Tag: behaviors

psychological safety - image of a lighthouse beacon in the dark

psychological safety - image of a lighthouse beacon in the dark
 

“A shared belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” Amy Edmonson

 
As leaders we have heard about the critical role psychological safety plays in team effectiveness. Amy Edmonson first identified the concept back in 1999†. In 2012, Google, through its Project Aristotle research (How to build the perfect team)*, concluded that psychological safety is the most important condition for a high performing team.
No one can argue against the importance of providing a safe place and environment for team members to voice their opinions freely without fear of retaliation, punishment or humiliation. This is a key element to team effectiveness and to an environment that prioritizes innovation and agility.
It seems like common sense, and yet in our experience working with different teams across the globe, it is not necessarily common practice. The need to nurture psychological safety is often a blind spot for leaders. It is a perfect example of disconnect between intent and impact in leadership. Most leaders genuinely want to leave a legacy through their people, they act and lead from good intent. Yet how a team interprets the actions and decisions of the leader determines the impact of their leadership.
 

Leadership behaviors that diminish psychological safety

There are some very visible leadership behaviors that drive disconnect and diminish psychological safety. These are things anyone can identify while observing a team interacting. For example: blaming others, using hostile and aggressive language, dictating what needs to be done, shutting people down, killing another’s ideas, monopolizing the conversation, combative listening, excluding people from conversations.
As well as these very visible behaviors, there are also other, more subtle, behaviors and symbols that diminish psychological safety. These are less visible and ones that we don’t necessarily pay as much attention to, and yet can have the same impact.
The following are some of the most common examples I have observed when working with teams:

  • Missing the connection: Diving directly into the agenda at the start of a meeting without dedicating some time to connect and acknowledge each other’s state of mind.
  • Nonverbal signs: According to research† only 7% of messages pertaining to feelings and attitudes are in what we say. The rest of the messages are in facial expressions and tone of voice. Our body speaks louder than our words.
  • The leader opening the conversations and voicing own opinions first: This sets the tone of the conversation for the rest of the team and establishes a hierarchical message that the boss speaks first.
  • Asking rhetorical questions: Asking something with a desired response in mind shuts out other ideas and triggers defensive behaviors.
  • Being spaced out in a meeting: Multitasking, checking phones etc., while other team members are speaking and sharing ideas.
  • Going along with “just kidding” excuses: Playing along and tolerating jokes and topics that could be sensitive to people, possibly leading to feelings of discomfort or exclusion.

 

How can leaders increase psychological safety in teams?

Much has been said and written about this, adding to Amy Edmonson’s suggestions based on her research. Following are 8 key things I believe every leader should do and pay attention to in order to increase psychological safety:

  • Be aware of your own leadership style and impact on others: Learn how you perceive yourself, and how others perceive your leadership style. Identify your own strengths, derailers and blind spots, and the impact you have on your team.
  • Connection before context, and context before content: Take time to connect and receive each other in each interaction. Then set the intention for your meeting and align on the agenda before jumping into the content of the conversation.
  • Agree on operating principles: These are the rules of the game, they sum up how the team will interact together. Team members must commit to honoring these principles; not only agreeing to comply to them but also to speaking up when any of these principles are not being followed.
  • Balance airtime: Make sure all voices are heard; consciously plan team dynamics to ensure everyone can provide their feedback and contribute to the discussion. Listen and ask clarifying questions to check assumptions before sharing your opinion.
  • Turn feedback into a habit: Ask questions to the team. What’s working? What could make our meetings more effective? How can I help you become more effective? What would you like to see differently in the way we interact? What would help you improve your experience at work? Be prepared to receive others’ points of view without resistance.
  • Address undiscussables: These are the unspoken topics everyone knows about, and team members choose not to address. Put things on the table with compassion and express your truth with honesty and respect.
  • Call out uncomfortable / improper comments: Walk your talk and demand others to comply with your standards. Create an inclusive environment where everyone feels valued and respected.
  • Respect and honor your relationships: Make this a priority. Invest time in strengthening your relationships and letting people into your circle of trust. Get to know each other, learn from one another’s journeys and understand how you complement each other.

 

Creating a safe environment

Psychological safety is not something that can be taken for granted. It can take time to build and seconds to break, and should be part of every leader’s agenda. Creating a safe environment where people can openly express their opinions freely is our ultimate responsibility as leaders.
 
†https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Group_Performance/Edmondson%20Psychological%20safety.pdf
*https://rework.withgoogle.com/print/guides/5721312655835136/

The 3 Keys to Having Difficult Conversations Online: man with hands open

Conversations that are emotionally difficult or complex in nature are often stressful.  Whether it is difficult feedback, a performance review, communication of a change that has far reaching impact, or even a conversation to terminate a working relationship, many people struggle with the best way to have these kinds of conversations. They are challenging in person, but to have them online brings it to a whole other level. Why? In part, because we don’t have all the non-verbal clues we normally pick up on during a conversation. It is less social. The potential for misunderstandings is increased and many feel less comfortable looking at a screen and not into the eyes of the other person. With more and more companies making WFH the new norm beyond COVID19, having difficult conversations online in an effective and compassionate way is a critical leadership skill.
The 3 Keys to Having Difficult Conversations Online: man with hands openIn over 15 years of leading global remote teams, I have experienced firsthand how critical this is for the success and wellbeing of a team, its leader, and the organization. Your ability to have respectful, compassionate, honest, and straightforward conversations online will shape your culture and be a key lever for a high performance.
Let’s imagine you have to communicate a decision that will impact one of your team members and you assume that they won’t be happy about it. The easy way out would be to just send an email, communicate the decision, and hope for the best. My first and most important recommendation is to resist that impulse and muster the courage and respect to have a conversation. There are certain things that I believe should not be discussed by email, chat, or voice message. They deserve to be synchronous and in real time.

The 3 Keys to Having Difficult Conversations Online

Here are my top 3 tips for having difficult conversations online in an effective and respectful way. While some of them may seem trivial, I have personally experienced the difference they can make.

  1. Prepare for connection

Thorough preparation communicates respect to the other person in the conversation. It helps to reduce your own level of stress and increases the chances of achieving an outcome that serves everyone involved and the task.

  • Set a clear intention for the conversation and communicate the purpose to the other person with enough time for them to be well prepared. You may even ask them to reflect upon specific questions.
  • Create a respectful, safe environment. Be on time. Be mindful of not having a distracting (zoom) background. Try to ensure you will not have any interruptions. Even though this can be difficult under the current circumstances, you can try by locking the door or clearly communicating to others in your home that you need privacy. Silence your phone and computer so you will not have pings from text messages or email. Be in a calm, focused state. Ensure a stable internet connection and reliable equipment (microphone and camera).

  1. Create a shared space for exploration  

The level to which you can be focused on the person in front of you and the conversation at hand will influence how deep you can go, how much psychological safety will exist, and how creative the outcome may be.

  • If you feel it is needed, acknowledge the impact the circumstances may have. “I wish we could have this conversation in person. Because we are not able to, I want to simply acknowledge that the circumstances are not ideal, but I am committed to do my best to minimize the impact. I hope you’ll do the same”
  • Give your undivided attention.
  • Switch off self-view so you can fully focus on the other person. Whenever possible, have potentially difficult calls with the camera on and remember to make eye contact on a regular basis.
  • If you take notes, don’t type on the same device that you are using for the call. Either use pen and paper or a digital device that you can write on. Let the other person know beforehand that you may take notes from time to time.

  1. Optimize for impact 

Whenever there is physical distance, try to minimize emotional distance and be aware of the intention – impact gap. Just because you have the best intention for this conversation doesn’t mean you’ll have the impact you had hoped for.

  • Take your time – don’t rush. This conversation may take more time online than it would have in person. Plan for additional time before and after the call in your calendar, in case you need to extend.
  • Be curious, ask questions, and then listen, listen, listen. Listen with the intention to understand and not to judge or justify your perspective.
  • Check for understanding and be specific – have examples, illustrate your perspective, explain the assumptions you’ve made.

This list is far from complete but has served me well. I hope it will encourage you to strive to have difficult conversations online with respect, humility, and courage. Then a “difficult” conversation has the potential to turn into an enriching experience for everyone involved, regardless of the reasons why we were having it in the first place.

Leading a Company Through the Crisis of COVID-19 : the shaddows of 2 professionals walking

The truth is, sometimes I dream of going back to February of this year when the coronavirus had not yet come to challenge us and change our lives. Other times, I think that COVID-19 has stimulated reflection and accelerated innovation that we had been resisting. Living this calamity at the head of a company breaks every seam in any comfort zone. At the same time, it has given us a unique opportunity to learn about disruption and management, to understand the importance of corporate culture in navigating the storm and to realize that in the end, it is always people who matter most. Leading a company through the crisis of COVID-19 presents us with continuing challenges we never thought we would have to face.
Leading a Company Through the Crisis of COVID-19: two leaders walk side by side
 

Leading in uncertainty

In these months, the ability to find meaning in the midst of uncertainty has been critical. And to be able to do that, we must have an open mind, practice curiosity, be willing to listen to different opinions, and learn from others. We also must be willing to experiment and accept failure when it occurs.
We have spent a lifetime talking about vision in companies. Never has the ability to frame a vision and to get others on board been so Important. We used to theoretically analyze exponential acceleration, now we need to create an exciting story that gets people on board, quickly.
The ability to relate within and outside the company, to influence, negotiate, and communicate genuinely is also an important lifeline. It becomes essential when a company’s survival depends on convincing those at home that we have to tighten our pay belts and those outside that they should finance you at an uncertain time or continue to hire your services in the midst of an unknown recession.
In a new and challenging environment, of which we don’t have any previous examples to refer to, supporting people, especially those you work with directly and who manage teams, is another key management skill. Application coaching, focused on management challenges, is a very useful tool in business leadership.
 

Leading a Company Through the Crisis of COVID-19

The pandemic has changed the game for all of us. Now it is no longer a question of predicting the future, but of inventing the present. To lead in times of pandemic is to invent. It means managing change by making thoughtful and courageous decisions that design new scenarios. This requires promoting a culture of learning at all levels while providing what is needed to foster resilience. We are living in an emotional, economic, and social roller coaster. A leader’s best contribution is to empathize, help, and provide some certainty so that people find meaning in their work.
If I had to recommend one thing to leaders in these uncertain times, I would tell them to be ambidextrous. Be able to live between the old and the new. Be able to manage what is happening now and help create what is yet to come. Understand human resistance to change and accept innovation and disruption. Dare to dream and make the new normal a better normal than the one that the COVID-19 has taken from us.

Two superheroes are ready to save the world from evil and tyranny.

A take on resilience

There are several definitions of resilience out there. The simplest one I found is that it is the ability to rise again after we fall. And we will fall. One of my favorite humans, Brené Brown, claims that if we are brave enough, often enough, we will fall. I find this hard to come to terms with. If you’ve tried to avoid falling as hard as I’ve tried, and the pandemic has brought you, your team or your business (or all three), to the edge of a cliff or over it – then you might want to read on.  The need to be building courage and resilience in times of uncertainty is stronger than ever.
I would like to look at resilience under a different lens. As a lover of metaphors, I prefer this definition from Cambridge Dictionary:  the ability of a substance to return to its usual shape after being bent, stretched or pressed.
What is our ‘usual shape?’ For me, it’s a triangle. At Axialent we depict the key to sustainable, extraordinary results through a triangle. I don’t think it’s by chance. The triangle is the only polygon that preserves its nature even when it is bent, stretched or pressed. In construction, it is the strongest shape.

The 3 dimensions of resilience

Building Courage and Resilience in Times of Uncertainty: Axialent's 3 dimensions of success
Each point of this triangle represents one of three dimensions of success, and I believe they serve as waypoints on the road to resilience.

  • The ‘It’ dimension represents the task. It is the business results, such as profitability, revenue or market share. The ‘It’ is a prerequisite for survival of any business.
  • Companies achieve results through the contribution of their people. The ‘I’ dimension reminds us that individuals need to be at their best to contribute to a firm’s success. As obvious as this may sound, our experience is that this dimension is often neglected during ‘business as usual.’
  • Just as important as individual wellbeing and engagement is the ‘We’ dimension. How groups collaborate, work as teams and foster healthy interpersonal relationships are also at the heart of a company’s success.

The pandemic has stretched this triangle for many organizations. In the past months, the ‘It’ was hijacked by what I consider a ‘hyper-VUCA’ situation. Volatility, uncertainty, complexity and ambiguity have stretched their bounds. And in the midst of that, the ‘I’ came into the foreground. We’ve all witnessed companies putting the safety and the health of their people – workers, customers, and business partners – first. Although it may seem that they had no choice, this was a choice.
Covid-19 brought a hunger and thirst to connect. The lockdown made us rename ‘social distancing’ to ‘physical distancing’. No way was a virus going to sever human connection. Clients have approached us seeking our advice on how to build healthy connection at a distance, because the spontaneous reaction had turned Zoom-fatigue into a ‘thing’.
This pandemic is also causing undeniable economic turmoil. Figuring out what the new normal will look like is taking up business leaders’ bandwidth today, as they learn to become ambidextrous if they aren’t already: one hand on the short-term survival gear, and the other on the medium-term headlight switches.
Building Courage and Resilience in Times of Uncertainty: Resilient kids

Building Courage and Resilience in Times of Uncertainty

If there is no guarantee as to what the new normal is going to be and the only guarantee is that if we show up courageously in life and in business we will fall, then how can we build the courage to step into this challenge? For me, the answer is by learning to recover the triangle.

  1. On the ‘I’ dimension, first grant yourself permission to not be okay – and then do something about it. I invite you to think of your wellbeing as a responsibility to yourself and to others. Take care of yourself first, so you can be of service to yourself and others. The recommendation to don your own oxygen mask before assisting others who need your help is the perfect example of this.
  2. On the ‘We’ dimension, avoid the pendulum effect. From zero connection to never-ending conference calls and back, neither extremes are sustainable. Consider setting an intention of how you will connect with the people you care about, including colleagues that you used to bump into around the office that you no longer interact with. Tap into your reservoir of creativity to think of other channels of communication. Don’t just default to back-to-back calls.
  3. On the ‘It’ dimension, what if you choose the new normal that you want to see emerge? The one that inspires you to do great things in the world through your business. I encourage you to focus on the handful of things you can do in order to achieve that. It makes me feel more empowered, and it might just do the same for you. I believe it is far more effective than dwelling in helplessness waiting for the new normal to ‘happen to me’.

Conclusion

This is not a matter of balance. It’s not 33.33 period % of each. This is a matter of harmony. You will have built resilience when, at any time this triangle is bent, or stretched, or pressed – you still find a way to recover the triangle you want for yourself, your relationships and your business.

Creating Real Connection in Virtual Meetings: woman at her computer

There are a lot of articles out there aimed at helping us navigate the “new normal” of working from home and the challenges that come with it. However, most of these articles seem to focus solely on the technicalities of managing this new situation. How do you keep a schedule and maintain a routine? How can you make sure you have a comfortable workspace at home?  There seems to be very little out there about creating real connection in virtual meetings. And that might be the thing we are missing the most about in-person workplaces.
It can be easy to think that having an effective meeting relies simply on a strong agenda or a timekeeper. However, it is the more subtle relationship interactions that help foster strong team dynamic, collaboration and performance.
Creating Real Connection in Virtual Meetings: woman at her computer
 

Creating Real Connection in Virtual Meetings

How do you begin your meetings? Do you check in first, or do you jump right in? If you jump right in, then how do you know everyone is aligned with the purpose of the meeting and fully present? Could it be that some people are distracted from other meetings or with other concerns? How do you ensure everyone can fully contribute?
Given that we are working virtually, it can be easy to miss the physical cues you may otherwise perceive if you were sitting in a meeting room or would have gathered from the few minutes prior to the meeting starting. It can be easier to misinterpret situations in a virtual context than when you have all the data of an in-person interaction.
 

Checking in with the Three C’s

Beginning each meeting with a check-in allows you and your colleagues to become fully present and openly share intentions and concerns for the meeting. The questions shared below are an ideal way to ensure you capture connection and context, not just the content (or agenda) of the meeting.

  1. How do I feel arriving at this meeting?  (Connection) Take the time to connect on a personal level before moving on to the next question. As team members are juggling many different challenges, this is an opportunity to foster connection and understanding within the team.
  2. What circumstances make this meeting relevant and important to me and the team?  (Context)
  3. What results do I hope to obtain by the end of the meeting? Why are these results important?  (Content)
  4. Do I have any concerns that will prevent me from being “present” in the meeting?  (Context)

A modified set of questions can be used to “check-out” upon closing the meeting, so that all participants feel heard. It provides a space for each person to express how they felt about the outcomes of the meeting and share any concerns or issues that may not have been addressed. This concludes the current meeting and sets up future meetings with a strength of connection helping to build a strong team culture.
In addition, it is important, particularly in a virtual context, to continue to check in with participants during the meeting inviting them back in to contribute and be active.  Again, as you are not privy to the usual non-verbal cues, you may miss a person disengaging or becoming discontent.
 

Conclusion

There are many challenges to remote working, but as many companies continue to work in this way and consider a blended approach going forward, issues such as collaboration and team connection become even more important. Fostering connectivity and making sure all voices are heard is an important way to support your team as they navigate this new way of working.
 
If you would like to know more about how Axialent can support your team with a free check in exercise, please click here.

Since COVID-19 became a daily part of our lives, we’ve become increasingly accustomed to finding new ways of virtually doing what we once did in person. We’re working out with personal trainers via WhatsApp. We’re having a happy hour drink with friends over Zoom. Some are even practicing music with their band using Teams. Many of us have also been forced into remote working situations. Yet, we’re finding that our virtual experiences are not what we expected. We came into this situation with a lot of preconceived notions about what it meant to connect virtually, but our experiences have shown us something else. As we navigate the many changes in our daily life, we have started letting go of prejudices around virtual experiences.

For many of us, it was impossible to imagine doing these things online. Maybe we knew we could do them, but why would we? Some people prefer the human connection of a face to face meeting over a virtual experience. But has the change to virtual been as challenging as you thought it would be? When we were able to do all the things we loved in person, other things often got in the way. Scheduling conflicts, kids, distance and other factors often prevented us from following through.

Letting Go of Prejudices Around Virtual Experiences: Two hands reaching out to touch across a divide

Letting go of prejudices around virtual experiences in the corporate world

Prejudices around the possibilities and constraints of virtual work are commonly accepted myths in the corporate world. Yet, what I have heard from my clients in the past 3 months tells a different story:

  • “This was far more effective than I expected.”
  • “I’ve found I work more than before.”
  • “We have more productive meetings.”
  • “I never imagined we could have such dynamic and participatory learning in a webinar.”

And this feedback came from clients that unenthusiastically and with resignation accepted remote work and other virtual experiences. These reactions show that many times these experiences have exceeded previous expectations.

We could take these testimonies as indications that overall effectiveness of the virtual experience was perceived higher than previously assumed. But, what about the human connection? What about that “chemical” bond that many believe only takes place when you are face to face with others? Often, we think that working in the same physical space, face to face is essential to really support teamwork, empathy, collaboration, solidarity, and mutual commitment.

However, in  different work meetings I’ve attended in the last 3 months I’ve seen:

  • A young plant manager holding his 2 -month old baby in a regional LT meeting, while his wife took care of their 3-year-old, behind him;
  • A lovely pet cat jumping on a colleague’s desk and staring at the webcam like a new participant to the meeting;
  • A manager walking through her home in search of a quieter room, away from her husband and kids, while keeping an active virtual conversation with us;
  • A colleague’s 3-year-old getting closer to mum while she led our meeting, and waving to us in a sweet “hello” posture;
  • A shared virtual breakfast where a group of consultants and the client’s Leadership Team created a collective ice breaker space before starting a formal webinar.

In situations like these, we were able to see into each person’s intimate world. No one seemed uncomfortable with the situation: neither the observers nor the observed. We’ve gotten used to it, given that most of us are working from home in similar conditions. This new and unprecedented openness to let our intimacy be visible to others has brought a new dose of humanity to our gatherings. This is something that was also unexpected. It has become natural to invest 15 seconds in greeting the waving child or to laugh at the cat staring at the webcam. We connect as we make jokes about the barking dogs or to refer to the “picture on the wall behind you.”

Human connection on the virtual level

Seeing my client or colleague’s personal environment helps me connect with him or her on a deeper level. Even in the past, when we worked together physically, that didn’t necessarily mean that human connection was guaranteed. We all wear social masks, deliberate or unconscious. Human connection is a complex phenomenon that isn’t necessarily improved by physical proximity alone.

We always have the freedom to consciously nurture human connection in our virtual meetings. We can make it an explicit goal. At Axialent, a company that has worked remotely from the beginning, we have increased our “check in calls” during this challenging time. We meet with an open agenda to freely reflect on how we’re feeling about the lockdown. We share what we’re doing in and out of work. We’ve run the same exercise with clients, just for the sake of human connection. We’ve experienced how much deeper our bonds become as a consequence.

Perhaps you previously felt reluctant or untrusting of technology’s human potential. You may have been subscribing to the common-place belief, “virtual is not the same as being there in person; you can’t replace physical presence.” I’m inviting you to suspend these assumptions and keep your open heart available to experience human connection supported by technology. Maybe you’ll get more than you expected, and discover that, humanly speaking, it can be not only virtual, but virtuous!

If you’re interested in learning how Axialent can support your team with a free virtual “check-in” exercise, click below to schedule a meeting.

The “Right Culture” to Have in a Crisis: Two men collaborating at work

There is no doubt that current events are affecting business more than you ever thought possible. A lot is changing. Supply chains are shifting and customers are reevaluating their choices. Stakeholders are more present and products and services are rapidly becoming obsolete, and so on.  Have you considered how it has been affecting your organization’s culture? While our focus may be on other things, we still need to consider how we, as leaders, can drive positive culture change in this turbulent environment. What is the “right culture” to have in a crisis?
Culture is a set of learned beliefs, values, and behaviors that become the way of life in an organization. It results from the messages that are received about “what is really valued around here”. The sources of these cultural messages come from the behaviors, symbols, and systems within an organization. Current events have impacted all three of these pillars. Systems are being stretched to adapt to new realities. People’s behaviors are testing new paradigms and redefining the whole person concept. Symbols are shifting due to the new ways in which people are communicating and relating to each other.
A Culture Amp survey[1] (published in Forbes) tried to better understand organizational culture in the context of current events. It was originally done to address the effect of the global pandemic, though it could also be applied to the racial equity conversations happening right now. One of the survey’s key findings was (no surprise!): “Companies with a strong culture are much more resilient in times of crisis… Organizations that already have experience flexing this muscle are more likely to have confidence in their leadership, feel safer, and be more comfortable about their company’s plan to return to work”. The survey findings highlight the need for effective communication practices and the importance of staying connected.
The “Right Culture” to Have in a Crisis: Two men collaborating at work

What is the right culture to have in a crisis?

The empirical evidence is strong. The “right culture” to have in a crisis is one that will hold strong through the most difficult of times. Let me share a couple of examples of how effective communication and staying connected can help an organization achieve this kind of culture.
A large So. Cal. player in the technology field was going through internal turmoil in the aftermath of a change in leadership and direction. The new CEO had been challenging the existing organizational culture and was seen as cold, hard, and inflexible. COVID-19 unexpectedly changed the conversation. The CEO had the opportunity to show his/her personal, vulnerable side as the leadership team was “allowed” into the CEO’s home (a working from home phenomenon). This seems to have changed the narrative and the organization is seeing a positive change in engagement and identity. The CEO is now working on ensuring that the organization does not lose what it gained as the situation evolves.
The growing consciousness and conversations around racial inequities were heavily impacting another large company in the retail business. They immediately implemented several support mechanisms for their employees (internal). They also planned to aggressively organize their ongoing response and local outreach efforts (external). Through the process of connecting with their employees, they heard many eye-opening stories, including one from an African American single mother who said she couldn’t work late or night shifts because she was afraid to leave her teenage son alone to travel the streets at night. Her fear had to do as much with gang-related violence as with law enforcement-related actions.
The impact on culture is not just limited to the corporate world. Consider this recent headline (AP News, May 19, 2020): “Pandemic will alter Communion rituals for many US Christians”. Without a doubt, similar conversations are happening at all faith-based communities and organizations around the world. Rituals such as Communion, Gospel Choirs, Yom Kippur, Hajj, Darshan, and others, are highly symbolic of each faith’s teachings and practices.  Yet, they may need to change in this new world, and this could have a profound impact on each of these communities of faith’s culture and their ability to ensure the sustainability of their vision.

Navigating an I*VUCA world

These, and many more anecdotes from the frontlines, show that we need to address the organization’s “I*VUCA”.  VUCA is an acronym that describes the Volatility, Uncertainty, Complexity and Ambiguity of general conditions and situations.  It is often used in strategy discussions to describe the external environment.  However, I strongly believe that VUCA is an internal phenomenon as well.  Now more than ever, we need to look at the volatility, uncertainty, complexity, and ambiguity of the organization’s internal organizational culture.  Hence, I* (Internal) VUCA.
Now is the time for leaders and teams to reflect and understand why they are responding either effectively or ineffectively, not only to VUCA, but especially to I*VUCA.  The current environment gives us a window of opportunity that allows us to quickly access and understand how we are responding to the different challenges that the organization is facing. Investing time to understand what is working and what isn’t is a gift that the unfolding events are giving us. We cannot risk going back to our default mode at the risk of becoming irrelevant.
We know that a strong culture is one of the most powerful tools that an organization can wield. It can also be a barrier when change is needed. In Satya Nadella’s words, “Culture is everything!” Are you doing the right things to drive the culture your organization needs to succeed in the I*VUCA world?

[1] https://www.forbes.com/sites/janicegassam/2020/05/06/how-your-company-can-drive-positive-culture-change-during-a-global-pandemic/#7ffd241129d0

In the extraordinary circumstances of today’s world, we are being bombarded by a myriad of contradictory information, while watching the devastating effects on businesses and people we value. While all this is going on, we also need to deal with the effect this has on us as individuals and leaders, build a coherent narrative, and take action. Different people will be affected by different emotions. They might arrive at diverse conclusions and recommendations on how to move forward. How do we deal with the polarities at play amid COVID-19? What is the best way forward when fear and anxiety are the dominant emotions?

 

Polarities at play

Organizational learning researchers, Chris Argyris and Donald Shon, found that when managers were asked how they behaved with their teams, they responded according to the “Mutual Learning Model.” They spoke about values such as collaboration, humility, curiosity, and learning. However, when Argyris and Shon observed these same managers in action, they saw them behave very differently. Their management style was more aligned with the “Unilateral Control Model.” They consistently tried to beat their counterparts, get their own way, and control others. They didn’t admit their own mistakes and instead, would blame others. For too long, traditional education has valued knowing over learning, certainty over uncertainty, having the right answer over asking questions, and assertiveness over curiosity and tentative exploration. No wonder the managers behaved as they did.
At the same time, the managers couldn’t openly act in this way, it would be completely unacceptable. Therefore, they would act like they were not trying to control others and were more consistent with the Mutual Learning Model. When this duplicitousness takes over, organizations (and their people) go crazy.
 

Some examples of the current polarities at play amid COVID-19 are:

  • Pay attention to the health of our people, but go back into full production right away.
  • Assure people not to worry and do their jobs, but worry about the future and the new normal.
  • Tell the truth, but don’t bring bad news.
  • Take risks in an uncertain context, but don’t fail.
  • Beat everybody else, but make it look as if nobody lost.
  • Be creative, but always follow the rules.
  • Promise only what you can commit to deliver, but never say “no” to your boss’s requests.
  • Ask questions, but never admit ignorance.
  • Think long-term, but deliver on your immediate KPIs.
  • Most important of all, follow all these rules, but act as if none of them exist.

 
The inability to discuss apparent contradictions, and furthermore, the inability to discuss that they are “undiscussable” such as the last rule states, create what Argyris and Shon describe as “organizational schizophrenia.”
There is no silver bullet to deal with these contradictions. What I am about to say may sound naïve. However, we have tried it over and over with hundreds of executives across different geographies with excellent results.
 

The way to deal with undiscussables is… to make them discussable

The first step is, with empathy and compassion, to help people become aware that there is a contradiction at play. Even before attempting to solve it, we need to acknowledge the apparent polarity. Once “we have a contradiction,” rather than “the contradiction has us,” we can engage in conscious conversations.
Contradictions happen in organizations all the time. Different people look at a set of data and make their own interpretations based on their personal history, past experiences, what is important to him or her, their intentions and more. They create a narrative that might blatantly contradict the narrative of others. Sometimes those others are influential people, colleagues with more authority than them.
 

Let me illustrate this with a practical example:

One observable fact: John, the leader of the team, doesn’t speak at all during his team’s meeting with other areas.
Different stories for different people: In Sam’s mind, Sr. VP of Marketing, a leader should voice his opinions, be assertive, and offer guidance to his team. Sam concludes that John has poor leadership skills and will not recommend John for the available senior position in Marketing.
On the other hand, Peter, Sr. VP of Sales, believes that a leader should be measured by how well his team performs. A great leader, Peter believes, is one who makes his people say, “we did it ourselves.” John’s team performed outstandingly during the meeting. They had great ideas and made practical recommendations. In Peter’s mind, this speaks very highly of John, their leader. Peter concludes that John should be offered the available senior position in Marketing right away.
One set of facts, completely different stories, opposite conclusions and recommendations.
The way to have a constructive conversation on the matter is for Sam and Peter to understand how the other has built the story, how the observable facts turn into interpretations, and how these combine with values to give birth to their opinions. They can acknowledge that they both create different stories and value different things.
I can’t promise that they will solve their problem. What I can assert is that they will have a very different conversation about John’s performance.
 

Applying this process in VUCA reloaded

If you were able to ask openly, from a place of humility and curiosity, questions like, “how do you expect me to be creative AND always follow the rules?” you might discover what your boss really wants. For instance, perhaps what she really wants is that you don’t put your division in an unrecoverable risk position, should your project fail. By having this open conversation, you will learn how this is not a contradiction to her and that both can be accomplished.
To survive and thrive, you have to be able to put the polarities and tensions created by this hyper volatile context on the table. Talk about them with the mindset of the learner; understand how everything can be true at the same time. You can do so by looking through the lenses of creativity, interdependence, and “yes, and” ways of thinking. Doing so may help you to discover options that, from a place of “either-or,” had looked utterly impossible to integrate. You are making once “undiscussable” topics “discussable.” While it’s easy to say, it’s not so easy to do. But it must be done if you wish to create a more conscious organization that can effectively deal with Covid-19 and the emerging challenges of the new normal.

When we are facing new, difficult circumstances that we’ve never faced before, it is often much harder to respond in a constructive way. Our reptile brain unconsciously chooses between two bad options: fight or flight. Although we know this intellectually, this doesn’t mean we can get ourselves out of the trap so easily, or support others to do so.
In the article I wrote with my colleague, Thierry De Beyssac, Survivor Syndrome: Overcoming Organizational Trauma in Times of Crisis, we talked about how leaders can to respond to the current challenges in a constructive way. One of these ways is asking people what they need to be at their best, inviting them to be players and to regain control of their situation.
Survivor Syndrome: Tapping into the Player Within. Image of two business women talking
When we are in a leadership position we must challenge ourselves, not only to maintain our center, but also to be at our best to help others around us. However, many times what we see, as Constanza Busto shared in her article Survivor Syndrome: Building Bridges, is that we believe we know what needs to be done and what’s best for the other person. We can’t believe they don’t see it when, for us, it is so clear. Often, while we are thinking that about others, others are thinking the same thing about us. So, how can we escape from this unhealthy loop? For starters, as Constanza suggested, we meet people where they are, with no judgement, just making their stories and situations true and reasonable. Before we make them wrong, try making them right.
Only once that step is done, once we empathize, are we ready for the next part of the conversation. It is time to “coach them out of victimhood,” to help them connect with the player mindset. This means empowering them to think for themselves, encouraging them in a gentle and kind way, and helping them discover their next best step (just one little step) toward a new trajectory.

How do we do this?

  1. Validate their story: Make them feel safe and understood. If we could put ourselves in their shoes, we would be feeling and thinking the same thing.
  2. Ask questions that empower:
    • Help them build a small, short-term vision: “If you had a magic wand, what would be happening now?”
    • Ask “What can you do about it?”: a) Based on what you have envisioned, what is in your control? What can you influence? Is there anything you can now do to start moving in that direction? b) Is there anything you can ask someone for? Do you need to make any requests?
  3. Listen without judgement: Becoming a sounding board, coming from a place of understanding and compassion, for what they feel they can and cannot do, will make a big difference.
  4. Moving from ideas to actions: Help them commit to one “baby step” and be of service.
    • What could be your next move that you commit to try? When will you try it?
    • Can I support you in any way for you to try this?

Tapping into the Player Within

Try to follow these simple steps and remember that it’s not just the questions you ask, but from which emotional state and with what intentions you do it. Make sure you prepare to be of service from a place of humility, care, and helping others. The goal is to accompany your employees to find their own way to be effective with the tasks ahead, to gain trust in you, and feel good about themselves in such difficult times.
Remember, when a person is not at their best, the question we need to ask ourselves as leaders is: how do I choose to respond to effectively support this person to move on and be at their best? Above all, keep in mind that this is not only my choice, but my opportunity to grow and develop as a leader.
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In our next article, we will discuss how we can all create a brighter future together in the months ahead.

In Fran Cherny and Thierry De Beyssac’s article, Survivor Syndrome: Overcoming Organizational Trauma in Times of Crisis, they mention “meeting people where they are” as a way of helping your organization navigate this difficult time. What does it mean to “meet people where they are?” Why it is important?  
In life, we are all seeking experiences that make us feel good, loved, and give us a sense of belonging. We crave connection. The workplace, in any format, is not the exception. According to Forbes Magazine†, on average, we invest a little less than half our time at work in meetings, interacting with colleagues. There are plenty of opportunities to build connection and strong, trusting relationships, and yet, often we feel disconnected and sense a lack of belonging. 
Survivor Syndrome: Building Bridges and meeting people where they are. Two hands, one on either side of a pane of glass in a windowMoreover, during difficult times and crises in an organization, leaders tend to focus all their energy in trying to survive and keep the business going; learning to transform the business while running the business. Relationships are sometimes overlooked, and connection is postponed for “when the right time comes.”
In Axialent, we believe that what we do as leaders shapes our organizational culture and how we choose to respond during crisis is what makes the difference.  
Responding to the challenge in a constructive way and supporting people to be at their best will help organizations grow their power of adaptability and resilience: two things we all need desperately, now more than ever. 
 

Building connections and meeting people where they are is a step toward supporting people to be at their best

So, if “meeting people where they are” makes us feel loved and valued and can help us thrive, why do we often experience disconnection or misunderstandings instead? 
It turns out we can find it difficult to connect with others: 

  • It takes work and energy: Empathy is hard work. According to the American Psychological Association‡, people sometimes choose to avoid empathy because of mental effort it requires. 
  • It can be painful / uncomfortable to see people we love & care for suffer: We want to save people from suffering. We cannot “spare people from living the process.” The only way out is through.
  • We get frustrated and anxious for the time it takes to walk the journey: We sometimes feel that talking about what has happened is not the best investment of our time, and it’s frustrating. “Let’s go into solution mode NOW!”  
  • Knower Energy: We believe we know what needs to be done, what’s best for the other person and what needs to happen. “How can they not see it? It’s so clear!” 
  • Our own judgment: We experience disappointment when we feel that things or people are not being good enough. We put our own expectations on others. 
  • It’s challenging to look inward at ourselves to a place where we can connect and resonate with others’ pain and experiences. We are not always willing to do it.  

 

Building bridges

So, how can we increase our connection to build bridges and “meet people where they are?”

  • Self-connection: Be aware of your own stories and emotions toward the situation. Clarify your own intentions. How is this situation making me feel? What is the story I am telling myself? How would I like to help others? What would make me feel proud, despite the results?
  • Acceptance: Whatever it is, is enough. Let go of any expectations of how things should be or how people should react. We are all in our own journey and the time it takes for each of us to process what is happening is the time each of us need.
  • Hold the space for others: Be fully present with your energy, intention, and attention. Create a safe space for people to share their own stories, without fear of negative consequences. Let people know you are in this together.
  • See people with kind eyes: Tap into your empathy and compassion. We are all doing our best to deal with our own challenges. It’s ok to feel whatever each of us is feeling. Be at their service, assume good intent, and seek to understand others’ perspectives and beliefs with genuine curiosity.
  • Help people get unstuck: The way we see the problem is the problem. Challenge people’s beliefs by offering alternative perspectives and support them in creating new possibilities for their business, their relationships, and their lives.
  • Invite people to move forward: Create a compelling and inspiring vision for people to join you and reduce the exit barriers for people wanting to leave.
  • Be the change you want to see in the world: Lead your team by example by demonstrating the standards (behaviors) you would like to see in others.

 
Reaching out and offering our helping hands with the sole intention of supporting each other is the way we, at Axialent, choose to respond.
 
† “Just Say No: How Your Meeting Habit Is Harming You” Forbes.com, 8 August 2013
‡ “Empathy Often Avoided Because of Mental Effort” apa.org, 22 April 2019