Look for Humor Amidst Polarization

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“I think the next best thing to solving a problem is finding some humor in it.”— Frank A. Clark

A client told me how angry he was with his long-time business partner. “How can he be so stupid?”  The partners were disagreeing again about something they heard in the news. One assured the other that President Obama did not wire-tap the Trump Tower in New York. The other partner as vehemently stated that it was true. Neither actually knew the truth at the time. Both felt agitated by the news and were confident that they were “right.”  

The challenge for these long-time business partners is that because they began to assert their view and consider the other wrong and unintelligent, they began to experience their trust disintegrating.  My client was stressed and talked to me and others about his incredulity. Their disagreement drained their energy. What’s more, they also began to see division in their organization, as staff members began to take sides. A lot of energy was wasted around this simple disagreement.  

What could they do?  I empathized with my client and supported him in cooling down. He did not want the political divide and polarization taking place in Washington to hurt his business and his stress level and health. While he felt that he was “right” on this issue and many related issues, he practiced breathing and recalling that his partner did indeed have many positive characteristics.  Even more important, he valued their relationship. He appreciated our discussion about how our background experiences color our perception and have each person paying attention to different data. As a result, everyone comes to a slightly different (or vastly different) conclusion.  My client wanted to remain open to his partner. He remembered to “assume positive intent.” We concluded that using humor would be a viable option. He agreed that he wanted “success” with his partner more than being “right”.

So my client began to look at the humor of the situation. Here they were arguing over things that were out of their circle of influence.  Isn’t it amazing how people can see things so differently? My client was able to perceive future differences with a lighter attitude and was not so committed to being “right”. He imagined a dog letting go of a coveted bone. He joked about how his old problem of being “right” was emerging, like his old knee injury from high-school sports. Most importantly, my client laughed at himself for becoming so committed to being right when it really didn’t matter that much to him.

I also encouraged my client to recall what he liked about his business partner and longtime colleague.  He was able to identify many strengths including his ability to attract clients and manage staff and he was fun to be with (most of the time).

Look for ways you can be open-minded when you face a colleague with a different view. See the humor in your polarization and laugh first at yourself for your desire to be “right” and the costs associated.  It is useful to look at the bigger picture and the common ground. In this case, my client and his partner both wanted their business to succeed as well as their friendship.

Let me know how it goes for you. Contact us at www.Potentials.com.

Experience Gratitude

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Gratitude can transform common days into thanksgivings, turn routine jobs into joy, and change ordinary opportunities into blessings.”—William Arthur Ward

By now you are likely to have heard of the many benefits of being grateful. You will experience more inner ease, notice more good moments and be able to connect more easily to others. Not bad.

However, it is not enough to have a gratitude journal or casually identify what you are thankful for. Ideally, you build the habit and neural pathway of noticing and expressing gratitude.  You will benefit from actually experiencing gratitude in your body.  For example, you will feel warmth in your chest or heart area as you are grateful for a child or friend or a job.  Too often, we focus on what we don’t have, or what could go wrong and we experience more fear and anxiety.

We need to build the habit of experiencing gratitude. This is especially important during these periods of unprecedented disruption and change. This means continually noticing and appreciating the good around us. Our emotions are contagious.  As leaders, we need to positively influence and support others.

I will never forget waking up one night and experiencing gratitude for my life rather than my old pattern of worry and fretting about what I need to do and what I don’t have. I developed the habit of being grateful and it made a big difference for me and those around me.

Try an experiment of loving your life and being grateful for all you have. We forget to appreciate the abundance. This becomes clear to us when we see others who do not have enough food, friends, money or a home.

Really allow yourself to focus on what you do have and experience gratefulness.  Let me know how it goes.

Contact us at www.Potentials.com.

We All Want to be Respected

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“One of the most sincere forms of respect is actually listening to what another has to say.”—Bryant H. McGill

We each assume we know what respect is, based on our personal experiences. Caregivers and teachers spend a lot of time emphasizing signs of respect. I often encourage my young daughter to say “Good morning!” and “Please” and “Thank you.” I remind her about holding doors open for others, letting others help themselves first at a meal or get on the elevator first, telling people what she appreciates about them, and writing thank-you notes. Others reinforce my teachings by praising my daughter for her polite and respectful behavior. She experiences the benefit of being respectful. I’m confident that she will continue such behavior as she becomes an adult. She may also teach her children similar acts of respect.

However, not every child learns the same behaviors. Different actions are emphasized in different households and neighborhoods, depending on what seems most important—time and energy permitting. We need to appreciate that different forms of respect are emphasized in different families, communities, and cultures. For example, Nisha, who is from India, always brings a gift when visiting.

The golden rule has been taught in our schools and churches: “Treat others how you want to be treated.” Actually, we need to “treat others how they want to be treated.” I remember when a friend was very excited about the gift he had bought his wife for a holiday. He told me it was a set of car tires! That, by the way, was the very thing he had said he would love to receive. Reports were that she was not as excited about the tires as he was.

To respect another person, first have the intent to be respectful. We need to make an effort to see the person as a unique individual. Then we need to consider what is most important and what would best meet the other’s needs. We can gather this information from observation or asking that person or others close to him or her. After taking action, we need to pay attention and observe whether the person receives it as a sign of respect, as we intended. If not, we can have an open-minded conversation to learn more and determine what to do next.

Contact us at www.Potentials.com to tell us what respect means for you.

Are You Experiencing Positive Emotions?

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“Gratitude is the healthiest of all human emotions. The more you express gratitude for what you have, the more likely you will have even more to express gratitude for.” —Zig Ziglar

It’s one thing to understand that compassion, gratitude and other positive states will benefit us in our interactions and another thing to actually access these experiences when we need them.  Because of our natural negativity bias which we use to protect ourselves, we tend to pass over the positive states.

Once we decide we want to be more grateful, like any skill, we need to develop the habit of actually being more grateful. Fortunately, we know now about the neuroplasticity of the brain and that we can learn and develop in a relatively quick time (with intention).  It is not enough to meditate or think about gratitude.  We need to reflect on what we are grateful for. For example, one of my executive coaching clients began to devote five minutes at the start of his day to call to mind his team members and recount what he appreciates about each person. This was not a rote counting of their strengths; rather, he allowed himself to experience real gratefulness and noticed that he felt warmth in his chest as he did so.

Rick Hanson, a well-regarded neuropsychologist shares that it is not enough to experience activation of gratitude. We need to actually enjoy it and stay with it and extend the state for a few moments. He emphasizes that savoring the experience supports us in building or installing the neural pathways, so that we can develop the habit of accessing positive states that will serve us and our relationships.  

My executive client found his five minute ritual of experiencing gratefulness for his team members to be transformational. He became much more aware of how happy he was with the team and he became calmer and actually started giving more recognition to team members.  His intention and reflection and savoring actually shifted the entire culture of his team and it spread outwards and influenced the larger organization as well

Make it your intention to experience gratitude. Notice your sensations and bodily experience as you do. Savor the experience in order to build the neural pathway of the emotion. Make it a practice to remind yourself of your intention.  

Contact us and tell us what you are presently feeling grateful for and how you practice feeling so.

The Power of Awareness

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“The first step toward change is awareness. The second step is acceptance.”—Nathaniel Branden

We have each adapted habitual patterns. Researchers estimate that 95% of our behaviors are, in fact, habits.  The benefit is that we take actions without expending a lot of mental energy for decision-making.  Many of our habitual patterns serve us; however, some are no longer useful.  The challenge is becoming aware of our patterns and making choices about what will support us in achieving our goals.  It is useful to appreciate that we each have blind spots.  I often coach executives who do not see that some of their behaviors are causing them to fall short of achieving their goals and even derail in their careers. Often, when under stress, leaders exert more of their habitual patterns that are hurting them such as not listening, criticizing, ignoring or becoming defensive.  

It is useful to make it a practice of noticing your thoughts.  You may find that you are constantly criticizing someone or yourself, complaining about too much to do and feeling stressed about a situation.  One of my clients realized that she felt overwhelmed by the need for a reorganization in her department and having a new boss. Under such stress, she buckled down to work and developed the reorganization plan without consulting or including others.  She also failed to inform her manager about the changes she was making. There was a lot of resistance from the staff, and her manager did not support her since he was excluded from her planning, as well. The disruption cost her on many fronts.  

Upon reflection, she realized that her habitual pattern when under stress is to hunker down and do the work herself. This pattern served her in childhood and college, as well as when she had an analyst role earlier in her career. However, the habitual pattern of doing the work herself did not work in a managerial role.  

Another executive found that he was extremely hard on himself.  He would take on very difficult and visible projects and did not appreciate his contribution and success. Despite his accomplishments, he did not feel confident.  He realized that he had a habitual pattern of immediately starting new projects and had an inner voice saying “don’t show-off” that served him in his humble family.  By becoming aware and consciously appreciating his contributions, he was able to be more relaxed and confident.  Because we had created a safe place to explore their habitual patterns, each of these leaders became aware of what triggered their behavior and explored and chose new options that supported them in their goals.

While it is not easy, it is useful to stop and reflect. You can ask for feedback and often people will be glad to share if they sense you are open to learning.  You can ask others to collect perceptions and engage in a formal coaching process to learn more.  A key for success for leaders and anyone is to become self-aware and then make choices that support your goals.

What are some of your habitual patterns that you can bring to awareness and subsequently be at freedom to choose what will best serve you in your current situation?

Contact us at any time with your thoughts.

Build rapport to meaningfully connect with others

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Have the intention of connecting with people by building rapport and finding common ground with them. Build rapport before launching into giving feedback or stating a need. People who are socially adept find this process easy and natural. Others say that they don’t find what they may call “small talk” easy.

Building rapport helps the person you are talking with to feel at ease and open to you and the conversation. By smiling and showing some interest, you help others feel safe and understand that you are not likely to hurt them. Inquire about or share information about something you have in common. Topics could be the weather, the commute, sports, children, vacations, something happening in the news, a company development, or health.

In workshops, I ask people to share something about themselves with the group. As we share about ourselves, we are a bit vulnerable. Invariably, in these brief conversations, participants begin to build rapport and feel connected. We often feel alone or feel that others don’t connect with what we do. When we build rapport, we feel less alone and more connected with others. It is human nature to feel connected when we have shared a similar experience.

One participant felt connected with someone who went to his high school, even though they had never met and went at different times. They felt they shared similar experiences. We want to be understood. Even on small issues, having some shared experiences helps us feel understood and see another as more of a friend than a foe.

We look for these connections naturally. When we first meet someone, we look for common ground. For instance, when we learn we both have young children, we relax a bit since we feel more understood by this stranger. Strangers can easily talk about the weather since both are experiencing it. Even a brief comment about how nice it is finally to see the arrival of spring creates a sense of connection in an elevator conversation.

Find something you have in common with others. The following conversation openers will help:

  • Do you come from a large family?
  • Do you like action movies?
  • Did you see the television show last night; can you believe the news?
  • How about that player and sports team?
  • I understand from Joe that you love photography, too.
  • It sounds like your children have the same musical interest as mine.
  • I see from the bag you’re carrying that you also go shopping at….
  • Do you like my shoes?

You don’t always have to build rapport immediately before an OASIS Conversation. If you make the effort to talk with a person and connect with her regularly, then when it is time for your conversation, the other person will already know you are friendly. If a power differential exists between you—you are the person’s manager, for example—remember to show interest in the other person. You will appear more human and show respect for the other person. People notice managers who show no interest in them and only see staff members as tools for getting work done; then they have less energy for supporting the manager.

How do you determine how much small talk is useful? Pay attention to the other person’s behavior. Some people only like a little small talk before they will start to squirm or switch the subject to work matters. Follow their cue. Others will not seem relaxed and need more conversation to build rapport. Notice when a shift in energy occurs; then it is okay to shift subjects. This skill can be learned by carefully observing others.

This excerpt was taken from my book OASIS Conversations.

Questions on the OASIS process and on building rapport? Contact us at www.Potentials.com

Are You Creating a Coaching Culture in Your Team or Organization?

pablo (18)“What’s really driving the boom in coaching is this: as we move from 30 miles an hour to 70 to 120 to 180…as we go driving straight down the road to making right turns and left turns to abandoning cars and getting motorcycles… the whole game changes and a lot of people are trying to keep up, learn how not to fail.”—John Kotter, Harvard Business School

A recent study by the Conference Board revealed that top organizations are now exploring how to create coaching cultures. A survey by the International Coach Federation of over 500 of the largest companies in the United States found that companies with strong coaching cultures tended to have higher engagement and greater revenue growth in relation to industry peers. Such a culture does not diminish the need for performance and results but works on creating an environment where there is more dialogue and openness and encourages team members to explore new solutions to achieve greater results.

How would things be different if your team members worked on being open to one another and had strong connecting skills of listening and asking questions and establishing clear agreements? We all live in times of rapid change and uncertainty. We need to be resilient and innovative to stay in the game. Yet, people continue to be drained by the challenges of communicating with and inspiring their colleagues.

As an executive and team coach, I hear about the stress leaders experience when there is miscommunication, misalignment and mistrust. What’s required are open-minded conversations where people assume positive intent, seek understanding and can find common ground and shared purpose. Leaders and other professionals need the mindset and skills of coaches to create positive environments that enhance motivation and productivity.

I have supported cultural change in organizations for several decades. You need to equip team members with the mindset and skills to be effective. In addition, you need to address the systems and organizational norms to create an environment that fosters innovation. We have all experienced the difference in being in an environment that is open versus one that is closed. Working in a coaching, or what I call an open mindset culture, is the difference between feeling excited and supported for realizing results versus feeling constrained and drained.

People are quick to adapt an open mindset and coaching skills because they see their effectiveness and experience developing personally and professionally.

Feel free to contact to discuss further. www.Potentials.com

Mindfulness on the Go

A coaching client told me that she enjoyed her morning quiet meditation and that she felt centered for a few hours.  As the day proceeded she felt less calm. She wondered if she should start meditating more times during the day and was a bit stressed about how to fit it in her busy day.

The value of taking a few minutes for quiet on a regular basis is to essentially practice being calm and building our skill of noticing and coming back to the centered state so we can do so in the midst of our activities.

It is not uncommon to become reactive and stressed as we face the challenges of daily life.  It is great to build the habit of becoming aware of our internal state and then centering. It is useful to build the habit of noticing your internal climate, naming your emotion and then shifting to become calm.  There are many ways to build this habit. You can notice your feet and feel grounded as you transition from one activity to the next and then calm yourself for the next meeting or interaction.  You can also focus on what you are grateful for as you hear the phone ring or stop for a light when driving.  You can give yourself reminders such as a tone on your phone or a note to yourself to remind you to reset and experience ease and calm on the go. You can also use moments of irritation as reminders to shift to being open. These small shifts support you in building the habit of experiencing ease and openness.

Notice how with practice the mindful process becomes automatic.