Moving Forward: Healing and Innovating Schools

Nathan Bachofsky on May 13, 2022

Just the other day, I was sitting in a meeting with a team of teachers and administrators. The theme of our school year has been centered around courage, and we were discussing ways in which we can celebrate this at our end of the year faculty/staff convocation. As we discussed how we wanted to honor the staff after the immense challenge of teaching during this pandemic, it hit me. In all this time since the pandemic started, we had never truly taken the time to reflect on how these past two years affected our faculty and staff. Schools have much to process after dealing with the trauma such as significant disruption to everyday life and work. I have spent the past 8 months speaking with teachers and administrators from around the country from diverse schools and backgrounds to process the effects of the pandemic and political climate on schools. 

As I reflect on my own work as a teacher and leader and from the conversations with other professionals in education, I decided to attempt to answer the questions: How can we begin the process of healing and start the conversations needed to move our schools from a space of disruption to innovation?  Below are some considerations and a call to action for all superintendents, school boards, and those in school leadership positions. 

 

Pause and Process

Before we can move forward, we have to pause, check-in, and take inventory of our emotions, thoughts and feelings. Teachers, administrators, and staff have been in crisis mode since March 2020, and many haven’t left that space.  We immediately pivoted to teaching online, using new technology, and trying to also meet the social-emotional needs of our students, while taking care of our own families. Before we can move forward at all, I’d charge schools to create space for teachers, administrators, and staff to process everything we’ve been through. Bring in professionals from outside the organization to guide these often difficult conversations. School leaders don’t need to have all the answers, but they can create space in team meetings to demonstrate deep listening and empathy. With the nationwide need for more social-emotional learning in schools for students, how might a social-emotional support program look for the adults in the building? No time is wasted when faculty and staff can pause and reflect on thoughts and feelings. Through the sharing of each others’ stories we can begin to see the commonality in our experiences and begin the process of healing and moving forward. 

 

Teachers and School Leaders Need Support

If you haven’t been paying attention, I have some troubling news. Teachers and administrators are leaving the profession in droves. Teacher burnout is worse than ever as evidenced by the teacher shortage that has been highlighted in the news. We need brave leaders and policy makers to stand up for our school systems that are quite literally under attack. We have officially come to a crossroads in which the passion for changing lives no longer balances out the poor policies and working conditions that are squeezing the joy and heart from a profession so near and dear to many. Many states and local school districts are still running schools in the same way that they have been for decades. We forge on standing up for fair teacher pay, reduced standardized-testing, fair and equitable access to education, and all other vitally important issues facing our field that deserve the forefront of our attention. While we work to champion for these tough issues, we can still adjust our organizational practices and lead schools into a space of growth and innovation. 

 

Every Voice Matters

 Once we begin to process our past and current realities, it’s time to collaboratively build the future of our schools and districts and steer toward new possibilities. Take this crucial time to invite all stakeholders to the table to share their vision for the school or district moving forward. Organize your conversations with stakeholders around the following questions: 

  • What issues did the pandemic and our current social-political climate shine a light on in your district/school/organization? 
  • What new practices/lessons from teaching during the pandemic are we holding on to? 
  • What practices & policies are no longer serving us? 

It’s important that everyone has a voice in this process. This conversation can occur with the greater school community as whole, or it may happen at the department/team level. Streamlined communication and transparency in sharing the results of these conversations is a vital step in the process of moving forward towards change.

 

Real Change Takes Time

Once new opportunities and directions are revealed and identified through these discussions, it’s time to create actionable steps towards change. It’s helpful to bring in an outside organization to help facilitate the discussion and strategic planning so that school leaders can be fully present and part of these important conversations. Having a separate, unbiased set of ears to synthesize the discussions and support the steps forward is vital to the process. 

Change can make us uncomfortable at first. Showing up with honesty, openness, and good intention nurtures growth and makes way for new possibilities. As we learned in preschool from the story of the tortoise and the hare, slow and steady really does win the race. Any changes and decisions that are made must be approached through the lens of “why.” I’m always reminded by a colorful magnet on my classroom white board that, “Great things take time.” It’s so true – real, quality change, when done correctly, is slow, methodical, and purposeful. Be patient in the implementation stage of the process, remain open to feedback, and make adjustments accordingly.

 

Leadership at All Levels

Everyone has the ability to be a leader no matter what role they possess in the organization. The stakes are too high and the work is too great in education for administrators to call all the shots. To truly change the culture of a school and empower its community, the top down approach must be dismantled and a shared, collaborative approach to leadership must be embraced. Not all teachers and staff have formal leadership training, but by nurturing the skills of self-awareness, deep listening, empathy, curiosity, and decisiveness, a new and positive culture and climate can emerge. When we approach leadership as a shared practice, we can suddenly make time for the tasks, projects, and practices that are more impactful. All of a sudden, principals can be more visible, teachers can have meaningful collaboration, and all stakeholders can feel heard and involved. 

 

Moving Schools from Disruption to Innovation

After 12 impactful years of service in public and private schools as an educator and leader, I am answering the call to support schools in moving forward and achieving dynamic outcomes. I decided to leave my classroom position and team up with Thunderbird Leadership to support schools on their journey toward healing and innovation. The Disruption to Innovation in Schools program through Thunderbird puts relationships and teaming first. Founded in the principles of Caring Leadership, our programming builds a culture of self-awareness, deep listening skills, empathy, curiosity, and decisiveness in both administrators and staff. This is a time for districts to step back and refocus on the people and relationships that make learning happen. When we do, morale improves, teams are more efficient, and students have a more supportive environment to thrive. Thunderbird truly partners with schools to ignite teams and environments that excel through leadership coaching, teaming, community building, and various professional development topics to promote Caring Leadership in your school. Reach out by email (nbachofsky@thunderbirdleadership.com) to find out how we can help transform your school and join this movement!

The Winding Road

Kevin Monaco on April 3, 2022

It sounds so simple, but no one had ever told me: The road is winding and wide. I wasn’t aware because most people I knew pursued only one road: The Straight and Narrow. I don’t mean ‘honest’ and ‘moral’ here. I mean ‘straight’ and ‘narrow’– the complete opposite of ‘winding’ and ‘wide’.

Here in Cleveland, we joke that there are only two seasons; winter and construction. You always have to be ready with an alternative route. You can almost never take the most direct path. You must first go south before you can go west, or a little east before you can go north. And don’t forget about rush hour traffic! You’re in it for the long haul. Luckily, there are multiple ways to get to where you’re going.

During a challenging health journey in my late 20s, I began to examine my life more deeply than I ever had up to that point. I felt as though I was headed in the wrong direction, particularly with my career and my life’s dedication. I yearned to be creative again, like I was when I was younger. I wanted to make beautiful creations, important calls-to-action that people admired and felt moved by. I wanted to inspire others with my passion and energy. I felt I knew where I should be, where I always wanted to be, but that place was somewhere on the other side of town. It was a place I was very unfamiliar with, and quite frankly, terrified of.

And so I began to talk with someone about my struggles. The more I spoke about it, the more aware I was of the panic bubbling up inside of me. I was operating on autopilot. I wasn’t engaged or enthusiastic about the work I was doing. I felt undervalued and overworked. I felt disappointed in myself for not having a clearer direction for my life, a more solid plan. I chastised myself because I had allowed this to happen, and now, nearly ten years into my career at that point, I felt trapped and confused. Was this ever really what I wanted to do? What about all the years of education I went through? The degrees I earned? The time I’d already invested at my workplace? It all seemed like a big waste. 

Through my sadness, my therapist offered this simple but impactful perspective: Life is not a straight and narrow path. It is a jagged and twisty, multi-lane roadway, full of construction and bus stops. It is a series of onramps and offramps, and sometimes you have to go far out of your way to get back on track. Sometimes you are driving with poor visibility, and sometimes you’re driving through clear skies with the top down. But you are always moving. Even if you stop momentarily, life beckons you to hit the gas once again. 

I spent a lot of time with this analogy. I thought about what it meant to view my life as a winding road. I thought about all the events of my life that I am grateful for, and I began to notice the twisted roads that led me to them. Of course life is not a straightforward path! There are reasons for this, and here are a few I’ve learned from my experience since then.

 

 

1) Life is a series of stops and detours that provides us with feedback on how we are responding and growing as people.

Quite simply put, we do not know what we do not yet know. I like to view my life experiences as a variety of roadside diners. I discover new joints that I love, and others…well, I won’t be coming back for seconds. Use these experiences to fuel change and discover what makes you ‘tick’. By means of detouring and rerouting, I begin to learn my way around town. I discover the bumpy roads, the carefree highways, the heavily patrolled areas, and the places I want to avoid in the future. At 15 years old, I was afraid to drive up that freeway onramp for the first time, but I learned something every time I tried, and it got easier. Learning more about myself and my surroundings has been key to uncovering my personal path and purpose. 

 

2) We may need to have certain experiences that drive us forward, even if they seem counterproductive.

We may not be ready for a particular ‘point of interest’ yet. That is the bottom line. We may have to acquire some skills, be jolted into some serious reflection, meet some new people, or overcome a challenge before we are prepared to arrive at that destination. Even if you feel restless and anxious, this is a process that asks you to honor your current location. This is where you are today, and there is incredible power in that realization. Each twist and turn is teaching you to become a better driver, and you will be better-equipped to handle future roadblocks. Perhaps a new road will open up now that you’re no longer headed south on the old one. In this way, no experience is a lost cause. No credential, skill, or relationship is a waste of time. No seemingly counterproductive event has forever put you in reverse. You are a master navigator! Even as you are reading and reflecting on this post, you are fine-tuning your route.

I’m reminded of an SNL Weekend Update skit where Leslie Jones talks to Colin Jost about Oprah Winfrey’s experience being fired as a young intern. Jost remarks what a mistake it was for those executives to fire Oprah! “No it wasn’t!” Leslie claps back. “…‘Cause she wasn’t Oprah. She was just some 23-year-old punk, who needed to get fired, so she could become ‘Oprah’!” 

 

3) Trust that if we set the destination, life will align the right people and situations to get us there.

Life is a complicated web of connections and networks. We’ve all heard of the six degrees of separation concept. Whether there are actually six is not the point. We can be sure that there is at least one path for every destination we plan for. From a vantage point much greater than any mirror or car camera can provide, you have already initiated a chain reaction that is shifting the tides to make things happen.

I have always had many interests. But since I can remember, I always wanted to be a singer and songwriter. There was one problem: I was terrified to put myself out there for people to hear. Over the years, I gradually turned my back on my love of music. Quite some time later, I decided I owed it to myself to forge down that path once again and take a look around! In the last three years, I have now performed many times for an audience, but I had to get through a few hazardous conditions before I could open up. Some were even completely unrelated to music! My original plan had me arriving at my destination really early. Improperly early. It was in my best interest to slow down and take the scenic route. I began to notice the parts of my previous career that had prepared me for an audience. I noticed the new experiences I was having that were encouraging me out of my shell. I noticed the unique and fun moments I was having as a result of this new route–ones I would never have dreamt possible.

I know that it may take you, as it has taken me, some time to get used to this winding road. We are prodded down narrow paths, raised with absolutes, and told it’s ‘my way or the highway!’ We begin to neglect our own navigation system, and we forget who is driving the car.

76-year-old American actor, singer, dancer, and director, André De Shields, offered this piece of advice during his first Tony Award acceptance speech in 2019: “Slowly is the fastest way to get to where you want to be.” So let’s try not to be anxious drivers. The pace and course of your journey has been designed specifically for you. If it feels misguided or too slow, take a deep breath, and stay curious about your surroundings. Ask yourself what you are meant to learn at this time. Find out what is working and what isn’t working for you. Reach out and ask for directions. Discover how you will do things differently next time. If the traffic is too noisy, roll up the windows and put on your favorite playlist! If we settle into the moment, we allow the next turn to reveal itself. 

Above all, remember that life is a process of growth opportunities. There is more to our stories than just the beginnings and ends. We can be motivated by the destination, or we can be excited about the road trip itself. Afterall, the real adventure is in the winding detours.

 

Curb Your Complaining

Carla J. Rotering, MD, M.A. on February 7, 2022

by Dr. Carla Rotering

 

“The only thing complaining does is convince other people that you are not in control.”– Unknown

There’s an old saying that “misery loves company” – and over the last couple of years, things may feel pretty miserable to many if not most of us.  It seems a natural extension to transfer what we experience into the act of complaining.  

Complaining and connecting with those who share our disturbance not only provides some emotional release but it also creates a place of belonging. Who doesn’t want to spend time with people who “get” what we are talking about – who notice the same miserable things we do, push against the same miserable boundaries we do, and complain about the same miserable details that we do?   We become misery buddies, an exclusive club of complainers, operating with the belief that we are bonding and validating one another through our shared complaints.  

We are inherently social beings, and as humans we have the capacity for neuronal mirroring.  Mirroring happens when mirror neurons in the premotor cortex area of your brain respond to an observed behavior or mood of another person as if YOU were actually engaged in that behavior or mood yourself!  So rather than finding comfort and relief, as we unconsciously mimic moods and behaviors, we actually deepen our misery and ultimately habituate the practice of complaining.  That habit of complaining doesn’t make anyone happy.  And you don’t even have to be the complainer!!  Studies show that 30 minutes of LISTENING to someone complain impacts our health and wellbeing just as much as BEING the complainer for that 30 minutes.  The average person complains between 15 – 30 times a day, according to Will Bowen, author of “A Complaint-Free World”.

Have you ever heard the saying “Neurons that fire together wire together”? Neuroscience tells us that repetitive complaining, like any repetitive behavior, re-wires our brains so that the neurons branch out toward each other to create a more permanent bridge, making future complaining more likely.  Over time, it becomes easier to be negative by defaulting to this now-established neural pathway than it is to be positive, which would require the creation of a new pathway – and that holds true even when what is happening around us changes for the better!  

Mission.org explains this phenomenon perfectly:

“The more you complain about things like flakey friends or being asked to push up a project’s 

deadline, the more neurons in your brain stitch themselves together to easily 

facilitate this kind of information. Before you know it, complaining becomes so 

easy for your brain to grasp, you start doing it without even consciously registering

the behavior.”

A Stanford University study using high resolution MRI’s found that complaining or listening to complaining can result in actual damage to our brains by shrinking the hippocampus.  Equally concerning, chronic high cortisol levels, besides triggering our flight-or-fight response, are now thought to damage the hippocampus in the same way.   The hippocampus is an area critical to memory formation, learning, emotional regulation and problem solving.  It is also one of the primary areas of the brain destroyed in Alzheimer’s Disease.

Who wants that???  And what can we do to shift?

Here is a summary of tips offered by the Cleveland Clinic to interrupt the habit of complaint – whether you notice it in yourself or your peers, friends, family:

  •  Look at the big picture – will this really matter in 5 minutes/months/years?  If the answer is “yes” see #5
  • Ask yourself if this IS the issue?  Is “this” (whatever it is) really pushing your buttons or is there something going on that is deeper, harder, more personal.
  • Make it a game!  Wear a bracelet or rubber band around your wrist – and every time you notice yourself complaining (even silently) shift it to the opposite wrist.  The goal is to keep your rubber-band bracelet on the same wrist for longer and longer periods of time.
  • Share legitimate concerns in the right time and place – not on social media, not in a public hallway or shared space.
  • When something really matters, share your concern in a way that is seen as helpful rather than critical. Be a part of the solution!
  • When you offer a valid complaint, start and end with a positive statement. When we start with negative words, no one can hear anything else we say. When we end with negative words, no one can remember what we said before.  This sandwiches your concern between caring statements– and makes all the difference to others and to YOU!!
  • Practice gratitude.  If negativity has become a habit for you or those around you, noticing one small thing daily for which you are thankful can begin to forge a new, positive neural pathway!!

Our invitation to you is to experiment with a “no complaint day” – and see what happens to your energy, your mood, your level of contentment and satisfaction.  

And if you like it, start building new neuronal bridges!!!

 

https://health.clevelandclinic.org/how-to-stop-complaining-7-secrets-to-being-happier/

https://news.stanford.edu/pr/96/960814shrnkgbrain.html

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6616250/

https://www.southernliving.com/news/complaining-changes-your-brain

https://m1psychology.com/complaining-is-bad-for-your-brain/

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 during the global health crisis 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?

Quote on courage by Brene Brown

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.

 

The Imposter Syndrome – How to shift your self-doubting thoughts

Amy Steinbinder on July 25, 2021

Yikes!  Surely, someone is going to recognize I really am not that smart, that I have been lucky – in the right place at the right time. How long will I be able to keep this secret?  Can my family, friends, and colleagues see the real me? Yes, I have accomplished a great deal, but truly, it has all happened by chance.

These types of thoughts are common for professionals who are experiencing Imposter Syndrome, a phenomenon first identified in 1978 by psychologists Pauline Rose Clance and Suzanne Imes.

I recall going through my professional life and believing my opportunities and achievements resulted from what I called the “Mr. Magoo phenomenon”. If you aren’t familiar with this nearsighted cartoon character, let me explain. Mr. Magoo had a TV series in the 1960’s. His extreme nearsightedness led him into harrowing predicaments, yet always, just in the nick of time, Mr. Magoo would take the right action that would lead him to his desired outcome.

Well, I felt my career was a lot like Mr. Magoo. I would find myself not knowing which direction to take in my clinical career, in different leadership positions, and even in academic pursuits. But just as I was feeling most confused, a great option presented itself and the choice was made. As each of these “lucky” occurrences reinforced my belief in mitigating circumstances rather than my own talent, abilities and experiences, the notion of being an imposter was confirmed.

Research is replete with information on the Imposter Syndrome. In fact, did you know more than 70% of us experience feelings of being an imposter at some time or another? There are many highly accomplished people who admit they too have felt like an imposter. Maya Angelou, a three-time Grammy award winner, Tom Hanks who appears in more than 70 films and John Steinbeck a literary giant – all shared something in common at times during their careers –  they described themselves as feeling like frauds. However, they were able to overcome these doubts to have amazing, successful careers.

So, what can the rest of us do to overcome imposter syndrome paralysis when it happens? I asked two of my colleagues at Thunderbird Leadership Consulting to share their wisdom and useful tips to navigate the perils of imposter syndrome.

Carla J. Rotering, a physician, coach and consultant, takes the approach of embracing the self-doubt.

Carla J. Rotering

Carla J. Rotering

“Imposter syndrome is nearly a universal phenomenon regardless of the ‘outer image’ we may see in others. Nearly everyone has almost certainly felt like a fraud at some point. It’s what we do, and it often creates the fear of being ‘found out’ and exposed. There are lots of suggested ways to manage that fear. I personally use a way that at first may feel a little harsh – and yet it is the thought that has proven the most useful for me.

“What if I simply say it is true? I am an imposter. We are all imposters. There is a standard out there somewhere called ‘perfect’ and that is the bar we have set for ourselves. But we are not perfect, any of us. The human condition is simply imperfect by definition. Any claim of perfection is therefore fraudulent.

“When I can recognize that – without judgment, but just with awareness of that FACT – I can tap into a more authentic, humble self. I can use my ‘imposter’ moment as a springboard to growth, learning, and fresh thought. I can let my ego off the hook and alleviate my own suffering and shame. I can lay that useless emotion aside, and then I can acknowledge what I don’t know, ask for assistance when I need it, and lean into the well of information, wisdom, and knowledge that will allow me to grow closer to that bar to which I aspire.

“I can realize I am human – that I am and (hopefully) always will be a work in progress.”

When Nathan Bachofsky experiences Imposter Syndrome, he turns to mentors to seek a reality check.

“I have wrestled with Imposter Syndrome at many points throughout my career and still experience relapses from time to time. A few years ago, I made a transition into a new role that required more of me in terms of leadership and responsibility. There were many challenges that came with this transition that left me feeling like maybe I was not ready or enough.

Imposter Syndrome Quote

I found great comfort in the counsel of my trusted mentors. It helped immensely for me to open up about my challenges to then hear an esteemed mentor in my field say, ‘Oh yes, I felt that way many times,’ or ‘I am still waiting for someone to realize they hired the wrong person’ I thought, ‘Wait, THEY went through this? But they are so confident and successful!’

“We can shine a light on the darkness of Imposter Syndrome through the vulnerable act of sharing our experiences with others and reinforcing the notion that no one is alone in this feeling. I have found my experience with Imposter Syndrome to ebb and flow, but by talking openly about it and maintaining positive affirmations, my relapses can be drastically shortened.”

If you or any of your colleagues are experiencing feelings of being a fake or being lucky in your achievements, know that you are not alone and that you too can shift your thinking. If you’d like to talk to one of our team at Thunderbird Leadership Consulting, please feel free to reach out to us at info@thunderbirdleadership.com

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 perspective 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.

  1. 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 assumptions. . . 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?
  1. Trust: Seek different perspectives, 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 a variety of 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.
  1. 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.
  1. Detachment: Identify, then challenge assumptions

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 preconceptions.

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.
  1. 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’ perspectives.
  • Be aware of the rules and the ethics that will bound a good judgment.
  1. 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:

  1. Value each employee’s perspectives, talents, experiences, ideas and uniqueness
  2. Make caring visible through your presence, your appreciation and your acknowledgement of their feelings
  3. Provide them with something to believe in – provide vision, purpose and their part in it
  4. Know what makes each employee tick
  5. 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:

  1. Know that you are not alone – find safe places to share your concerns about confidence.
  2. Stop attributing your success to luck.
  3. Take credit for your accomplishments.
  4. Don’t get caught up in perfectionism (over-preparing, over-rehearsing)
  5. 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.

  1. Inquiry rather than inquisition
  2. Illumination (strength finding rather than fault finding)
  3. Intention (strategies to cultivate participation)
  4. Inspiration (envisioning a greater future)
  5. 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.