Do you know what it feels like to tread water in churning seas, to work in an environment where people are disengaged and have stopped caring for the work they are hired to do and for other people? When countless meetings bring little relief, behind-closed-doors-talks create a suspicious, unhealthily competitive environment, and the best talent is one foot out the door while others hide behind busy work and computer screens? I certainly do!
I have also seen how heart-wrenching it is for managers, who have a great team and who are trying their best to operate in an environment where ambiguous communication and constantly moving goal posts makes it nearly impossible to succeed. Their staff feels like they can never score a win and the atmosphere just kills all creative thoughts and fresh ideas.
It does not come as a surprise then that the 2015 Gallup Poll on Employee Engagement in America reports that 31.5% of the corporate workforce is engaged, 51% is not engaged and 17.5% is actively disengaged. That means almost 70% of the workforce in corporate America is just going through the motion, unmotivated to put in their best efforts or has resorted to reactive and negative behavior. That is a tragic waste of talent, energy, and resources.
If you are seeing indicators of this downward spiral in your organization, if you are regularly feeling dread as you prepare to go to work in the morning – be encouraged, there is a better way. We have studied what sets great companies apart and we know what conditions energize management and staff to courageously and actively pursue big visions that excite and inspire their customers.
At Butler Communication, we know how to generate unrestrained creativity and innovation with a fully awakened and engaged work force and we can show you how to create that for yourself and replicate it at all levels in your organization. READ MORE
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If you are traveling from the United States to Germany for the first time this summer, I suggest you get comfortable with the idea that in most German restaurants and especially in Biergartens and other outdoor eateries, you will dining with strangers if there are open seats at your table.
Unless you have reserved a table in a restaurant in advance, tables are not considered private. If seating space is limited, wait staff and patrons will try to utilize every available chair. So if you are seated at a table for 6 and you are only occupying two chairs, don’t be surprised if someone asks you politely if the chairs are taken or if they are available fully expecting to hear an equally polite “Please have a seat!” if you indeed have no need for these empty chairs. In most cases the joining party will carry on their own conversations and while one is expected to share the table, one is not expected to share the conversation – in fact that would be considered slightly strange if not rude if you were to butt in on the other party’s conversation.
What do you suppose German and American Public Dining Customs might tell you about the respective Cultural Values?
Successful negotiation in the face of disagreement requires well-developed communication skills and you enter a whole new and bigger arena when you operate from a place of different cultural meaning making.
Erin Meyer’s HBR article “Getting Si, Ja, Oui, Hai, and Da” highlights the intricacies of cross-cultural negotiation. Interestingly enough, the article assumes that everyone is aware of their own communication style. What I am finding in my research and my work with executives business leaders is that many are not aware of their own communication and negotiation style. They do what they learned and what worked for them in specific settings and they are surprised when what worked in one arena is not met with success in another. You don’t even have to cross international borders and add a layer of linguistic challenges. Just attend a virtual team meeting with persons from New Jersey, Idaho, California, and Southern Virginia and you may witness a “Great Disintegration” happening, when team members champion different approaches and are trying to work towards a solution to an issue in which they are all stakeholders.
My work as a leadership coach starts with self-awareness and works from the inside out:
- Who am I as a leader?
- What are my values and beliefs?
- How do they fit with the values and beliefs of the people I interact with?
- What results do I want to achieve and how may I have to adjust my communication style to bring others into the conversation and have them be heard?
- How do I need to listen so I can truly hear what the other is saying?
- How do I communicate that I understand their concern and how do I then invite them to work towards an integrated solution?
- Am I unbiased enough to lead this discussion or should a more neutral person facilitate the conversation?
- Am I really asking for input and feedback or has the solution already been identified and am just trying to create buy-in but the issue is not open for co-creating a different approach in dealing with the issue? (Your team will quickly see through a “fake negotiation” and this approach usually backfires with behind-your-back talk, distrust and disengagement.)
When dealing with diverse teams, creating shared meaning is crucial and the explicit confirmation of a shared understanding of conditions of satisfaction is an important component of successful negotiations with diverse teams.
Curious to learn more? Let’s talk!
With the intent to keep my content relevant and fresh, I am always on the lookout for leadership inspiration in a variety of different places. This month’s musings were inspired by the acronym T.H.I.N.K. introduced to me by Pastor Beth Neubauer from Emmanuel Lutheran Church in Vienna. To pause and think before speaking is always a good move and as my seminar participants know, I am a very avid proponent for pause practices and slowing down at times when the pulse quickens. Thus, pausing and applying the acronym consistently may produce even more effective communication results. Give it a try and let me know how it works for you!
Before you speak, T.H.I.N.K.:
1. T – Is it True?
Of the 5 things to ponder, this may be the trickiest. Facts and truth seem to be distorted with smoke and mirrors in too many public debates in the recent past. Allow me to try to simplify the concept of “true”.
The first step would be to consider whether what I am about to say is accurate and based on facts or whether is it my personal interpretation of how facts present themselves to me. This clearly touches on the SOAR notion of Assertion = something can be evidenced to be true or false vs. Assessment = my personal interpretation and judgment of a certain set of circumstances. In other words: is what I am about to say based on facts or my personal opinion? A clear distinction between both may foster alignment in a conversation: This is what actually happened and this is what I think/ how I feel about it…
2. H – Is is Helpful?
Do I speak in the spirit of improving the situation or am I saying something to prove that I am right? I have made a mental Post-It note for myself and plastered it all over my brain synopses because the honest answer to that question is often very revealing to me and I know especially in my conversation with my teenage sons, I ought to take more breaths or more often than not hold my thoughts and keep them from spilling out of my mouth.
Do I say what I am about to say to create a better future or am I trying to right the past and come out as the winner of the argument? Will my words help the situation or another person move forward?
3. I – Is it Inspired or Inspiring?
Is the message creative in that it will it lead to new aspirations or improve the situation? Is it likely to motivate others to put forth their best effort? What would make a response (more) inspired or inspiring?
4. N- Is it Necessary?
If the answer is “No” to all the lead questions above, maybe that particular thought is not worth sharing. Consider the intent behind it and what the spoken message is likely to create. Is it necessary to speak the thought out loud and will it create something positive or an opportunity for all parties involved? Does the conversation have the potential to make a difference in the world? It is my opinion that empty complaints with no intention to follow-up with action for example fall directly under the “un-necessary” category.
5. K- Kind
Is the message conveyed in an empathetic manner that meets others where they are? Does it come with the notion of love and support or does it come with the intention to hurt and cut down? Does it consider the other person’s situation and perspective?
My wish is that the T.H.I.N.K. concept would be applied throughout our public discourse, especially on social media. And if the answer is not a resounding “Yes” to at least three of the 5 lead questions, how about taking a break from speaking until there is a thought that IS true, helpful, inspiring, necessary and kind? What do you think?
Be Well and Think, Be, Do Amazing Things!