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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)
Inclusion (intentional strategies rather than just an invitation to participate)
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.

Celebrating Dr. Carla Rotering’s Health Care Heroes 2019 Lifetime Achievement Award

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on September 19, 2019

Please join me in celebrating Dr. Carla Rotering’s Health Care Heroes 2019 Lifetime Achievement Award bestowed by the Phoenix Business Journal. (Watch video here.) Dr. Rotering practices Pulmonary Medicine at Banner Thunderbird Medical Center and White Mountains Regional Medical Center. She has a long history of leadership and education positions including Director of Critical Care, Chair of Medicine and Chief of Staff.
At Thunderbird Leadership, we know Carla as a leader, mentor and coach who is deeply committed to people–to their growth, upliftment, resilience and purpose as they strive toward the best version of themselves in their professional and personal lives.
Her story is compelling and inspirational, but even more so, her way of being is a model of compassion, integrity and genuineness so it is no surprise that she has been recognized for lifetime achievement.
Carla’s story teaches us about opportunity and possibility. Her consulting company is named BoXcar International because she spent her first six years living in a boxcar on the prairie in North Dakota. In her achievement award comments, Carla explained how that experience informed her perspectives. First of all, she explained, she did not see anything unusual about living in a boxcar. It was just the way it was. Secondly, though, on reflection, she viewed the boxcar for a metaphor about repurposing. When the boxcar was no longer needed by the railroad, it served a new purpose for people in need.
That metaphor of repurposing appears to have carried through Carla’s life. She went from clerical roles to medical school in her 30s when she realized this was even a possibility, supporting and nurturing her children at the same time. She engaged full-heartedly in her practice only to discover, after many years of dedicated work, that she was physically and emotionally depleted, a condition experienced by many medical providers.
Carla found another opportunity to repurpose, getting a degree in Spiritual Psychology, training in Crucial Conversations and Emotional Intelligence and two coaching certifications. This study and work helped her regain her inner strength and gave her a new area of focus. While continuing her practice of pulmonary medicine, she founded BoXcar International, providing coaching and facilitation for people in the medical profession to help them take care of themselves so they can continue to care for others.
In the process of her work, she connected with kindred spirits, Amy Steinbinder and Dorothy Sisneros of Thunderbird Leadership. Together, they conceived a Leadership Summit that is unique in design and application, promoting a philosophy of self-care, mindfulness and reflection. Now, in its thirteenth year, the Summit continues to offer participants an opportunity to step back from the never ending demands of doing, to reorient themselves and listen to the deeper meaning of their work and their lives.
Carla’s influence on the Summit is profound. Her poetic language defines the event and her teachings, meditations, poems and presentations create a tone that helps us all hold ourselves and each other more gently, more kindly. Carla’s way of being and seeing emanates from her heart and touches us all.
Lifetime Achievement! Doctor, coach, facilitator, poet, presenter, educator, parent, friend, mentor and guide. All done with humility, compassion, intellect and wisdom.
Congratulations Carla! Once again, join me in celebrating her success and join us all at the thirteenth Leadership Summit on November 15^th, 2019 at the Phoenix Art Museum.
Register before October 1 to avoid late registration fees.
For more information click here.

Tip of the Month, August 2019 – Take it Apart to Rebuild Something Better: Tips for Deconstruction

Jill Bachman, MSN on August 7, 2019

This year’s Summit theme, Reconstructing Leadership: Owning Our Power, really appeals to me. I enjoy the challenge of putting things together, solving puzzles and making sense of the world. As I read through the description, beginning with deconstruction, I find myself wondering why the organizers used the term deconstruction instead of destruction. So I dug a little deeper.
Destruction has no hope associated with it, other than the hope of a clean slate. Consider the purchase of a run-down property for the value of its location instead of the old house sitting on it. You could scrape the parcel for some future use, and it could be positive or negative for you. In the Summit’s context, deconstruction has a purposeful, forward-thinking and positive intent associated with it. It is the intentional dissection of elements from the past, to challenge beliefs that no longer work for us and to see what has been good and useful and must be brought forward. . .
In the deconstruction part of the Summit we will look at beliefs we have held to be true in the past and courageously question them. We will challenge ideas we have held on to or clung to or fiercely protected by boldly testing them against our own integrity. We will seek to accept the wisdom of prior ages, and not throw out the baby with the bathwater.
In the following scenarios, let’s see how we can use deconstruction to help arrive at a place of growth instead of accepting the status quo.
Scenario 1:
In this example, let’s apply the tool of ‘the five whys’. Use ‘why’ questions until an answer appears. . . and remember, the number may not always be five.
I am not going to apply for that job because I’m not really manager material.
Why do you think you are not manager material?
I don’t like supervising and disciplining people.
Why don’t you like that?
I can’t give feedback effectively.
Why can’t you give feedback effectively?
I get nervous when someone starts to cry or worse yet, when they start to challenge me.
Why do those situations make you nervous?
I don’t know how to respond.
Why don’t you know how to respond?
I guess I’ve never planned for how to handle those situations. . . maybe I could figure out responses in advance, just in case.
Aha! Actionable development idea.
Scenario 2:
In this scenario, we will use some ideas from the Johari Window. The Johari Window helps to organize personal characteristics into four quadrants; the open window (information known to everyone), the blind spot (known to others, not oneself), the hidden area (known to oneself but not others), and the dark (information known to no one). Using the Johari Window positively seeks to increase the amount of information in the open window, more known to oneself and others. This can apply in many situations, especially when you are trying to increase openness and transparency.
My staff aren’t responding to me because they need a leader who is charismatic and visionary, like my colleague Mark. I’m not that guy.
Here are some possible responses you could make:

So you hold the belief that an effective leader is charismatic and visionary. Just how true is that? (Hidden area)
Is it possible that you are using that idea to avoid dealing with ‘real’ manager issues you may have? (Dark spot)
What leadership skills do you think you have? (Open window)
What do others say about your leadership skills? Are they the same as your list, or different? (Blind spot)
What have you done to get a response that you wanted? (Open window and blind spot)
What does a coach, your manager, or a trusted colleague, like Mark, tell you about the effectiveness of your approach? (Blind spot)
What can you learn here? Are there things you can stop doing, and things to start doing?

Scenario 3:
In this situation, we apply the ideas from the Summit deconstruction description – courageously questioning beliefs, challenging ideas, holding on to elements of wisdom from the past.
There’s so much happening in my civic club right now. It is not the right time for me to step up as a leader amidst all the chaos.

Do you believe there needs to be a ‘right time’? Is there ever a right time? (Challenging a belief)
Are you committed to the organization, really committed? (This takes courage to ask yourself, and to face if you discover that you are not fully committed.)
Would you rather be a member of the organization during this trying time, or a leader trying to help the organization get stable? (This question is designed to seek a match with your integrity.)
Chaos may be your view of things. . . how do others see this? Perhaps this could be a ‘shake up and growth’ opportunity? (Another challenge to one way of looking at things.)
What can you bring as a leader to this situation? What help would you need? (Using wisdom from prior leadership experiences.)

Stepping into a leadership role of any nature can be daunting for all of us at one time or another. Automatically saying ‘no’ to an invitation can be very limiting. . . We miss the possibility of really making a difference in something we care about. We miss the potential of growth and the development of skills we never knew we could master, learning things that worked, and things that didn’t. We miss opportunities to use our talents. Saying ‘yes’ may have a price, but it is almost always worth it if the ‘yes’ is a thoughtful and considered one.
We hope you will say YES to joining us at this year’s Summit, a day where we explore how we deconstruct the messages that limit us and embrace new ways of being and doing, reconstructing leadership. We look forward to meeting you on November 15 in Phoenix!
Click here to register for this year’s Summit.
References:
Five Whys. https://leansixsigmabelgium.com/blog/5-whys-lean-root-cause-analysis/ Accessed via web on 7/27/19.
Johari Window. https://www.storyboardthat.com/articles/b/johari-window Accessed via web on 7/27/19.

About This Year’s Leadership Summit – Reconstructing Leadership: Owning Our Power

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on July 24, 2019

I first became connected to Thunderbird Leadership through the Annual Leadership Summit. Unlike most leadership learning opportunities, it is not focused on developing skills, but rather developing our sense of leadership self. It is a unique leadership experience that asks us to consider who we are as leaders from wherever we sit in our organizations and our world. It is about leadership as a way of being.
I have to admit that I am much more at ease talking strategy and tactics and getting things done. For me, the Summit is a day-long retreat from doing. I am required to reflect and look inside. I know it is good for me and appreciate the sometimes-uncomfortable challenge to think and see differently. Every Summit I learn new things about myself that allow me to be more effective in my work and life.
The Summit is designed by a volunteer planning group. After my second Summit I asked how I could be involved. Members of the team talk about what they are seeing in their world and how it impacts leaders and leadership. A theme emerges from local, national and international trends and the discussions give us a chance to hear from different disciplines, geographic regions and generations.
This year, our theme is Reconstructing Leadership: Owning our Power. Our conversations touched on the teachings of Brene Brown, showing up, being enough and daring greatly, Peter Block who speaks about change not being about magicians but about us and the concept of Communityship, and Kevin Cashman who speaks of leading from the inside out.
We talked about research on effective leadership and why it is so hard to shake old paradigms and ultimately asked ourselves, why reconstructing leadership is so important. We believe that when we are not bound by old paradigms and constructs of leadership, we are free to contribute fully and freely to create a better world. We move from a powerless question of “why don’t they…” to an empowering challenge of “what can we…” And this allows us to lead from wherever we are, to claim our power and influence.
At this year’s Summit, we will be exploring how we deconstruct the messages that limit us and embrace new ways of being and doing, reconstructing leadership. In the process, we’ll meet a wonderful cadre of people from across the country and make new connections to inspire us to be our whole, capable and courageous selves.
The Summit was conceived thirteen years ago by a group of colleagues and friends who discovered the joy of being together, supporting each other and challenging each other to grow as leaders. Each of this dynamic group knew a few more people who would enjoy the conversation, and a few more after that until the Summit grew to some 75 – 100 people annually through personal contacts and connections.
So, if you have found your way to this blog, you’ve made a connection to the Thunderbird Leadership world. If you are interested in the Summit, please follow the link to the 13^th Annual Leadership Summit and join us for a day that has been described as “a spa day for the soul.”
November 15, 2019 Phoenix Art Museum
Summit website link

Summer Professional Beach Read II – The Art of Gathering

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on July 4, 2019

What could be better for a Summer Professional Beach Read than The Art of Gathering: How We Meet and Why it Matters by Priya Parker?[1] I was, in fact, on my way to the beach with my children, grandchildren and several other family and friends. We had carefully planned the type of house we needed to meet the needs of families and generations. We assigned sleeping quarters based on waking and sleeping schedules as well as family needs. We had a spreadsheet for food, menu planning and activities. Plane tickets were purchased, vehicles and drivers allocated, luggage packed. I had even indicated that we needed to discuss expectations of each other to make the week a success, although that conversation slipped away from us in the hustle and bustle of getting ready. We had it all planned!
And then I began reading The Art of Gathering in which Priya Parker dissects what is really necessary for meaningful assemblies of all kinds, whether family, friends, colleagues, conferences or in fact total strangers. She cautions us to rethink how we approach coming together and avoid getting so bogged down in the logistics that we forget to shape our gatherings around the people. And she counsels us to be clear on the purpose of our gatherings – that every time we plan to meet, we should know why and structure the meeting to address that purpose.
So, while madly dashing down the road to the beach[2], I told the people in my vehicle that we should have a clear purpose for coming together. (Note that this was the 11^th time we had done this trip.) Why were we coming together? What was our purpose? Did the structure of our time together, including the location and logistics, address the purpose? Was it the best way to do this?
When we skip this step, we often let old or faulty assumptions about why we gather dictate the form of our gatherings. We end up gathering in ways that don’t serve us, or not connecting when we ought to.[3]
Parker cautions us not to confuse a category for a purpose…e.g. a category is a family vacation or a beach trip, or a staff meeting. A purpose requires us to dig deeper – why are we going on vacation as a family? Why are we having this staff meeting?
Once we have identified our purpose, Parker has suggestions for how the event should unfold, from planning logistics (yes there is a place for that), invitations – the who, the how and the when, welcoming and setting the stage, hosting for purpose and closing the event.
I have been a facilitator for many years and some of her suggestions are strategies that I have implemented intuitively. But Parker has provided a precise framework and rationale for how to create and manage the environment to accomplish our purpose. She has made the implicit and intuitive explicit, to allow us to create meaning without missing necessary steps for success.
One of the most profound sections for me was chapter three entitled, “Don’t be a Chill Host.” Parker wants to empower us to host with “generous authority.”
In gatherings, once your guests have chosen to come into your kingdom, they want to be governed—gently, respectfully, and well.[4]
The role of the host with generous authority begins by being clear on the purpose. It continues by:

Inviting those who should be there to meet the purpose of the gathering rather than for political ends or to avoid someone getting angry. As a host, it is my responsibility to manage the invitation list.
Sending an invitation that helps participants understand the purpose and expectations so they can choose wisely whether to attend.
Creating a powerful welcome that states the purpose clearly from the start. Parker emphasizes that our first few minutes together should not be given over to logistics or a word from our sponsors.
Developing a structure that meets the purpose – and adhering to it. This can be both about place, set-up and agenda.
Orchestrating closure so that it is both clear and compelling.

Parker provides wonderful examples of all the chronological steps in the process for both personal and professional gatherings from intimate dinner parties to international economic forums and gatherings of over a thousand strangers!
So here are my plans for our next beach trip. Wait! We may have to ask if a beach trip is the best way to do this – avoiding getting stuck in old rituals. So here are my plans for our next gathering.

We all need to be clear about our purpose, why are we getting together? We want to sustain and deepen our relationships as a family…and we want to relax.
I will have some welcoming activity the first night that gets us started in family-gathering mode. After a fun starting activity, we might want to co-create ground rules that our just for this trip.
I will take ownership of the host role – yes, I am the host – I will include some structured activities to allow people to connect across the extended family. This year, others put together a plan to share responsibility for menu planning and cooking. It was a great idea! I want to try something like having people draw cards of people they have to do activities with during the week – a game, a walk, bowling. I’d also like to move people around at dinner time – table tents – so people talk with each other.
Discuss in person our expectations about the week and what we need from each other. I tried this through email – it was a major fail!!! (We all know the dangers of email – and yes, my communication was misunderstood.)
I will create official and sacrosanct check-in times to be sure everyone knows what is being planned. This will be one time during the day when all adults and interested children talk about what is working, clarify any misunderstandings, and talk about plans and needs for the next day.
We need to have a structured farewell before the wild and crazy clean-up morning. We need to close the week with a sense of appreciation for each other and for this important space in our lives.

Imagine what you could do for your next office retreat. How could rethinking how you gather change your dreary staff meetings? What steps can you take to add meaning to your meetings? It has to be more than donuts!
Right now, I am working with our Thirteenth Annual Leadership Summit[5] Planning Team. We describe it as “…not the usual offering of leadership skills and tools. We are devoted to expanding a deeper sense of self-honoring qualities that enhance our leadership.”
Are we clear on our purpose? Does it pique your interest? Do you expect to experience something different from lectures and panel discussions?
I can’t wait to apply Parker’s principles with the team to see how this year’s Summit can be even better than the twelve before.
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[1] Parker, P. (2018) The Art of Gathering: How We Meet and Why it Matters. Riverhead Books: New York.
[2] Please note that we were madly dashing within legal speed limits – it just felt frenzied.
[3] Parker, Priya. The Art of Gathering: How We Meet and Why It Matters (pp. 1-2). Penguin Publishing Group. Kindle Edition.
[4] Parker, Priya. The Art of Gathering: How We Meet and Why It Matters (p. 74). Penguin Publishing Group. Kindle Edition.
[5] Thunderbird Leadership Summit, November 15, 2019 from 8:30 – 4:30 at Phoenix Art Museum. Registration information will follow in our next blog post! For more information about participating contact info@thunderbirdleadership.com.

A “Professional” Beach Read: Dare to Lead

Jill Bachman, MSN on June 18, 2019

What a treat it is to read a book about leadership and discover its robustness for areas of my life beyond work! It is also a challenge to write about a book in which I have highlighted nearly half the passages. Reader beware. You will want to own it too.This is one book I can definitely recommend for anyone’s bookshelf. . . Leaders alike, all ages, all roles, and people without traditional work or leader titles who are looking to be more effective human beings. Mental health’s David meets organization’s Goliath.
Brené Brown’s book^[1], Dare to Lead: Brave work. Tough conversations. Whole Hearts., has been referred by several of my Thunderbird colleagues. I read it quickly in a few days, and devoured it again while on a camping trip with time for deep reading while the guys went fishing. This is a most accessible book. I felt like Brené was sitting across my picnic table with a cold glass of sweet tea. She writes a lot like she talks, she tells us, and her voice comes through loud and clear, wholesome and funny, gutsy and to the point.
Brené Brown, PhD, LMSW, is a research professor at the University of Houston. She has spent the past two decades studying courage, vulnerability, shame and empathy and has written five New York Times best sellers. Her TED talk – the Power of Vulnerability- is one of the top five most-viewed TED talks in the world. One of the things that most impressed me about the book is her consistent integration of on-the-ground stories and feedback from participants and interviewees with her years of research, looking for explanation and confirmation (or not) in the data and published literature. This book has a lot to offer, and it’s not “just” anecdotal evidence.
The examples throughout are powerful. Brené skillfully weaves stories from her life; personal, marital, family, her own businesses and detailed testimonials from clients and participants. One story that captured me was Colonel DeDe Halfhill’s powerful writing about being vulnerable as a leader in the Air Force. At a presentation’s Q&A segment, DeDe listened to airmen tell her how tired they were, asking if they’d ever get a break. She acknowledged their tiredness and then shared an article she read addressing the topic of loneliness disguised as tiredness. Without knowing where the conversation would lead, she asked how many in her audience were lonely. DeDe was shocked at the number of raised hands, approximately one-quarter. She wasn’t sure where to take the conversation, but using tools she had learned from Brené’s work with her team, she pressed on, and then brought the issue forward to other leaders. Today DeDe takes every opportunity she can to speak about loneliness and suicide, a crisis topic for our military.
Early on, Brené shares a powerful quote attributed to Theodore Roosevelt.^[2]
It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again…who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly.
She refers many times throughout about the necessary steps of practicing, trying, falling, getting up and trying again, and learning. The notion that we can develop these skills by reading a book or attending a class is totally unfounded. . . hogwash. It takes PRACTICE! Dare to Lead is packed with tools everywhere and through links on her website. She has divided the book into four main sections which she describes as skill sets that can be mastered. The skills are vulnerability, living into our values, braving trust and learning to rise.
Part One, Rumbling with Vulnerability, occupies the most development. In this section Brené lays the foundation that fear is the greatest obstacle we face in daring leadership, but it is our RESPONSE to fear, not fear itself, that determines how well we will do.
She identifies six myths about vulnerability, and counters each one with strategies to overcome them. Myth #1: Vulnerability is weakness; Myth #2: I don’t do vulnerability; Myth #3: I can go it alone; Myth #4: You can engineer the uncertainty and discomfort out of vulnerability; Myth #5: Trust comes before vulnerability; Myth #6: Vulnerability is disclosure. Personally, I resonated most with engineering the uncertainty and discomfort out. . . I love to plan in order to not have my inadequacies exposed, don’t you? She helped me see that the obsessive planning really only takes away the potential for joy in my life. In dealing with trust, she makes the case that trust is earned in the smallest of moments, not big earth-shattering events.
Brené develops 16 areas of “armored” leadership with the “daring” leadership response to each one. She touches on perfectionism, being right versus getting it right, power over rather than power with, to and within, weaponizing fear and uncertainty instead of acknowledging and normalizing them, to name just a few.
Part One concludes with useful material on empathy, sympathy, shame and guilt, and how shame shows up at work, easily institutionalized into unhealthy and unproductive workplaces. Empathy is the great antidote to shame and can be parsed into learnable skills. Again, it takes practice.
Part Two: Living into Our Values, was a thought-provoking and challenging section. Brené links all our decision-making to its congruence with our values, and dares the reader to limit yourself to two values only that express the essence of who you are. She offers a huge list to draw from, and then describes a process to guide the practice of these values. What does simplicity look like? How do I know when I am not living up to a particular value? How can I get back on track? Included in this section is a nice discussion of giving and receiving feedback, how to know that you are really ready for a tough conversation, and how to be present.
Part Three: Braving Trust is a gem of a section! I really appreciate work that helps to operationalize a big important concept like trust. She shares a trust inventory that allows you to measure your individual level of trustworthiness based on seven behaviors. The elements make up the acronym BRAVING: boundaries, reliability, accountability, vault (sharing your information, not that of others), integrity, non-jugdement, and generosity. One idea that stood out for me in the area of non-judgement was this one. We don’t ask for help for many reasons, but that can be a real obstacle for us and our development as leaders. Here’s a quote.^[3]
We asked a thousand leaders—what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown.
Part Four: Learning to Rise contains obvious ideas that never seem to be put into practice! In order to help people be brave and courageous at work, to try new things, to risk falling, to withstand the inevitable slings and arrows, we need to prepare them. . . for falling, AND for getting back up. Brené points out that many organizations talk about falling and the acceptance of failure, but they ignore implementing supportive actions that help people want to try again.
One “rising” skill she suggests for starters is this. When things don’t go right and are pretty messed up, step back and ask yourself a version of these three questions: “The story I’m telling myself. . . The story I make up. . . I make up that. . .” Is your answer “I am a failure” or “He has never wanted this department to succeed” or “This is the first step they are taking to lay me off” or fill in your own blank here. Acknowledge that this is a story you are telling yourself, get curious about and seek the real answer/s to the situation, and move forward.
I hope my appreciation of Dare to Lead, and the cookie crumbs I have dropped along the way entice you to flip open this book and see what leaps out for you. Dare to Lead is a book I plan to pull off the shelf and enjoy for a long time. Thank you, Brené Brown!
For more about the author, books, articles and resources visit her website at www.brenebrown.com
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^[1] Brown, B. 2018. Dare to lead: brave work. Tough conversations. Whole hearts. Random House. New York.
^[2] Brown, Brené. Dare to Lead (p. xvii). Random House Publishing Group. Kindle Edition.
^[3]Brown, Brené. Dare to Lead (p. 228). Random House Publishing Group. Kindle Edition.