How to See Your Goals Clearly and Solve Problems
Sometimes, when we are surrounded by challenges, it seems very difficult to see a way out. It’s as if we’re surrounded by heavy fog and we don’t know which way to go.
This concept was brought home in a wonderful story that Peter, a subscriber to this program, shared with me in a recent e-mail. I’ll let him tell you what happened…
“Thanks for your excellent piece on changing your perspective. It reminds me that I learned the same lesson as a youngster…
Many years ago I took a long sailing trip with some of my sailing buddies. It was a hardy sort of trip starting in Labrador, sailing around icebergs and finishing up the St. Lawrence Valley north west of Quebec City.
We had a lot of adventure in this trip and those stories could fill a few more emails, but it is the last day of the trip that fits with the theme of perspectives.
On the last morning of the trip, my best friend and I were alone on the boat as the others had disembarked at a port more convenient for land connections than the port where we were to leave the boat.
That morning we were in a thick fog in a part of the St. Lawrence that is full of small islands and shoals and is also in the shipping channel.
GPS hadn’t been invented and we didn’t have any electronic navigation equipment on the boat except for a depth sounder. We were doing our navigation the old way. Well, we got disoriented in the fog and we started to panic. We could hear fog horns and sea gulls. Both warnings of approaching hazards.
Fog horns meant a big cargo ship or a land obstruction and sea gulls meant the shore or beach. The depth sounder was all over the map because of the difficult water we were in.
We had changed direction so many times in panic that we had no idea where we were on the charts. We were at a loss until my friend realized that if he climbed the mast, he might get above the fog and have a clear view of our location.
Well, that was the solution. From high up on the mast my friend could see exactly where to go next and we both learned an important lesson on perspective.”
Isn’t life sometimes exactly like Peter’s dilemma in that boat? Sometimes we just need to get a different view of our circumstances.
Sometimes we just need to focus on doing one productive thing without trying to solve a number of problems all at one time.
One question that has helped me greatly in the past, when I wasn’t sure what to do about a problem, is as follows:
“What is the most productive thing I should be doing right now?”
Then, go do that one thing. When done, ask yourself the same question again and do something else that is productive.
Before you know it, you may find yourself at the top of the mast and things might look a whole lot clearer.
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A Clear View Affirmation
I do the most productive thing at any given moment.
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~Boaz Rauchwerger
See more Boaz Power TV here
http://www.youtube.com/user/BoazPowerTV
Taking Care of Your People Takes Care of Your Business
In an economy where every dollar is cautiously and carefully spent, the most important investments become apparent. Companies admit the secret to their success is their employees. Even in a down economy, investments in employee programs are on the rise.
Organizations with strong employee development initiatives achieve a critical competitive advantage. A global workforce survey conducted by Towers Perrin found that companies with the highest levels of employee engagement achieve better financial results and are more successful in retaining their most valued employees. In fact, companies with the largest percentage of engaged employees experienced an increased operating income of 19 percent. By engaging employees with development and training programs, they believe the company values their efforts and feel a part of the organization’s overall success.
For four years, Helios HR has hosted the Apollo Awards, a program dedicated to recognize employers that invest in employee development initiatives. In parallel, leading market research firm, Market Connections, collects survey data from all nominees. This data is analyzed in a best practices program overview. Through the Apollo Awards, executives and human resource (HR) professionals can learn about the actions of enlightened and innovative organizations, which exemplify strong HR programs. Certain commonalities become evident, this year a clear trend emerged: leading companies are offering their employees customized training programs in skill development (i.e. personal, time management, technical) via a diverse array of learning channels.
Offering Multiple Channels of Learning
The finalists for our awards program take very unique approaches to employee development, but one common thread is in offering customized training through different channels. Most of these top organizations offer a variety of employee development opportunities such as peer-to-peer mentoring, attendance at events, seminars, online training and instructor-led classes so that employees can select the training that will be individually most effective.
The benefits of offering different learning approaches can include increased retention, a positive effect on company culture and productivity, improved ability to effectively recruit, enhanced quality of work, and increased organizational expertise. Reduced opportunity cost also occurs when employees are assimilated into an organization more rapidly. Two of these forward-thinking organizations, Dewberry and Métier, offer customized programs, with a variety of channels to cater to individual learning styles and preferences.
Dewberry’s Blended Learning
Dewberry, a professional services firm, recognizes that people learn different ways; therefore, they utilize a blended learning approach. This approach offers employees a variety of learning channels as part of The Dewberry Learning Center including: classroom, software, mentoring, coaching, one-on-one, seminars and brown bag lunches, among other approaches.
One key to Dewberry’s blended learning success is in involving internal resources such as corporate leadership to host or participate in the programs. The active involvement of top executives impresses upon employees the seriousness of the training and demonstrates that their efforts are valued.
Métier’s Development on Day One
Métier, a project portfolio management solutions provider, doesn’t have an assembly line. Tweaking and fine-tuning the organization is all about polishing their greatest asset – the employees. Métier considers each employee’s learning abilities and needs with customized development beginning on the employee’s first day. Every new employee attends a two-week orientation known as Boot Camp, where each individual’s strengths and weakness are assessed to provide a benchmark for their career-long professional development activities. The Boot Camp also provides instructive and interactive orientation in a variety of learning ways such as instructor-led, computer-based, seminars, webinars and on-the-job-training.
Métier’s approach paid off: the company witnessed greater employee camaraderie and improved knowledge retention. In fact, when Métier shifted Boot Camp from one week to two weeks, the percentage of employees with tenure of one year increased 25 percent and tenure of two years increased by 12 percent.
One Size Does Not Fit All
Dewberry and Métier are just two companies finding value in offering their employees multiple development opportunities. It’s no surprise that both organizations are service providers that understand their success is tied to the performance of their employees. Both provide innovative employee development initiatives. We can look to these companies as models in implementing strong programs.
Companies that don’t explore developing their greatest resources – their employees – will loose a competitive advantage that can be a costly loss. Organizations are quickly finding that there is no “one size fits all” approach to learning.
Hubert Humphrey, former Vice President of the U.S. put it very simply, “There are incalculable resources in the human spirit, once it has been set free.” And it was Oliver Wendell Holmes who quoted, “The mind, once stretched, never regains its original dimension.” Innovative employee development practices offered through multiple learning channels provide an organization the opportunity to stretch beyond “its original dimensions.”
~Kathy Albarado
The Neuroscience of Leading
One of my leadership coaching clients had a challenging week. A direct report filed a grievance against her that my client feels is completely unfounded.
How would you react in that situation? Thanks to what neuroscientists refer to as the “negativity bias” of the brain, most of us wouldn’t handle it very calmly.
I recently interviewed two experts on the neuroscience of getting along with others. Dan Goleman (author or Emotional Intelligence, Social Intelligence, and several other best-selling books) described the brain’s natural reactivity. He explained, “The brain is wired so that if the amygdala [the threat detection center in the limbic system] thinks there is danger, it can hijack the rest of the brain in a second. The neocortex, or the thinking part of the brain, takes much longer to get the message. So, the amygdala is able to use kind of a hair trigger mechanism when it thinks there is danger to take us over before we have the full rational understanding of what’s going on.”
My client was initially upset when she heard about the grievance. Because she understands how her brain works, she caught her reaction pretty quickly and was able to stop herself from saying or doing something that would make matters worse.
In our coaching conversation, she was even able to keep her direct report’s mind in mind.
Rick Hanson is a neuropsychologist and author of Buddha’s Brain: The Practical Neuroscience of Happiness, Love, and Wisdom. Rick described my client’s ability to create a Theory of Mind. That’s the capacity to construct “a notion of what in the world is going on inside the head of other people…If someone is treating you badly, a really effective thing to do is to pause, have compassion for yourself, get on your own side and then try to look clearly at what in the world is going on here. Because you have paused, you are buying yourself time. Try to sense what the hurt is in the other person.”
When I asked my client what she thought was going on for the woman, she replied, “I don’t know exactly. I just know that something is wrong. She doesn’t feel safe enough to come and talk with me about what’s bothering her.”
My client decided that her best strategy was to give the woman a cooling off period while the grievance is investigated. In the meantime, her direct report has been performing her job well and talking with my client in a very professional manner.
Whenever possible, keep the mind in mind.
You can hear my interviews with Dan and Rick on Peace Talks Radio at http://www.goodradioshows.org/peaceTalksL85.htm.
Suzanne Kryder