Cube 2.14 Blog

Over the past 31 days I have participated in the Ultimate Blog Challenge. The goal was to increase blog traffic and readership.  But the lessons I’ve learned are even  more powerful:
 
1. The best time to write is when you have time to do it
2. There really is no such thing as writer’s block.  If you are stuck, start writing.  Eventually you’ll get unstuck
3. Not every single thing you write has to be a masterpiece
4. There are a lot of really amazing writers. All with a variety of styles.  There is no better, only different
5. Everyone has something important to say
6. Writing a lot helps you get better at it
7. There are, literally, thousands of topics to write about
8. The worst thing you can say to yourself is I’m not capable
9. No one will agree or disagree with you if you have nothing to say
10. Your toughest critic will be yourself (at least mine is)

Thank you Michele Scism and Michelle Shaeffer for putting this challenge together.
 
Do you want to start blogging more and increase traffic to your site?  Take the challenge.  The only regret you will have is if you don’t ever try.

(You could have a regret if you kick a beehive or poke a sleeping bear, but those are exceptions to the rule)
 
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

POLITICS AND RELIGION…

FIGHTIN’ WORDS
Following politics in any country shows the passion that people have for their points of view. In the recent election for US
President, the voting populace was severely divided.

But, what about at work?  Can you lead someone that you disagree with politically, religiously or otherwise?

Religion and politics are the third rail of work.  No one is supposed to talk about themor be upset about differences.

But is this realistic?  No.

Diversity and the global nature of work have caused an integration of people that, left to their own devices, might not associate with each other otherwise.

LEADING THROUGH OPINIONS
So, if we have to work with and lead people we don’t agree with how do we do it? 

WHY IS IT HARD TO DO?

There are two main reasons it’s hard to work with those that you disagree.

1. You see parts of yourself and your beliefs that you don’t really like
“The reason you can’t stand that person in the first place, is that they remind you of what you can’t stand about yourself.- Peter Bregman

2. It causes you to question your beliefs
Any time someone has a worldview or set of beliefs that are different than yours, it calls your beliefs into question.  That is never easy or comfortable.  But, unless its something fundamental like “thou shall not kill”, it can give you different perspective and help you see the world through other’s eyes.

So what do you do about it?

ENGAGE AND FINDING COMMON GROUND
Work hard to find things to agree and work together on.  There are often more similarities than differences between people. Organizations and teams are ripe with a variety areas to have common ground:

• Team goals
• Project completion
• Project outcomes
• Company success
• Professional growth

Regularly explore and expand on them.

Whenever I take on a new team, I always meet with each person and spend time exploring our commonalities.  This way we can begin to build on those right away.  Differences come easily. If they show up after you’ve already built a foundation of commonalities, they are less likely to impact how work together effectively.

FOCUS ON WHAT THEY DO WELL
No matter what you think of someone’s views, they often are exceptional, or at least capable, in a few areas.  When leading someone that you don’t agree with it’s important to keep those skills at the forefront when working with them.
Otherwise, the people you don’t agree with will become stereotypes.

Conservatives will seem militant; liberals will seem noncommittal, etc.  This occurs because of a phenomenon called “self fulfilling prophecy.”

“A self-fulfilling prophecy is a thought or expectation that occurs because it has been thought. For example, when a teacher assumes that a certain student is not intelligent, the teacher might give that student less positive attention and more negative attention, resulting in poorer performance by the student….. Our behavior can affect others, particularly people over whom we have authority or with whom we spend significant amounts of time.” ~ GoodTherapy.com
The problem is that it can impact the folks we lead and work with. Working with people that are different than us can make us better if we let it.  Remember to focus on each person’s positives.

DON’T DWELL ON WHAT YOU DON’T AGREE
When there is an area or topic that you don’t agree with someone about, don’t make it the focal point of your relationship.

It is not healthy and makes the team less productive.

• Time spent trying to change an opinion that doesn’t impact the success or failure of the team is time wasted.
• Move on and focus on activities THAT WILL PRODUCE RESULTS.
• Surprisingly, people are much more tolerant of others when they are winning.
• Focus on being a high performance team creates tolerance.

SEEKING OUT THEIR OPINION
Some of the very best advice given is from folks that you don’t agree with politically or philosophically.  Their opinion is unvarnished. Compliments are more sincere, criticism more pointed and solutions more clear.
People that think differently than you come at issues, problems, etc. from a perspective you don’t have.
It provides for rich ideas that you might not think of on your own or with someone who thinks like you. Actively seek out opinions of those you don’t agree with, you will develop better solutions and become a better person in the process.

FIGHTIN’ FAIR
In order to have a high performing team or organization, ideas and solutions must come from everywhere.  People must feel free to share their thoughts without worrying about self-censoring their own beliefs.  This stifles creativity and tamps down productivity.

• Stick up for their right to have an opinion different than yours and of others.
• Champion the voice of those that you don’t agree with.
• Make sure they have the platform to speak and share ideas.

Real leaders and partners give voice to everyone on the team, not just the ones that are the same religion or political affiliation.

Being a leader means that you will work with all kinds of people, those that you agree with and those you don’t. You are creating a legacy with every interaction. What is it that you are creating?
 
Originally posted on Linked2Leadership.com.  Please visit them to read this and other awesome blogs!

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

There are two words that should be used sparingly, if at all, as a leader always and never.
 
WHAT’S THE PROBLEM WITH USING ALWAYS AND NEVER?

Always and never are words that are part of the “all or nothing thinking” in cognitive distortion.
 
Cognitive distortions — where your mind puts a ‘spin’ on the events you see, and attaches a not-so-objective interpretation to what you experience.
 
In all or nothing thinking, there is no grey area.  There is no room for improvement or understanding.  Therefore, using words like these lead to stifling growth and hindering innovation.
 
Always and never are: 

• Not really quantifiable words and generally are a a matter of opinion.
• Charged with innuendo and accusation
 
Always and never can 

• Make someone defensive
• Encourage someone to ignore a compliment
• Indicate laziness of thought
 
As leaders , using words like these indicate a lack of interest improving. If we want to create a high performance team that is accountable and driven, it’s time to retire words like always and never.
 
 
WHAT TO USE INSTEAD?
 
Generally, always and never are used when giving feedback of some kind. Using words like these indicates that there has been time between the reason for feedback and the feedback itself. Often, there multiple occurrences of the issue before the feedback that includes always/never.
 
Instead of always or never, use a structure to ensure that feedback can help people develop, grow, improve and become more effective
 
1.     Let them know the reason for the feedback – Context is key.  Giving adults the reason you want to speak with them gives a frame of reference. They don’t have to wonder “what is this all about”. Depending on the type of feedback – praise or constructive – you may want to ask a question like –
 
“How do you think XYZ went?”
 
2.     Let them know the specific issue is:
Praise –

 
Counsel  –
 
3. Let them know the impact of their actions
Praise –
 
 
Counsel –
 
4.     Point out something about them that you see
 
Praise –
 
Counsel –
 
5. Use the conversation to develop and promote feedback
Praise – Congratulate them and ask them  –> Why they took the actions they did
 
     
Counsel- Let them know you are dedicated to their success and ask –>What actions they will take to create solutions?
 
 
During the course of these conversations,  ’always’ and ‘never’ should not be used. There is really no place for them.  

Providing feedback is one of the most important parts of being a leader.  It drives development and growth.
 
What other commonly used words get in the way of leadership development?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
I consider myself a lucky man.  Not only did I marry a beautiful, smart and funny woman.  Thankfully, she is also a  great teacher.   My management career started when I was pretty young.  I got the opportunity to lead teams of very smart folks that were my former peers. My wife helped me avoid a lot of pain and jumpstart a team that was in trouble by giving me some simple advice.
 
“Nobody like a know it all.  Listen first, then make decisions.  Never forget, you are not better than anyone else”
 
Sagely advice, no?  That advice led me to 5 tactics that I used as a leader and talk about to my clients all the time.
 
1. BE HUMBLE
Humility is a powerful tool.
 

It is SO important to be humble.  It opens up possibility for others and increases the success of the team.
A humble leader is secure enough to recognize his or her weaknesses and to seek the input and talents of others. By being receptive to outside ideas and assistance, creative leaders open up new avenues for the organization and for their employees.- Doug Guthrie
 
2. LISTEN, NO LISTEN

Yes, everyone knows how important listening is.  We’ve heard it so many times we’ve stopped listening about listening.  But, listening changes a leader in profound ways.

When I took over a new team that was floundering, I sat down with each member of the team and asked ‘What would you do if you were me”.  They gave me great advice.  Simple, elegant solutions that no one else heard because they thought the team was not effective.  But they were, given the chance. As soon as I started implementing their ideas, the turnaround was dramatic.  The magic is I didn’t actually do anything except listen to them.
 
3. DON’T BE A KNOW IT ALL, ADMIT WHEN YOU DON’T KNOW OR WHEN YOU ARE WRONG

Somehow we’ve been conditioned to believe the leaders know the answers.  My wife saw that I was struggling with this.  She is never afraid to admit when she doesn’t know.  What I learned from that was people didn’t see that as weakness but as strength.  People want to help, if you don’t know they are willing to lend you their expertise. But you have to ask.
 

 
4. BE DECISIVE
Once it is time to make a decision, make it.  Don’t hem and haw.  Don’t analyze things to death.  Act.  Of course, it is important to think about things, gather facts, listen to experts, weight outcomes and all of that.  But, people want their leaders to act.  It is not always perfect or even the correct path.  But some action is better than the agony of waiting and doing nothing.
The important thing is to admit when you have made an incorrect decision and ask for assistance in correcting it or choosing a new path.
 
 
5. BE HUMAN
It is so easy to forget some of the struggles of employees.  There was a time when you weren’t privy to information.  There was a time when you weren’t asked your opinion about how to handle situations. Never forget that there was a time you were not a leader.
 
Never forget that there was a time you were not a leader. Don’t think that you are above other and be human.  –
 
 
Leadership was easier, more fun and I was more effective because I took on this advice. The funny thing is that I had to “unlearn” a lot of things that other managers had told me.  But, I’m glad I did. I’m pretty sure my team was too.  
 
Where do you learn unexpected lessons of leadership?  What relationships provide you with valuable insight?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
Although my first marriage didn’t end well, I was fortunate to come out of it relatively unscathed.  It taught me a lot about how to build relationships and how to be a leader.  You could say that my ex-wife gave me great insight of what not to do.
 
1. DON’T PROMISE WHAT YOU CAN’T DELIVER –
Admittedly, we were having some issues before the end.  We decided that we needed to take on something, like a project, together.  The theory was that we were going to have to rely on each other and in the end see each other in a different light.  Let’s just say that didn’t work. I signed up to lead a big volunteer effort with the understanding that she would be joining me taking on some of the work.  I made my commitment taking on a HUGE role to recruit volunteers and donors.  Then…she backed out.  She said it was “too stressful” and “too much extra time”.
 
But, I couldn’t back out.  I grit my teeth and took on the extra work.  In the end, it worked out really well. I made excellent contacts, learned a lot about being more efficient and helped a great cause.  It also taught me the importance of doing what you say you will. It not only undermines relationships, but plants the seed that you can’t be trusted.
 

 
2. MAKE SURE THE PEOPLE IMPORTANT TO YOU KNOW THEY ARE IMPORTANT
 
Have you ever worked with someone that never told you what you did was important even though they gave you all the hard projects and asked you to take on all the difficult tasks?  Try living with them.
 
Leaders, people need to know that that you SEE what they do matters.  Yes, there are people that will tell you “the work is my reward”.  But, even they will feel put upon if their hard work and great effort is not acknowledged in some way.
 
My ex-wife never said thank you for the things that I (or others close to her) did.  Mind you, I wasn’t looking for a parade or surprise party (although that might have been nice).  But, it would have been nice to know that she thought what I did mattered or made her life a little better.  I’m actually kind of thankful she didn’t though.  It made me double my efforts to make sure the people that I worked with and my friends knew that I appreciated them.  I wrote a lot of thank you notes, sent thank you emails and did a lot of public recognition for my team.  Not to say that my team(s) would’ve taken a bullet for me, but they knew I had their backs.
 
 
 
3. IT’S NOT WHAT YOU SAY, IT’S WHAT YOU DO

This is an oldie but a goodie. My ex-wife (and me too if I’m being honest) was notorious for saying she would be somewhere or do something and not follow through.
 
She told me that she just felt bad saying no and people felt better when you said yes. She had no intention of doing what she agreed to and would figure out an excuse later.  At first, I thought that was kind of brilliant. You didn’t have to be honest, could make everyone happy and still get to watch the Fear Factor marathon.  But, I noticed that people stopped asking us to do things.  We weren’t getting invited to parties, weddings, etc.  I also noticed that my team started to skip asking me things as well.  Taking my ex-wife’s advice had led to a one-way trip to “lonely-ville”.  One Monday, I learned of a team outing that everyone attended, except me.  They had gone to a place I loved but assumed I would just cancel and didn’t invite me.  I was mortified to learn that by not dealing with telling people no, I was forcing myself into “hermitness”.
 
That’s the day I stopped doing that entirely.  What a gift that lesson was.  From that point on, I worked on making sure I did what I said I would.  Sometimes that meant saying no, making some people unhappy or disappointed.  Remarkably, I started to get invited to things again, both at work and with friends.
 

 
Although some of these lessons were tough to learn, I became a better leader and a better person because of them. I’ve never forgotten the importance of honoring relationships.  They are the cornerstone of making a great workplace and a great life.  
 
Where do you learn unexpected lessons of leadership?  What relationships provide you with valuable insight?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

There is no doubt you will fail if:

• You don’t do anything that pushes you out of your comfort zone
• You give up before the project, fight or song is over
• You don’t give it your very best effort
• You don’t take risks
• You keep saying someday I will, one day I’ll and that day never comes
• You wait until the perfect moment
• You never try at all.
 
Life is not about if you will fail, but when.  Life is not about avoiding failure; it is about what kind of person will you be when it happens.
 
No great person has ever gone through life without failure. Failure shapes, prepares and hones.
 
If in the end you have never failed, than it is likely you have never really lived.
 
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.