated response, so people are not surprised when you delay in your reply.
Hesitate in replying as everything is not urgent and can go away with time. Oftentimes you may think “this will just take a minute, so I’ll reply,” even though others also included on the distribution may appreciate the opportunity to respond and thereby share their knowledge and expertise. Then perhaps next time an issue comes up, the sender may choose to reach out only to that person thereby reducing the number of emails you receive.
Schedule delayed delivery. Many people tend to respond or compose email messages late at night or on the weekend. This flexibility is great for you, but the recipient may sense more urgency than you intend. Consider scheduling a delay to have them sent early the next morning or the following Monday morning.
Eliminate unwanted messages. Reducing the number of email messages should begin with unsubscribing to those you don’t read or want. In the workplace, if you are receiving internal messages on projects or subjects that are not important to you, consider politely requesting that you not be included on the distribution list.

Another idea is to use the 1-minute rule. If you can reply within one-minute, then do it now. Otherwise plan to reply to all other emails at a designated time when you can focus more thoroughly. Again, try to avoid doing this throughout the day as it will detract from your ability to focus and accomplish important work.

Email has been around for decades and, while it may be shunned by many Millennials and Gen Zers, it will likely remain in the workplace so it’s important to make it work for us rather than against us. Make email a useful tool.

Success in Motivation

July 29, 2022

Maintaining motivation is challenged because we are so often focused on the wrong incentives. This is true whether it’s about our physical health or our effectiveness in the workplace. Seeking some far-off desired outcome is doomed without the right incentives to maintain motivation and succeed in reaching your goals.

Using intrinsic rewards rather than extrinsic ones is helpful whether you’re trying to keep a healthy body or mind.

Self-Determination Theory (SDT) posits that all humans have three psychological needs—autonomy, competence, and relatedness—that underlie our growth. This 50-year-old theory challenged the once dominant belief that the best way to get people to perform tasks is to reinforce behavior with extrinsic rewards.

However, half a century later, all too often organizations continue to incentivize employees primarily with external rewards rather than focus on these psychological needs.

Autonomy is feeling you have the choice to willingly behave in a certain way. In the workplace, this means you have agency for how to approach the task and complete your work.

Competence is the experience of mastery and being effective in your activity. This means making gradual progress, learning along the way, and feeling like you’re capable.

Relatedness is the need to feel connected and belonging to others. It’s about feeling valued by the people around you. This social aspect is often overlooked, but vitally important in maintaining motivation.

According to Richard Ryan and Edward Deci, authors of the book Intrinsic Motivation and Self-Determination in Human Behavior, the human psyche needs these three elements to flourish just as the human body requires protein, carbohydrates, and fat to run properly.

In the same way managing overall physical health is greatly influenced by our habits and the lifestyle choices we make, so too are our behaviors and mindset in the workplace.

When it comes to physical health, this means ensuring that you focus on the proper fuel necessary to feel good and maintain proper health. Your physical health can thrive if you are motivated to consume the nourishment your body requires and limit the empty calories, sugary products and junk food that gets you into trouble.

Similarly, your psyche needs the right fuel to operate best by having a choice in how you approach the work (autonomy), experience mastery at being effective and making progress (competence), and feeling connected and belonging with others (relatedness).

Relatedness is likely compromised as we do more remote work and struggle to connect with others without being in their actual physical presence. As valuable as video conferencing technologies are in enabling remote work, not being in the physical presence of others limits our ability to fully connect. Motivation may be undermined because this social interaction is really crucial to feeling connected and belonging to something larger than oneself.

As we continue to strive for a healthy hybrid workplace, keep this relatedness factor in mind when deciding how to make the most of your days in the office. Whenever possible, choose to have face-to-face interactions, impromptu casual conversations, team lunches, and other social engagements to build further connection and the feeling of belonging. This will help sustain motivation and keep you engaged.

Imagine a Four-Day Workweek

July 13, 2022

The pandemic has forever changed how we think about what it means to go to work. And though the hybrid approach is rapidly becoming the predominant model in many white-collar workplaces, perhaps we should consider a more radical change to the 40-hour, five-day workweek. Is it now time for the four-day workweek?

Instead of simply providing more flexibility on when employees get in their 40+ hours of work, why not give them the opportunity to trim the fat by cutting out wasted time, push back on non-essential meetings, and find ways to do the work more quickly and efficiently to achieve the same results so they can spend more time away from work?

This is ultimately about giving workers more autonomy and agency for getting work completed.

In 2018 the New Zealand company Perpetual Guardian introduced a four-day, 32-hour workweek as a pilot program and told employees that if productivity didn’t suffer, they would make it permanent. After eight weeks, they discovered not only did job performance not suffer, but there was an increase in employee engagement and work-life balance.

As a result of the pilot program, Perpetual Guardian found that:

Levels of engagement, teamwork, and stimulation went up between 30% to 40%
Time spent on social media fell by 35%
Stress levels were down by 15%
People stated they slept more, rested more, read more, and relaxed more
After the two-month trial, the four-day workweek became permanent

“It’s not just having a day off a week,” says Perpetual Guardian founder and author Andrew Barnes. “It’s about delivering productivity, meeting customer service standards, meeting personal and team business goals and objectives.”

4 Day Week Global is a not-for-profit established by Barnes and Charlotte Lockhart that provides a platform for like-minded people interested in supporting the idea of the four-day workweek.

Research suggests that alternative work arrangements such as the four-day workweek are particularly beneficial for working mothers and low-income employees because these they tend to be marginalized from high-paying jobs or promotions and are often labelled as “failed” employees because household and caretaking responsibilities prevent them from working long hours or unexpected business travel. The four-day workweek could help level the playing field for marginalized workers.

Results-Only Work Environment (ROWE), which I wrote about back in 2010, seems especially relevant today. ROWE gives workers the freedom to do their jobs how and when they see fit, so long as they produce the stated results on specified deadlines.

While ROWE may not be suitable in every work environment, it can work well with workers who are experienced, conscientious, and professional. That’s why workplaces such as IBM, JL Buchanan, WATT Global Media, GitHub, Trello, Toggl, DataStax and many others see the benefits to both their employees and the bottom line.

While ROWE can result in happier, more engaged, and productive employees, communication can be compromised if regular meetings or check-ins are not established and held firm. Not all employees are capable of being successful with such autonomy, and, of course, many workplaces simply don’t provide that much flexibility where established hours are required.

Nevertheless, where ROWE can be implemented, it can result in attracting and retaining top talent, lower real estate costs, and a company culture that values work-life balance.

I’ve learned that while employees love the hybrid work model, managers are not so enamored with the idea. Many claim it is too hard to successfully monitor and manage others. But perhaps this points to the problem. We need a new way to measure productivity that doesn’t involve watching over someone’s shoulder. This means providing greater autonomy for how the work gets done.

Whether the four-day workweek becomes a reality anytime soon, perhaps implementing the ROWE model is a step in that direction. Trust employees and give them the agency and autonomy to get the work done. Don’t simply fill five days with tasks, but provide the goals and objectives then get out of the way as employees deliver results. And be open to this being accomplished in just four days.

Time to Focus

June 30, 2022

In a world of constant distraction from incessant emails, text messages, phone calls, social media, and 24-hour news media, it can be difficult if not impossible to really focus. Yet, time to focus is exactly what we need to solve the biggest challenges we face as individuals, organizations, and societies.

Today in the United States, teenagers can focus on one task for only 65 seconds before being distracted. Adults working in an office can do so for just three minutes. These are the findings of author Johann Hari, which he explores in his book Stolen Focus: Why you can’t pay attention—and how to think deeply again.

Further, the number of Americans who read books for pleasure is now at its lowest level ever. Gallup found that the proportion of Americans who never read a book in any given year tripled between 1978 and 2014. Currently, 57 percent of Americans do not read a single book in a typical year. While average Americans spend 17 minutes a day reading a book, they spend nearly five-and-a-half hours on their phone.

The advent of the internet and smartphones have certainly been beneficial to our society. But at what cost? What we consider essential tools to help us be better informed, more connected and improve our productivity, are in many cases causing us to be misinformed, increasingly lonely, and unable to focus on anything long enough to solve real problems or make progress.

Think about this for a minute. When was the last time you had an hour of uninterrupted time to think deeply about something? How about just 15 minutes before you were distracted and had to switch back to focusing again? Was it something external that distracted you or was it your internal desire to reach for your phone for just a second?

The problem is not only the amount of time you are distracted. It is the switching back and forth because it takes so much time to be fully focused again.

We can certainly find fault with those companies who are focused on creating and running the devices, websites and apps that keep us in this distracted state of mind. These companies are incentivized to keep our eyes glued to what they’ve created. Facebook could easily create a feature making it easy for you to find out who in your network is in a particular location so you could meet up with them. You would then have a real social engagement, but Facebook would lose the ad revenue once you disengage the app.

Nir Eyal, author of Hooked: How to Build Habit-Forming Products and Indistractible, says there are things we can do as individuals to fight back. He suggests the 10-minute rule: When you feel the urge to check your phone, wait ten minutes. This short pause can help you stop simply reacting to the behavior that’s become a habit for all of us.

The moments in our lives that push us to give in to bad habits are what Eyal calls internal triggers. “An internal trigger is an uncomfortable emotional state,” he says. “It’s all about avoidance. It’s all about—how do I get out of this uncomfortable state?” He suggests thinking about our triggers nonjudgmentally. Find ways to disrupt them. When you are triggered to pick up your phone or Google something you’re curious about, instead, simply make a note and plan to do it later. Rarely, is it something you need to do immediately.

Other suggestions include:

Silence notifications on your phone so that you’re not constantly interrupted.
Turn on “do not disturb” when you want to focus or move your phone to another room.
Delete all the apps you can from your phone, especially social media.
Set up limits on how much time you can use each app so you are forced to disengage.
Unsubscribe from email lists that are not important to you.
Choose to have “office hours” for when you’ll read and respond to emails and stick to it.

My 18-year-old daughter recently attended a training where nobody knew each other. They were first seated in a circle and, although everyone else in the group pulled out their phones and began staring at them, she chose to simply sit and be present. Though no conversation ensued, I think that if only more of us would behave in this manner, we might begin to reclaim our humanity. We may realize our phones are simply a tool, which can be used by us or ruled over us.

Choose productivity over immediately satisfying your curiosity. You’re more likely to remain focused and you’ll be able to think deeply about things that really matter.

Wisdom of Peter Drucker

June 18, 2022

Nobody embodies my philosophy of leadership more than the late great management consultant Peter Drucker. And his notion of “serving the common good” distinguishes him from the “greed is good” mantra that guided so many companies in the previous century.

According to Drucker’s theory, business leaders need to embrace the “spirit of performance” by displaying high levels of moral and ethical integrity in their actions. These actions should be focused on results, empowering employees, going beyond financial obligations to shareholders, and ultimately serving the common good. He focused on all stakeholders, not just shareholders.

Although this may seem idealistic and perhaps Pollyannish today, Drucker’s theory should serve as a north star where business leaders should aim if they want to be successful in the long run. I deliberately provide this caveat because all too many leaders are focused narrowly on the current share price and the next quarterly earnings call. This is often because they are measured far too strictly by these short-term financial results above and beyond all else.

The man largely credited with coining the term “knowledge worker” back in 1959, Drucker stated that “knowledge has to be improved, challenged, and increased constantly, or it vanishes.” He wasn’t just speaking of leaders, but all knowledge workers.

If we take away only one thing from formal education, we should embrace the idea of lifelong learning. Be it high school, college, or graduate school, it’s vital to continually seek out new information, especially when it challenges our current thinking. Confirmation bias is easily achieved by tuning into our favorite media echo chamber, social media group or a simple Google search. What’s hard is seriously considering alternative perspectives and staying open to different ideas.

My favorite and most often repeated Druckerism is “management is doing things right; leadership is doing the right things.” Leadership is about continually questioning and confirming whether what you’re doing is the right thing to do. Peter Drucker once wrote that the leader of the past knew how to tell, but the leader of the future will know how to ask. The further you rise into leadership, the more important are the questions you raise.

With regard to decision making and influence, Drucker stated the following:

Every decision in the world is made by the person who has the power to make the decision. Make peace with that.
If we need to influence someone in order to make a positive difference, that person is our customer and we are the salesperson.
Our customer does not need to buy; we need to sell.
When we are trying to sell, our personal definition of what value is far less important than our customer’s definition of value.
We should focus on the areas where we can actually make a positive difference. Sell what we can sell and change what we can change. Let go of what we cannot sell or change.

In my work as an executive coach, these five ideas are especially relevant for many of my clients to embrace if they want to increase their effectiveness as a leader.

The idea of “serving the common good” may have been disregarded by many organizations, but it is now embraced by companies who don’t see shareholder value at the expense of all the other stakeholders, including employees, suppliers, and customers. Increasing shareholder value can be coupled with increasing stakeholder value.

Even the famous free market economist Milton Freidman, who wrote the New York Times Magazine article “The Social Responsibility of Business is to Increase its Profits” that shaped business practice for the past 50 years, would question many of the disreputable behavior of companies today. This is because Freidman also wrote about the “respect for ethical custom,” which doesn’t get much attention. By this he meant that if theft against the shareholder is wrong, then so is theft for the shareholder. Such theft could be in the form of companies abusing their power or depleting collectively owned resources (air quality, water quality, communities, etc.) without compensating owners.

Clearly companies who embrace serving the common good as a corporate value are much more likely to attract Millennials and Gen Zers, who are looking for their careers to be more than simply creating wealth for shareholders. The same is true for customers who, when faced with a choice, will choose brands that exemplify who they are and what they value.

Peter Drucker’s wisdom is embraced by leaders who will be successful going forward. And that’s good for their companies, employees, customers, communities, and the environment.

Threshold of an Opportunity

June 3, 2022

The fractured discourse in society over race, abortion, guns, politics, public health, and many other things threatens the fabric of what makes this country so great. We used to respectfully disagree and continue to be united as citizens. Now we are dangerously polarized. Where once we could compromise, now there is only me or you, win or lose.

E Pluribus Unum translates as “out of many, one.” This is emblazed across the scroll clenched in the eagle’s beak on the Great Seal of the United States and originates from the concept that out of the union of the original Thirteen Colonies emerged a new single nation. Today there are Red states and Blue states.

We are in a liminal space: between what is and what is to come. The word liminal translates from the Latin word “limi,” which means threshold. Our society may be leaving one way of life behind and transitioning to something altogether different.

Businesses are facing a liminal space too. How do they entice employees to return to the workplace? The great resignation has morphed into workers demanding more control over when and where they do the work. Leaders are challenged to find a way.

“A leader’s primary role is to create the future,” says Mark Miller, author of Smart Leadership: Four Simple Choices to Scale Your Impact. “Our vision for the future should never be an extension of the present or a return to the past. Normal is the realm of a manager who sees his or her role as controlling what is. The leader, by contrast, doesn’t want to control—she seeks to release the potential of her people and her organization. There is nothing normal about a preferred future. Without the liminal space, escaping normalcy is unlikely, and so is a better tomorrow.”

It is important for leaders to see this liminal space as an opportunity. Reflect on the changing times and the abundance of possibilities for those who embrace rather than resist it. Create a vision for the future. Release the potential of your people and of the organization.

The COVID-19 pandemic led to a recognition that a change in the workplace is necessary. Consider the rise of union organization, demand for accountability on climate change, #metoo movement, Black Lives Matter, and Diversity, Equity, and Inclusion programs.

Many corporations may have to: shift from overly rewarding CEOs and shareholders at the expense of employees and customers; challenge the assumption that the reason for all white males on the leadership team and boardrooms is because there aren’t qualified woman and people of color; provide a ROWE (Results Only Work Ethic) environment where only the work results are measured and not the time in an office cubicle.

Look at this liminal space not simply as a time to address problems but to embrace the opportunities.

“In every area of effectiveness within an organization, one feeds the opportunities and starves the problems,” wrote Peter Drucker, author of The Effective Executive: The Definitive Guide to Getting the Right Things Done. “Nowhere is this more important than in respect to people. The effective executive looks upon people including himself as an opportunity. He knows that only strength produces results. Weakness only produces headaches—and the absence of weakness produces nothing.”

At this threshold between what was and what will be, leaders must courageously embrace what is possible and move forward. This liminal space is the launching pad for transforming the old ways of working to meet the new challenges of today. Our future depends on it.

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