Leadership Development – Page 2 – Thunderbird Leadership Consulting

Sponsorship: A New Imperative For Leaders

Kevin Monaco on November 16, 2021

by Dorothy Sisneros and Kevin Monaco

Impact of the sponsorship

Dorothy Sisneros

Have you ever been a sponsor or mentor? Or have you been sponsored or mentored? Chances are that at this point in your leadership journey, you have experienced one or all of the development opportunities offered by your organization or have hired external coaches to assist with your goals. In this blog, Kevin and I will explore the nuances and role of mentorship and sponsorship support and how you can become a protégé or sponsor a protégé regardless of your current role in an organization. The path to advancement for women and minorities usually includes being sponsored. Therefore, organizations should consider adding sponsorship to their talent management and succession planning programs.

I have had many amazing sponsors and the odd part is that until the last six months, I didn’t have an official term for what I had benefited from along my journey. I had mentors and coaches help me hone my skills and figure out what I wanted to do and where I wanted to be professionally. In reading several articles, I became aware of sponsorship and realized that my life has been shaped by the fact that several of my sponsors considered me a protégé and that my talents and abilities had been shared with an audience who were receptive to the amplification, boosting, connecting, and defending (Chow, 2021) from my sponsors.

Teachers can be our first sponsors as they open doors, write letters of recommendation, and help guide us into careers they hope will be a match for us. My first sponsor was my high school English teacher and basketball coach. Mr. Richard A Martinez (RA) was an exceptional teacher and incredible coach. He decided that college was in my future and that attending on a basketball scholarship was possible. He connected with the new Women’s Athletic Director at the University of Arizona and my role as a protégé began. He told Dr. Mary Roby about my athletic abilities, my academic strength and shared his endorsement of me as a person.

RA was my first sponsor – he found an audience (Dr. Roby) and connected her to me by telling stories and creating a positive impression. He amplified my abilities by sharing my accomplishments, boosted my potential and readiness for the college basketball experience, and defended me by ensuring her that a small-town “star” would be fine at a large university. Thanks to RA, I attended the University of Arizona on a basketball scholarship and I didn’t let him down. RA was my brand manager and publicist in the days before YouTube, Instagram or TikTok. I share this story as an example of the importance of a sponsor in our lives. I have had several other amazing sponsors and I’m grateful for each of them—I have been a willing protégé.

So, what is the difference between a sponsor and mentor? A mentor is someone who can provide immediate support in the form of guidance, advice and is usually someone who has had similar experiences in the job or position within an organization. The relationship is between the mentor and the mentee. In sponsorship, there is a 3-way relationship between the sponsor, the protege and the audience (Diagram 1). Chow (2021) stresses that sponsorship opportunities for minorities and women need to be intentional. For me, a Latinx woman from a small community of fewer than 100 residents, my path to success was linked to one sponsor who intentionally helped me by using his social capital and persistence to open the door for me and then walking with me into a new world. I still am connected to RA Martinez – we text every day and I can always count on a positive message from him to start my day.

I have taken on the sponsorship role with zest and am intentionally sponsoring several individuals who I admire and respect. I am using my social capital, my connections, and my influence to open doors and walk them through to meet others who can benefit from their talents and potential. I’ve been called a connector and I am proud of that title.

As I reflect, I am grateful to my sponsors – Rosalie Vigil, Richard (RA) Martinez, Dr. Mary Roby, Dr. Amy Steinbinder, Linn Billingsley, Mary Briden, Dr. Marie Pepicello, Dr. Rufus Glasper, Mary Lou Bessette, Sandy Shroyer, April Myers, Dustin Fennell, Dr. Wendy Leebov, Dr. Jan Gehler and others—who saw something in me and connected me to opportunities and experiences that were beyond my dreams as a young adult growing up in a small town in Northern New Mexico.

Chow, Rosalind, Don’t Just Mentor Women and People of Color. Sponsor Them. Harvard Business Review, June 2021.

The Platform and the Protégé

Kevin Monaco

When I first entered the workforce as a high school teacher at a small private school, I had very little knowledge of how to elevate my professional status, and I certainly did not know how to reach my audience. I had many mentors that eagerly shared their passion and knowledge for teaching and I enjoyed a great deal of collaboration with my colleagues. But as I gathered experience and honed my skills in the field, I began to feel that I could contribute at a higher level, in a greater capacity. There was one problem. I had little idea of how to get there. My deepening desire to expand my path led me to ask the questions: How can I surround myself with successful people whom I admire? How can I nurture a desire in them to invest in my success?

I began by identifying people in my life who could serve as my sponsors. Over time, I devoted purposeful attention to these relationships and they burgeoned into formal sponsor/protégé roles. When I reflect on the ways in which sponsorship has changed my career trajectory, the single most important part of the process has been the ‘platform.’ The platform is the protégé’s stage. It is their time to showcase their skills in front of a crucial audience. When we are given a platform, we can be directly involved in the process. Our role is amplified.

The sponsor shares this powerful tool as a way to leverage connections and bring the protégé into the fold. It provides purpose and focus for the protégé’s skills, imparting opportunities to get involved, demonstrate one’s capabilities, and create vital networks along the way. It enables others to notice the unique value the protégé adds within the field or institution. This is why the role of the audience is so critical to this process. When we are elevated on a platform, we can be recognized for our achievements. We can garner experiential growth opportunities that are vital to our professional advancement. We can strengthen our current skills and we can be supported in acquiring new ones.

But there is an important reciprocation as well. It is true that the sponsor carries the connections and social capital, but an effective sponsor/protégé relationship enriches the professional lives of both. This is why the relationship continues. While being teachable and receptive are important qualities of the protégé, it is important to note that the protégé must also be a willing contributor to the conversation, ready to step up to the plate! This is the essential charge of the protégé. It may seem like a lot of pressure, but we must understand an essential facet of the relationship. The foundational cornerstone of sponsorship is that of mutual respect. It is an indispensable ingredient for the success and continued forward movement of the relationship. There must be deep personal and professional respect between individuals in these roles, and respect leads to trust.

On a personal level, it is this precise trust in my sponsors that continues to provide me with the encouragement I need to level up. In a society that largely suffers from imposter syndrome (and I am no exception), we all need assurance at times that we have champions and cheerleaders in our corner. When we trust that we are respected and supported by experienced individuals in our fields, we feel capable of tackling the next stage. The expertise of the sponsor and the potential of the protégé collide to create a mosaic of collaboration, excellence, and purpose. It is through this amplification process that we expand our view of what is within our grasp.

Cultivating a Culture of Courage

Nathan Bachofsky on October 14, 2021

As the world returns to in-person work and school, so many conversations are brought into the forefront of public debate. Businesses and organizations have been working to keep up with the recommendations from authorities and professionals. They take into consideration the unique needs, culture, and values of the organization and include dialogue with stakeholders. Over the past few months, I could not help but fall down the rabbit hole of school board meetings that can be found on YouTube. Many of these videos show concerned parents voicing their opinions over hot button topics.

One video stands out to me in particular of a teenager whose grandmother passed away from COVID earlier in the year. At his local school board meeting, the teenager voiced his support for mandatory masking in front of members of his community. As he spoke, the adults laughed at him and heckled him as he shared the experience of losing his grandmother. In the midst of this shocking behavior, the student continued to share his story, thoughtfully and unwaveringly. Watching this video, I found myself so inspired by this brave act of courage. He demonstrated a level of courage that people twice his age would struggle to show. So how can we be more intentional about cultivating a culture of courage, within ourselves and our communities?

The theme of courage has been on my mind so much lately as I have been working with a team of teacher-leaders and administrators to implement a K-12 One District, One Book program. The premise of the program is simple yet incredibly impactful; each student in the district reads the book Courage, by Bernard Waber. The book, insightfully written and beautifully illustrated, highlights a wide spectrum of ways to show courage throughout our lives. The year will be filled with activities that span grade levels, involve the greater community, and invite guest speakers and programming into the schools, all centered around the theme of courage. We can be intentional about our desire to teach and cultivate courage in our organizations and communities. Consider the ideas below and how you as a leader can foster a spirit of courage in your organization.

Have the courage to be an example

As leaders, if we want to inspire others to be innovative and try new things, we need to be ready to take the vulnerable first step of demonstrating courageous behavior. Embrace this as an opportunity to try something new. Your act of courage should not be a major change that adds more work to your team. Consider demonstrating courage by:

Looking for a new way of seeking feedback from your team, staff, or students.
Attempting a new format for running a team meeting
Incorporating an energizer at the start of an afternoon staff meeting.
Wrapping-up a lesson by asking students or colleagues to share a 1-word check-in on how they are feeling

Let people know you are trying something new. Displaying your act of courage will inspire and give permission for others to do the same.

Celebrate wins and failures

Brene Brown reminds us that courage is contagious. Be the example, give others permission to take risks, get out of their way, and be ready to cheer them on. Take time to honor these moments with others. Knowing what your teammates need is important. Some people enjoy a public shout out, while a private, handwritten note goes further for others. Make supporting your team or students a priority. Create opportunities for colleagues to celebrate, appreciate, and collaborate with one another. Never underestimate the power of small acts of appreciation.

It is easy to celebrate successes, but often we skip the party for our failures. One of my mentors and friends has a sign in her classroom that says, “Mistakes Made Here.” I have always admired it and decided to display the same message in my own classroom. Mistakes make the ground fertile for better ideas and realizations that ultimately optimize an organization’s level of innovation. As leaders, we need to be comfortable supporting others through those failures by helping them debrief, asking how we can be of support, and most importantly, asking the question “What next?”

Have the courage to be open

As the spirit of courage spreads, be ready for a culture transformation in your organization. Embrace a spirit of collaboration and openness. As people become more courageous, they might feel more comfortable to share constructive feedback. There may be more conversations that feel uncomfortable at times, but this is a sign of healthy, effective teamwork. Giving others voice and choice in the decision-making process, coupled with visibility and approachability, will demonstrate a commitment to a positive culture. Be open to the feedback you are receiving. We have the opportunity now to challenge the old ways and potentially make way for new ways of thinking and Watch the spirit of courage gradually inspire others around you to take risks and try new ways of being and doing. Remember to be there to support and celebrate others. Be patient and watch as your new culture of courage takes root, evolving into a community of innovation and collaboration.

Perfectionism – Gift or Curse?

Amy Steinbinder on April 8, 2021

Is pefectionism a gift or a curse? That depends. Our Thunderbird Leadership Consulting co-founder, Amy Steinbinder, reviews the concept.

To Develop Good Judgment…

Jill Bachman, MSN on January 21, 2020

Did you make any decisions for the new year? In our last blog Rory offered a reflective approach using four questions as a guide to help readers act to create a meaningful 2020. In thinking about decisions to act, I came across an interesting article about good judgment ^[1] by Sir Andrew Likierman. ^[2] The author and others contend that even though we may think we have all the information in the world, if we do not have ‘good judgment’, our decisions can be doomed.
Likierman offers this definition of judgment: the ability to combine personal qualities with relevant knowledge and experience to form options and make decisions. Judgment is at the “core of exemplary leadership” according to Noel Tichy and Warren Bennis in their book Judgment: How Winning Leaders Make Great Calls ^[3]. They believe that judgment calls are the single marker of leadership.
To me, making a judgment as a process is clear, but the qualitative aspect of good judgment seems muddier, especially since the outcome of that judgment can often be seen as good or bad, depending on the viewer. I remember my father telling me that I obviously lacked good judgment when as a teenager I did something he didn’t like. . . I missed my curfew because I had to find someone other than the boy I came with to the party (now inebriated) to drive me home. I thought my judgment was pretty good. He disagreed.
Likierman’s article, based on interviews with CEOs and leaders from a broad range of companies, lays out six fundamental leadership practices that are at the heart of good judgment: learning, trust, experience, detachment, options and delivery. He concludes each practice with suggestions for how to improve it.
As you review these practices and recommendations, I invite you use them as an assessment. How do they apply to you, to your organization or community group, perhaps your colleagues?

Is there a recent decision that did not turn out as you expected, in spite of your being as thoughtful and prepared as possible?
Are you struggling with how to create a culture where diverse opinions are truly sought and welcome?
Does your organization suffer from a bias for quick action rather than good judgment?
Could your hiring process benefit from a makeover?

If you answered yes to any of these questions, we’d love to hear from you. Contact us at 602-538-2548 or 602-615-1192. We have the skills and experience to assist you on your journey.

Learning: Listen attentively, read critically

Good listening is at the core of every book and article I’ve ever read about leadership. I’m sure you too can state all the reasons why attentive listening is so important. Likierman makes the point that the listener is really mining for information. Smart leaders, he says, demand quality, press for it even, in the information they receive. Volume isn’t important, in fact it’s distracting in our era of information overload. Is it well-reasoned and clearly explained, are conclusions obvious? He also points out our human tendency to take the written word at face value, rather than consider it with a healthy dose of skepticism.
How to improve listening and reading:

Ask deep and thoughtful uncovering questions and consider body language to bring forth what isn’t said.
Look for gaps and discrepancies in what we’re learning.
Be aware of our own filters and biases. . . do we rely on one point of view, one news or business news source only? Do we know what makes us defensive and likely to reject something uncomfortable?

Trust: Seek diversity, not validation

Examples abound of executives and leaders who insulate themselves by choosing to be surrounded by like-minded people. It is not uncommon for those companies to experience large scale failures, if they are big enough, and failure to thrive if they are small. Though it is comfortable to be with people who share the same world view, that need for comfort should be saved for after hours. It is only in integrating diverse perspectives that we will have access to all the information needed for good judgment.
How to enhance a culture for broader points of view:

Cultivate sources of trusted advice.
Find people who will tell you what you need to know, not what you want to hear.
Seek out different points of view. Ask for them, don’t wait for someone to timidly come forth because they see things differently than you.
Learn to evaluate the process of someone’s judgment. Try to discover how someone arrives at a decision and action as well as a project’s outcomes.

Experience: Make it relevant but not narrow

There is much to be said for hiring someone who has a lot of experience in your industry, but make sure there is breadth to it as well as depth. Someone who has years of experience in a fairly narrow niche, for example, out-patient surgery, may find themselves making “easy” judgments out of habit, or overconfidence or familiarity.
How to improve the experience factor:

Evaluate your own past experiences honestly in making good and bad judgments. Review those situations to see what else you can learn.
Recruit a smart friend who can look over your shoulder and be a neutral critic.
Work to expand the breadth of your own experience.

Detachment: Identify, then challenge biases

The skill of detachment is a difficult one to master because it requires us to set our egos aside and remove any personal connection to a particular outcome. Acting with detachment is easier if we are able to understand and address our own biases.
Some ways to improve detachment:

Understand, clarify and accept points of view different from your own.
Try out role plays and simulations, letting people take on different perspectives to see what they learn.
Support leadership development programs; they broaden exposure to leaders with different thinking, experiences and points of view.
Assume that mistakes will occur. Plan for them.

Options: Question the solution set offered

The author makes the point that even though you might be offered two options to choose from, often as not there are more options that haven’t even been considered. There are always more. Not taking action is an option as well as delaying a decision. It is important to explore as many options as possible and try to surface the unintended consequences of each.
Improve your options:

Press for clarity on poorly presented information, challenge it if information is missing.
Be aware of two risks associated with novel solutions – stress and overconfidence – and mitigate them if possible through piloting one or two before full implementation.
Understand that people often have personal stakes in an outcome. Try to figure that out and factor in others’ biases.
Be aware of the rules and the ethics that will bound a good judgment.

Delivery: Factor in the feasibility of execution

You can make all the right choices but lose out if you don’t exercise judgment in how and by whom those decisions will be carried out. What are the risks of half-hearted or poorly thought out implementation plans? Likierman points out that people with flair, charisma, creativity and imagination may not be in the best position to deliver the results you seek.
Ways to improve on the good options:

Make sure the people you choose to implement have the type of experience that closely matches up with its context.
Seek out ideas from your team about what might cause a proposal to fail.
Do not let yourself be pressured by an arbitrary timeline if you don’t have the right implementers.

There is a lot to be learned about the science and art of leadership. If, as Tichy and Bennis claim, judgment calls are truly the single mark of a leader, looking for ways to turn our OK judgments into good ones is well worth the effort. If you made some new decisions for 2020, reviewing and following the points above could strengthen your results. . . Good luck! And give us a call if you’d like to discuss your situation and how we can assist.
PLEASE NOTE: We are making some improvements to our website in February. Look for the return of our blog in March.
^[1]https://hbr.org/2020/01/the-elements-of-good-judgment (accessed 1/14/20)
^[2]Sir Andrew Likierman is a professor at London Business School and a director of Times Newspapers and the Beazley Group, both also in London. He has served as dean at LBS and is a former director of the Bank of England.
^[3]Tichy, Noel and Bennis, Warren. 2007. Judgment: How Winning Leaders Make Great Calls. Penguin Group.

Reflections for a New Year

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on January 7, 2020

The New Year is a wonderful time of reflection, to think about where we’ve been, where we are and where we want to be. Rather than making resolutions that slip away within a month, how can you use this time to create meaningful and intentional strategies for your professional future?
Where am I?
The first step in this reflection is to think about where you are in your career. Are you still on an upward path? Are you looking for new opportunities within your organization or across your profession? Are you in a position that satisfies you? How do you go deeper and continue to grow within the position? Are you winding down in your career? Ready for new but less demanding opportunities? And, do you have a realistic sense of direction – of your potential, of where you are and where you can go?
Who am I?
So step two is self-reflection, how much do we know ourselves. How open are we to possibilities? How much do we acknowledge our own strengths? How confident are we in our skills and capabilities? How comfortable are we in taking risks? How adept are we at looking into the future? How do we see ourselves as leaders?
This aspect of self-reflection can benefit from a variety of tools and assessments. Consider CliftonStrengths[1] (formerly Strengths Finder) that helps us learn which of some 36 strengths help us to best achieve our goals. When I think of my colleagues, I am always amazed by the talents they bring to the table. Dorothy Sisneros, one of Thunderbird’s managing partners, knocks my socks off all the time with two of her top strengths as a futurist and a maximizer. When we work together, I’ll talk about a plan (I’m very present oriented) and Dorothy will ask questions about future impacts and possibilities, things I never even begin to think about. She’ll think about how we can best use our people resources using her maximizer strength. I always learn from her perspective.
I recognize my own ability to synthesize ideas and take big picture concepts down to practical applications and appreciate detail-oriented people who ask questions to get us even further in implementation.
Knowing what we are good at, what we love to do and how to interface those skills with people who have other talents is critical to success. I want to talk more about the people interface in a minute, but first I want us to dig a little deeper into our own styles.
We’ve mentioned DiSC numerous times in our blogs…one of our favorite assessment tools. It helps to understand our way of approaching our work and allows us to consider how our preferred approach can be an asset or a liability.
So, as we consider future career decisions, DiSC can help us recognize where we are on a caution v. risk spectrum. Are you more likely to “ready, fire, aim,” or get paralyzed in analysis? I have a tendency to look at everything as possible and exciting – yes, I/we can do that. I’ve learned that it helps me to find more cautious people who will help me identify the risks, the questions that need to be answered before I jump in. By the same token, I’ve worked with folks who prefer a full year of planning before they implement a project. Together, we’ve found a middle ground to pilot strategies and get the project started sooner rather than later.
Where are you on the risk/caution spectrum? How does this relate to finding opportunities and being prepared to take them? In the McKinsey Quarterly[2], they report that women are more likely to believe they need 100% of requirements before they apply for a position, where men will reach for a new possibility if they have about 60% of requirements. What does this say about confidence (and social conditioning)? DiSC D’s and I’s are also more likely to take a leap where S’s and C’s will hold back, study, analyze and have higher expectations of themselves before they step forward.
How ready do you have to be?
Who Can Help?
And this is where the third step in reflection comes in: using colleagues, mentors and friends to help us expand our perspectives – whether to keep us from jumping without a parachute or moving us forward out of our comfort zone. Who are the people in your life who see you better than you see yourself? Who will challenge you, support you and encourage you?
As you reflect on your next steps, use your people resources to help you refine your focus on your self, your capacity and your potential. Brene Brown recommends identifying trusted friends and allies where you can be fully human and vulnerable. Who are the people in your life who can see you at your worst and be there will you, and still lift you up.
Tom Rath[3] describes 8 necessary roles people need to fill for us to achieve success in the workplace. He describes a “vital connection” as a person who “measurably improves your life or a person you can’t afford to live without.” Think about the important people in your life.
Rath’s eight roles are: navigator, connector, collaborator, builder, companion, champion, mind opener and energizer. No one person can or should fill all of these roles. As you consider your direction in 2020, who do you need right now in order to move to the next step in your career. Is it a mind opener? An energizer? A connector?
I think back to a mind opener in my life from very early in my career. I still remember a conversation I had with a professor when I was in graduate school. He said something to me about taking the lead on a project. I replied that I was not a leader, I was a follower. He looked at me earnestly and said, “that may have been true in the past, but it is not true now. You need to rethink how you define yourself.” That conversation happened some 40 years ago and I’ve never forgotten it. In that moment, I had to rethink who I was, eliminate old messages and baggage, and consider the possibility that I had leadership qualities.
How do you see yourself as a leader? Are you stuck in a singular, old leadership picture? How do you influence others? What skills and capacities do you bring to leadership? We know that the most effective leaders are thoughtful, humble, and good listeners as well as inspiring and visionary. Be careful that you do not recognize your own capacity for leadership and growth.
Who helps you rethink who you are? Who sees things in you that you don’t see in yourself? Jill, my colleague on this blog, is an amazing partner for me. Not only is she a collaborator, but she builds me up and increases my confidence in writing and she energizes me. Talking with her always leaves me more excited about my work.
Who Can I Help?
And that bring me to the fourth step in New Year’s reflections. Who do you support, build up, energize, champion, challenge? Consider that these roles are always a give and take. How are you growing others. Who can you invite into a conversation at the start of this New Year and help them see possibilities and opportunities they might otherwise miss?
References:
[1] https://www.gallup.com/cliftonstrengths/en/252137/home.aspx
[2] Desvaux, G. et. al. (September, 2008) A Business Case for Women, The McKinsey Quarterly.
[3] Rath, T. (2006). Vital Friends. Gallup Press: New York.

Tip of the Month, December 2019 – Reflections II – TIPS from this year’s Summit

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on December 17, 2019

Jill began to highlight the events at this year’s Summit in her last post. I thought I’d format the second part of our Summit reflection as TIPS. What did we learn, what can we take away?
I really appreciated the balance of evidence-based information as well as the exploration of personal renewal at this year’s Summit. Here are some highlights.

When dealing with multiple generations in the workplace, first and foremost, see your employees as individuals.

Dustin Fennell talked about managing multiple generations in the workplace and ultimately concluded that we are not that different after all. He emphasized a wise, long-standing leadership practice: see your employees as individuals, learn about them – what excites them, motivates them and affirms them, and use that information to support and encourage them. His personal strategy is to:

Value each employee’s perspectives, talents, experiences, ideas and uniqueness
Make caring visible through your presence, your appreciation and your acknowledgement of their feelings
Provide them with something to believe in – provide vision, purpose and their part in it
Know what makes each employee tick
Enable their success

I would also add that learning about general tendencies of different generations may help you understand why people approach things the way they do. When people behave contrary to our personal expectations and norms, it is easy to discount them as rude, uncaring, insensitive, unmotivated, unprofessional, etc. When we understand different cultures, generations, DiSC styles, personality types, etc. we gain insights that can help us override our own personal preferences and assumptions.
So, absolutely yes, to learning about and valuing our employee’s unique needs, drives and perspectives as Dustin recommended…and when you get lost in your own assumptions, you might want to research how someone might see things another way.

Confidence and self-assurance are critical to success. How they present may be gender linked. There are strategies to strengthen one’s confidence and self-assurance.

Mara Windsor presented on issues of confidence and gender and brought compelling research that suggests that women may not be as confident as men because of differences in genetics. Check out The Confidence Code by Katty Kay and Claire Shipman. Whether confidence is genetically or socially influenced (or both!), there are things we can do to strengthen our sense of confidence. Her suggestions include:

Know that you are not alone – find safe places to share your concerns about confidence.
Stop attributing your success to luck.
Take credit for your accomplishments.
Don’t get caught up in perfectionism (over-preparing, over-rehearsing)
Take action, take risks, fail fast and keep going!

We choose how we respond to situations and people’s actions.

Another theme emerged numerous times during the Summit recognizing that we have the ability to manage our emotions and reactions to things…nothing “makes us” angry. We interpret input and choose how we respond. This message came through in our “café conversations,” (brief small group opportunities exploring different themes about leadership) as well as in Noushin Bayat’s presentation about Leading from Within.
I trained as a therapist in a former career life and relate these concepts to cognitive-behavioral therapy. We receive input, interpret it (in a nanosecond) and then respond with feelings. Several of the groups in our café conversations wandered into that arena. Colleen Hallberg’s topic stands out as it stated it the most clearly, “It is only information.” Wow!
Think about meetings where things feel uncomfortable. Rather than getting lost in the emotion, what can we ask ourselves? What is happening here? What can I learn from this? I can step back and assess the data I am receiving. What is it telling me? When we recognize that we have a choice in our interpretation and response, we are empowered to take control of our role in the situation.
At a previous Summit, Noushin quoted Rumi, “Out beyond ideas of wrongdoing and rightdoing there is a field. I’ll meet you there.” Those words continue to resonate in her presentation – finding space outside of right or wrong, win or lose to breathe, reflect and reconnect with what and who is important. As leaders, finding this space and time is essential to our effectiveness. Noushin’s gentle words belie a powerful way of being.

Use an Appreciative Leadership approach to respond effectively to complex work environments by identifying and building on what is working.

Kathy Malloch provided a preview to her recent work with partner, Tim Porter-O’Grady, on their new approach to leadership. (We are waiting for the book to come out.) Some key learnings from Kathy’s presentation include five core strategies of Appreciative Leadership. Consider how you could shift your mindset to be a more appreciative leader and how these approaches could change your organizational culture and results.

Inquiry rather than inquisition
Illumination (strength finding rather than fault finding)
Intention (strategies to cultivate participation)
Inspiration (envisioning a greater future)
Integrity (setting personal boundaries)

Kathy asked a series of provocative questions that are beyond what we can list here.
We’ll continue to share what we learned in future posts. There was enough to help us plan our 2020 topics! So, count on us to revisit confidence, generations and appreciative leadership. We really appreciated all the inspiration we received from the day and are already looking forward to next year. Mark your calendars for Friday, November 13, 2020.
We also continue to appreciate the generosity of our participants who contributed over $2,500 in our Silent Auction. Proceeds will be split between the National Alliance to End Homelessness (https://endhomelessness.org) selected by the Summit planning team and the Yarnell Regional Community Center (https://yarnellcommunitycenter.org) selected by a drawing of organizations recommended by our participants.
And finally, I want to recognize the work of Carla Rotering and Kevin Monaco who provided an amazing time of meditation and reflection. Kevin shared his music with us (https://kevinmonacomusic.com), and I want to conclude our reflections and the year with words from a magnificent poem Carla shared with us during the meditation. At this time of year, may we all celebrate, reflect and appreciate our own gifts and the gifts of those around us.
From WINTER TREE
For my mother Rosemary
November 14, 1930 – November 14, 1965
Aruba, August 2002.
Carla J. Rotering, MD ©
Is there any way I’ll have enough time or enough courage or enough whatever I need enough of
To take the grace of the ordinary and recognize holiness?
To just come into agreement….
And allow one breath,
One single diastole
To solemnly be splendid?
To magnify the simplicity of my heart that moves and shifts everything into the world of sanctity?
If there is, I’m ready for it.
I’m ready to bring forth my heart, in its small, red roundness
To be pierced with utmost tenderness
And there stand open and revealed
Without the shield of my terrible fears to frighten away the gods.
To stand in the light of who I am
And to sit in the power of my own Presence
For one single moment
Even if everyone….or no one….ever notices.

Summit Reflections – Part 1

Jill Bachman, MSN on December 9, 2019

13th Annual Leadership Summit
Reconstructing Leadership: Owning Our Power

One participant described it this way:
“A leadership spa for the soul that provided space for reflection, laughter and tears, commitment to a new way of being, connecting with old and new friends and appreciation for everything that we have.”
Situated at the Phoenix Art Museum on November 15, 2019, the Summit left me with lots of intriguing ideas, making for a rich and meaningful time.
Karla Kaelin, one of the speakers during the Leadership Panel, took us on a journey through three eras of industry, information and ideas, and how management, places of work and tools have changed in each. Old hierarchies are falling in favor of collaborative ‘messes’ which produce innovation much faster in response to the demand for shorter and shorter speed-to-market cycles. Technology is becoming so seamlessly integrated into our lives that we are virtually (ha ha!) unaware of it, like the air we breathe.
One of Karla’s points that excited me was this: What if work became the place you went to rejuvenate? Work can be draining for many people, and when we return home, we are too tired to engage well with the other parts of our lives. How interesting to think of work as a place of rejuvenation, where we receive as much (or more) energy as we give. What would have to happen to make that vision come true? More flexibility, more fun, more control, less nonproductive ‘stuff’? How could your workplace be more rejuvenating so that you wanted to go to work?
Here’s another ‘aha’ moment for me. . . In this era of 24/7 availability for many roles, it has to be OK to work at home, and to rest at work. When work happens is as big an issue as where work happens. Karla shared examples of hospitals with quality staff rest areas immediately across from a nurses station. . . mood lighting, recliners, Skype set ups for contacting family, ping-pong tables.
Who would have guessed that the activity titled Community Building would result in a rousing pick up chorus performance of ‘You Gotta Be’ by Des’ree? But that is exactly what happened, and even the non-singers in the group said they had fun. Musicians Nate Bachofsky and Kevin Monaco led us through group singing, singing in anthem-response style, adding harmonies, varying from whisper to crescendo, and playing with percussion. No doubt, we were energized.
When I think about singing in a chorus, there are lots of similarities to working in collaboration with others. For one, where I place myself when learning a new song is critical. If I’m not familiar with the melody or timing, being near a good singer (mentor?) who projects well is a smart plan. And if I am lucky enough to be in a group with harmonies and tambourines, I can immediately appreciate the richer sound we are trying to create. Adding diversity to our voices is powerful, just like in organizations. The result itself is energizing and spurs us on to better performance. Another similarity is in volume variety. Thinking about softs and louds can apply to leadership. Sometimes the most compelling part of a piece is the absolute quiet of a single, near-whispered note. The sound does not have to be full on William Tell Overture to capture one’s attention or imagination. Sometimes that is too much. Leaders can use many volumes to get their message across.
We had the delightful opportunity to meander through the wonderful Phoenix Art Museum. In the activity titled Transitioning/Owning Our Power guided by Amy Steinbinder, we had time to locate specific works that spoke to us, and answer the question ‘How does this art capture my story of transitioning and owning my own power?’ It was meaningful to share our insights with each other and appreciate the value of art in helping us connect with our deeper selves.
A piece of art that caught my attention was a series of modern paintings, big and subtle squares of color on white backgrounds. They were mostly in hues of orange and yellow. I normally love artwork that features nature, but on Summit day, I was drawn to this one. What pure potential, I thought, anything can appear here even on top of the squares. And that’s how I saw my life unfolding at the moment. A full canvas of opportunity with the time and tools to do and discover something new, which I had long been craving.
I realized too that I was attracted to the simplicity these pieces offered. . . something so basic as a square and color can be a beautiful thing. Just like leadership. One doesn’t need fancy gadgets or complex business models to be an effective leader. Awareness of what inspires your followers and use of your own personal presence are two basic, very simple yet very effective, skills.
The Emerging Leader Panel was facilitated by Rory Gilbert. What a fun discussion and reflection of the day through the eyes of younger leaders Nate Bachovsky, Kathleen Burke and Michelle Dew! Occasional glances around the room showed that seasoned leaders were paying rapt attention to the perspectives of these emerging ones. Here are a few points that inspired me.

Do not live and lead in fear. There is so much outside attention to “bad and awful” things, and giving them too much power reduces the energy we have for moving forward, to say nothing of hope and optimism.
Collaborate with partners who share the same passion. This results in a higher energy experience, more effective, and more fun, for everyone involved.
Keep and enhance ‘face’ connections and invest the time it takes. When possible, choose face over digital tools. Our devices are wonderful, but they do not have the value of personal contact and relationship that is often called upon in times of stress or conflict.
Leave behind the rigid idea of what a leader looks like. Leaders come from all walks of life, all ages, all levels of an organization. They can wear ‘man-buns’ or use a cane. They could speak English as a second language. They don’t have to look like you; in fact it’s usually better if they don’t.
We must be able to have civil conversations about difficult topics, at work and away. There’s a lot of focus on today’s polarized society and our culture’s inability to sit with our conflict partners and have a good discussion about. . . “almost anything.” It begins with the ability to separate the other’s beliefs from the worth of the person who holds those beliefs.
Leaders should be able to acknowledge their vulnerabilities. It is the appropriate sharing of these areas that can really open up a discussion. Imagine the vulnerability of a leader who says to her team “I’m not sure where this is going, but I wonder if any of you have the experience of loneliness (or fill in the blank) here at work. How does it affect your enjoyment and effectiveness while you’re here?” Big vulnerable moment because there may not be a clear direction for the discussion, or no one may feel or admit to being lonely. But if you have reason to believe that loneliness should be explored, you are doing just that, exploring with the possibility that something good may come from it.

Watch summit participants share reflections:

Though I need to stop reflecting here, there is a lot more that can be said about the Summit. Rory Gilbert will continue our next blog posting with Summit Reflections, Part 2.

Tip of the Month, November 2019 – Management Tips for Employees who Coast

Dustin Fennell on November 12, 2019

Jill Bachman’s blog article last month addressed the idea of coasting at work from an employee perspective (click here to read). She described healthy coasting as the need to take a breath as part of a work life cycle and compared it to problematic coasting as an avoidance strategy when the individual is unhappy, burned out, bored or dealing with work/personal issues.
As a manager, your role is to observe behaviors and intervene to attain organizational outcomes. How do you differentiate healthy from problematic coasting and how do you address coasting?
Let’s be clear that coasting is not the same as underperforming. If you have an employee who is not fulfilling their work obligations, not meeting deadlines or completing assignments, or the quality is substandard, these things must be addressed within your company guidelines.
The question is more compelling when you see an employee who appears to be stepping back, not volunteering for new assignments or offering to help, perhaps appearing less engaged, enthusiastic or passionate about the work.
This is a great time to check in.
First of all, assess your own values. What is your belief about “coasting?” Is it ever okay? Does it fit with the company culture? Start-ups rarely have space and time for coasting, but in organization life cycles there are different stages, as with employee life cycles.
One organizational life cycle paradigm describes four stages: start-up, growth, maturity and rebirth or decline. Consider it the same way for employees. Usually there is great enthusiasm from newly hired employees. They remain actively engaged for the first two to three years, learning, volunteering, growing more valuable to the company.
Then, there is the “maturity” phase where they have mastered their position, understand the company, its values and direction and are doing solid to great work. At this point, they have the ability to coast a little. They are comfortable where they are. Employee engagement studies, however, find that this time can be the beginning of an engagement decline. Enthusiasm wanes and commitment lessens.
In an organization, this is the juncture where an organization reinvents itself or begins a decline into irrelevance and/or non-competitiveness. Organizations need to revisit their mission and unique position in the field, analyze external pressures and disruptors, and identify new directions. Where will they be in three to five years?
For employees, it is time to analyze where they are now and where they want to be in three to five years. This is the time, as their manager to have the following conversations.

What is happening in their lives right now? If they have health issues, family concerns, a new baby or are in a graduate program, it might be understandable if they coast (perform well but not grow) for a limited amount of time. If you are invested in long-term retention, understand that there will be such times and support the employee through them.
Where are they in their own career life cycle?
- How long have they been with the company/organization? In their current job? If it has been more than 2 – 3years, this is a time to discuss what they value in their work, what they have achieved and how they want to grow – going deeper in the current position.
- Have they tried to advance but not succeeded? What do they need to move up?
  - More education, skills, experience?
  - Are there problems/deficits that they need to work on – addressing both hard and soft skills?
  - Is it possible in the current work environment? Not enough openings, culture or climate that prefers hiring at that level from outside?
  - If they do not move up, can you re-engage them in the current position or is it time to help them think about their next career move?
- Are they close to retirement?
  - Are you assuming they do not want to learn or try new things? Are you dis-engaging them by not offering opportunities?
  - What are they interested in doing with the time they have left with the company?
  - How can the organization capitalize on their knowledge, skills and experience?
  - Are you concerned with their performance but don’t want to invest in what is required to change it? Are you just waiting it out until they retire? (Is this good for them, you, the organization?)
- What is happening in the organizational culture that might be impacting their passion, enthusiasm and performance?
  - Mergers and acquisitions as well as major changes in policies and/or leadership are all known to reduce performance during the transition.
    - Recognize that this will occur for a period of time.
    - Use proven communication interventions to reduce the duration and impact.
      - Provide open and honest communication about what is occurring and why. Know you will have to repeat communication often to reassure folks.
      - Acknowledge personal impact both professionally and emotionally – what is happening in their day to day existence?
      - As a leader, be clear about what is going on, avoid cynicism and be patient with folks who are uncomfortable with change.
    - Toxic employees who are allowed to continue destructive behaviors result in demoralized, unmotivated employees.
      - Some organizations will keep these folks around if they are bringing in good money. It is important to assess how much the organization is losing because of their impact on other employees. Look at turnover, time consuming avoidance measures and lack of productivity in others.
      - If you are hearing concerns from other employees, pay attention and do something. This is a place where bias can often show up so that complaints are not taken seriously. e.g. if it is two women who are having concerns, it suddenly becomes a “cat fight,” or employees are told they are grown-ups and need to handle it themselves. When you disregard these concerns, you are making a statement about your organization’s cultural values. Think about it.

In all circumstances, it is important to be clear about expectations. Do employees understand what you consider meeting and/or exceeding expectations? Is it acceptable to just meet expectations? Is that coasting? Is there any value to exceeding expectations? This can be monetary (bonuses), advancement or recognition.
I know that I prefer to work in an environment where everyone is excited, committed and passionate about their work, that people support each other and want to go the extra mile. It adds meaning and satisfaction to my work life. I have had the privilege of working with teams that shared that energy. And even then, we knew it was important to find time to take a breath, to step back, appreciate what we accomplished, and celebrate. After that pause we felt ready to tackle the next question, where do we go from here?
To wrap up, remember the comparison to weight training. We need time between sets to recover. When we never let up, we risk injury to our bodies, our minds and our souls. We can do this in short spurts during the workday, through vacations and through occasional lower-demand times in our work lives. We can use these coasting times to rekindle our energy and strengthen our commitment.

Is it OK to Coast?

Jill Bachman, MSN on October 25, 2019

Fall has returned. In the breadbasket of the US midwest, it is the time after harvest, time to take a breath and celebrate, reflecting on the productivity of the prior season. . . a time for putting away and “putting up” (canning), an expression of my rural Grandmother’s. There is a similarity between fall and the modern concept of coasting. To me, there is seasonality to a project, a life, a career. Every season has a different focus and the coasting season is a time of slowing down.
A review of internet references highlights an interesting contradiction on coasting in the workplace. There is coasting as seen from the perspective of an individual, contrasted with the advice offered to managers about how to respond to the employee who is coasting. The first offers ways for someone to think about their career, workplace and job performance, even their lives. The other view of coasting is primarily negative, a problem to be addressed. In this blog, our focus will be on the former, and try to answer the question, is it okay to coast?
What does “coast” mean to you? Think about coasting as idling, being in the neutral gear. The engine is ready to take over when called for, and the driver is present. But we’re not really going anywhere. Another example is exercise, where coasting (resting) is a necessary part of strength training. In lifting weights we increasingly stress ourselves with more weight or more reps, then push and push some more until we can’t lift another once. Finally we rest, not just because we must, but because muscles need the time and access to nutrition for recovery.
I like the description by Lydia Smith (1) in her article “Why we should be coasting at work”. She suggests that coasting is “doing just the right amount of work to get by comfortably.” In this context, it is neither shirking one’s responsibilities, nor slacking.
Why should you coast? There is a common view that extremely busy people are very important and highly productive. But is that true? Is the so-called productivity accomplished by constant multitasking? We now have come to appreciate that effective multitasking has limited applications. . . yes when cleaning a counter and listening to an audiobook. No when simultaneously reviewing a board report, drafting an email and talking on the phone with your mother.
Often unseen is the toll of nonstop busyness on our health. We know that a constant flood of stress hormones is bad for us. The super busy person sacrifices relationships and sets a questionable example for the people around them. Nonstop busyness is unsustainable and often leads to burnout. Coasting can help us achieve some balance.
Coasting has two types.

The first type of coasting happens when something isn’t working. This coasting can feel like inertia, or trying to run through molasses. There is conflict to avoid, or perhaps you are feeling underutilized. Maybe you have overstayed your time in a role, or in a relationship. Are you uninspired? Coasting often shows up at work because people are trying to deal with personal problems or issues at home that take up lots of energy. This type of coasting needs intervention to help you get on a more fulfilling path.
The second type of coasting is when you make a conscious decision to lighten things up a bit. This coasting requires our awareness, perhaps a plan, to make sure that the lightening up does not become a habit that spirals into the first type.

When should we coast? When coasting is part of a conscious decision, not an accident or a habit, it is positive and healthy. Just as in exercise, coasting is necessary, not optional, after a period of hard work. The hard work could be the end of a project that your team has struggled mightily on. Maybe for you, it’s the completion of an educational degree or certificate; or for a nurse, finishing an orientation period and successfully “taking a full load of patients”. Perhaps you recently got married.
Coasting is also necessary at the organizational level. This is harder to implement because there are so many moving pieces. A few important things to consider are the stated and the realized culture, and the consistency of expectations across the company. Is it fine for one department to coast, but not OK for others? Does the leader verbalize an “OK to coast” philosophy in meetings, but demonstrate publicly that he is always available 24/7, miming the expectation that you be available all the time too?
What does “good” coasting look like? That depends on the situation.

It should be intentional and tailored so that the people who are coasting really feel a downshifting of their gears. . . it is definitely a breather, and not a brief token of one.
It is time limited. Coasting is not a way of being, it is a season or a vacation.
Whatever words are used to talk about it, the message needs to communicate that coasting is healthy and desirable. Think of coasting as preventive maintenance, allowing the individual, team or organization to downshift and regroup in order to keep the level of productivity where you want it to be.

For the team who has worked late days and long periods of overtime, coasting could be time off with a moratorium on work email and texts after 5 pm. It might be the agreement that no new projects will be considered for the next quarter, favoring instead an emphasis on troubleshooting and maintenance. For the newlyweds, it’s a honeymoon. For the new nurse, it could be a celebration with a friend and pampering with a pedicure.
When should you worry about coasting?
Is coasting your only gear? In this case, a lack of engagement may be masquerading as coasting. What is driving this coasting. . . a motivational problem, a poor fit with the job or organization, burnout, a lack of stimulation? Whatever the cause, reach out for some assistance. It could be from an employee assistance program, a therapist or coach or mentor, a frank conversation with a manager or a heart-to-heart talk with a trusted friend.
Do you never coast? There is a good likelihood that you will not survive in this mode for long, and your health, relationships and/or job/career will suffer. The suggestions above will be helpful in this case too.
So, is it OK to coast?
The short answer is yes, with a few caveats.
Healthy coasting is a form of self-care, a way to set limits on the pressures and demands that can reduce one’s effectiveness and enjoyment of life. Be aware that not every environment is the right environment for intentional coasting. If you need personal time off after a period of giving it your all, understand how the idea will be received by others around you. If your organization is not particularly supportive, keep your plans to yourself. But in all cases, remember that you are the only one who can take care of yourself. “Put your own mask on first.”
Next Time: In the Tips follow up to this post, we will dig deeper and also discuss the topic of managing employees who coast. Stay tuned.
________________________
References

Lydia Smith. https://finance.yahoo.com/news/why-we-should-be-coasting-at-work-060043512.html; accessed 10/14/19
https://www.theguardian.com/money/shortcuts/2018/nov/13/why-coasting-at-work-is-the-best-thing-for-your-career-health-and-happiness; accessed 10/5/19
https://www.inc.com/jessica-stillman/it-s-ok-go-ahead-and-coast.html; accessed 10/5/19

Tip of the Month, October 2019 – Tips on Repurposing….Leadership

Jill Bachman, MSN on October 8, 2019

Last month the Thunderbird blog featured Dr. Carla Rotering’s honor of a Healthcare Heroes Lifetime Achievement Award from the Phoenix Business Journal. The story she tells about living the early years of her life in a boxcar which was repurposed into a cozy home reminded me of the value of repurposing. And it got me to thinking about repurpose in a broader sense than physical recycling.
When I first retired from full time employment I worried about my purpose. Who would I be if I wasn’t a (fill in the blank)? Where would my worth and value come from? I knew those were questions that others anticipating retirement were facing too, so I decided to process the issues and gain perspective by writing a blog called Re:Purpose. Before the blog ended someone suggested that I concern myself less with the actual purpose, and more with repurposing the skills I had gained, applying them to the new areas of my life waiting to be discovered. Repurposing . . . applying or using something in a fresh new context.
Hmmmm. . . How about repurposing leadership? What about the nature of leadership itself. . . freshen and broaden the concept to include everyone in a business or a community or a family as a leader, not just those with the traditional leader title. Do we not all have some voice to offer in the direction of our lives?
And then there is the practice of leadership. We can apply “old” leadership practices in a new setting, in a new way, or with a little makeover. Whether it’s retirement, a new job, a new city, or even just a new office, the “new” about it signals the opportunity to think differently and bring the old, updated maybe, into the new. Recommitment, whether to the fundamentals or to the purpose itself, is another way of refreshing. Perhaps the very process of repurposing can lend a new perspective or help refuel some missing enthusiasm.
Here are some tips to apply the idea of repurposing to leadership.
Self Assessment: What leadership skills do you have that can be carried into a new arena?

Holding a clear vision
Inspiring others to achieve the vision
Communicating clearly
Identifying undeveloped potential in others and supporting growth
Modeling tolerance, even comfort with, ambiguity and conflict

How could you make your leadership skills work even better in a new context?

Gaining additional education to refresh and update
Working with a mentor or coach
Adding to your toolbox by identifying the skills of exemplars that you would like to develop

And where might your refreshed leadership skills be put to new use?

Have you always dreamed of owning your own business?
Perhaps there is a local non-profit whose vision and mission appeal to your values and passion. Maybe they are looking for a board member or volunteers.
In your own family are there new opportunities to apply improved and thoughtful communication? Are you the parent of a struggling teenager who needs direction, but is unable to take it from you? There might be other ways to guide them, perhaps other adults who could step in and encourage and support. Your leadership does not have to be doing it all yourself, but recognizing the need and working to meet it in the best way for your teen.
How about offering or developing yourself as a mentor, coach or consultant?

In today’s environment we hear so much about recycling, reusing, repurposing, etc., as a way of optimizing what we have and avoiding waste. When I think of repurposing, I also think about it as a recommitment to purpose. It could be that the bigger change is not in what we do but how we think. Remembering the why in what we are doing and why it matters and has meaning can help us approach our lives feeling refreshed, energized and re-purposed.
Thunderbird Leadership Consulting and Boxcar International want to remind you about our 13th Annual Leadership Summit on November 15th, in Phoenix, Reconstructing Leadership: Owning Our Power. Join us for a day where we explore how we deconstruct the messages that limit us and embrace new ways of being and doing, reconstructing leadership.
Leadership is perched at a frontier, with our classical model dissolving as new and bright ideas – our ideas – emerge within us, around us, and right before our eyes. We are caught holding on to an established gold standard while yearning for something different, something innovative – more aligned with the world we inhabit with all of its changes. Now is the time for a new construction for all of us who lead, aspire to lead, and yearn to lead from right where we are.
For more information, and to register, click on the link here.