4 Steps to Become More Self Aware

by Judy Rathwell | Dec 10, 2024 | Adaptability, Decision-making, Feelings, Recognition

4 steps to become more self aware

Self-awareness has been linked to increased creativity and confidence, better decision-making and communication, and improved self-control.

Additionally, a 2022 study determined that self-awareness protected the working memory against the adverse effects of chronic stress. And research from 2015 showed the trait was of particular benefit in the workplace, finding that self-awareness was positively associated with job-related well-being and could be improved through training.

Being in tune with yourself is especially important when it comes to your relationships with others. “By being self-aware, we may actually leave people feeling more comfortable, leading to a far more prosocial and healthier social environment,” clinical psychologist Ramani Durvasula told The Washington Post. “I actually think that self-awareness would change the world overnight if everyone could practice it.”

Big words. So how do you practice it?

1. Ask the Right Questions

The distinction between being self-aware and being introspective is important to know. Though the terms are sometimes used interchangeably, they aren’t one in the same. Introspection is the examination of one’s own thoughts and feelings — and when done ineffectively can actually be detrimental.

In Eurich’s research, she was surprised to find that people who introspected were less happy, more stressed, more depressed, more anxious, less in control of their lives, and less happy in their work.

But understanding yourself does require looking inward and asking questions. To do so in an effective manner, focus on asking “what” instead of “why.”

“The more we ask why, the more we ruminate,” Eurich explained at a National Institutes of Health seminar in 2019. “Instead of asking, ‘Why am I stressed?’ ask, ‘What alterable patterns can I find in my stress?’ Instead of asking, ‘Why am I unhappy?’ perhaps ask, ‘What upsetting situations can I avoid?’”

She continued: “‘Why’ questions draw us to our limitations; ‘what’ questions help us see potential. ‘Why’ questions can depress us and make us emotional. ‘What’ questions help us to be more logical and action-oriented … and help us move forward.”

2. Try Taking Personality Assessments

Another way to start seeing yourself more clearly is through the help of personality assessments. Similar to asking yourself questions, tests like these can reveal information about who you are and why you do the things you do.

The iNLP Center offers 12 multiple choice questions that probe your level of self-awareness in 10 different areas and may inspire you to narrow in on opportunities for personal growth. Others you might consider are the Big Five personality test, 16 Personalities, and Project Implicit, which can help illuminate unconscious biases and associations.

These kinds of assessments are not meant to definitively tell you who you are, but to aid you in discovering that yourself.

3. Hold a “Dinner of Truth”

What better way to learn about yourself than to ask the people who know you best?

It may sound utterly terrifying to poll your loved ones on how you can self-improve, but if you can pull through the initial anxiety and discomfort — and resist the natural inclination to respond defensively to their commentary — you’ll be doing yourself a great service.

One way to do this is for those in your inner circle to provide general feedback about how you interact with them. Another (even more terrifying) method is referred to as a “Dinner of Truth.”

Recommended by Eurich, who borrows the concept from communications professor Josh Misner, a Dinner of Truth involves inviting someone with whom you’d like to improve your relationship to a meal, cocktail, or coffee, and asking them one specific question: “What do I do that is most annoying to you?”

“The first time I did this, my friend said, ‘I love you in person, but I hate you on social media,’” Eurich told PsychCentral. “It helped me to see things I hadn’t seen before, feel more empowered, and improve my relationship with this person. Any time we’re vulnerable with the people we love, we have a deeper connection.”

4. Reevaluate

Per psychologist Tchiki Davis, founder of The Berkeley Well-Being Institute, self-awareness isn’t a static trait. So remember to continue checking in with yourself periodically.

“Both ‘self’ and ‘awareness’ change over time,” Davis told Nice News. “In other words, what we believe to be the self or identity changes as we move through life. And, what our awareness focuses on changes as we move through life.”

“Thus, self-awareness is an ever-evolving process and can mean very different things to people at different stages of development.”

Source: Nice News

“We are not who we might have been or who we would like to be. We are exactly who we are.”
– Eric Maisel

Did you know this about disc?

DiSC is an assessment that aids with effective communication

DiSC Management

Management on Catalyst uses Everything DiSC to provide insights about an individual’s personal management style while also providing tips on how to improve the following management specific skillsets:

Directing & delegating
Creating a motivating environment
Developing talent
Managing up

Everything DiSC Management on Catalyst will guide managers with specific tips on how to perform these tasks with anyone on their team. The DiSC Management tips on Catalyst are unique because all of the information is personalized to the user. The insights provided are dynamically customized based on a user’s personality style.

8 Best Practices for Remote Learning With Dispersed Teams

by Judy Rathwell | Nov 6, 2024 | Communication, Engagement, Productivity

8 Best practices for remote learning

How do you train your people when no one’s (or at least not everyone’s) in the office? Setting up effective learning for remote workers can be a challenge, even for trainers with years of experience leading sessions.

Here are some best practices for planning, designing and running your organization’s distance learning programs, whether you’re orienting new hires, cross-training your existing staff or introducing new procedures and tools.

1. Study your training platform before you teach with it.

Every remote conferencing platform – whether it’s Google Meet, Zoom, WebEx or something else – has its own features (and quirks). It’s a good idea to understand those before you’re leading a live event so you don’t run into technical trouble.

To help you understand the basics, the platform should offer how-to videos. You can also search for reputable walk-through tutorials on YouTube.

If your organization has a team or person with experience delivering continuing education for remote workers, partnering with them can help you prepare your training. You can show them what you have in mind and ask for their advice and feedback. Questions to consider:

What technical or production issues do I need to address before the session?
Are there any other issues I should prepare for, and how do I handle them?
Can you sit in for all or part of my first session in case I need help?

2. Prepare your trainees for success.

As you’re learning your remote learning platform, you can put together a “tips and tricks” document to share before the first session. This will help ensure that all learners have the best chance of focusing on the content rather than struggling with the technology.

For example, your document might cover:

How to connect securely with the platform
What you can expect to see when you join the session
What are the expectations for cameras and microphone usage
How to use the platform’s chat tool to ask questions or raise your hand
How to use other features, like Zoom’s breakout rooms for small group discussions

In addition to remembering that everyone may have differing comfort levels with technology, there are other technical differences to consider.

For instance, if your staff is scattered geographically, be mindful of time zone differences. No one learns well if they have to get up in the middle of the night or linger for another hour at the end of a long workday for a training session.

If your remote team members are in different parts of the country (or the world), you may need to schedule multiple sessions at different times. When it’s important to have everyone on the same video call, choose the time carefully and keep it as brief as possible.

3. Manage expectations for remote training sessions.

Be prepared for unexpected situations and how to handle them gracefully. A dress rehearsal of your session is always a good idea because it can uncover issues you didn’t anticipate.

You can also let trainees know ahead of time that you empathize with the challenges of working and learning while at home. For example, you might say that you understand if they need to mute and step away for a moment to deal with family members or other unavoidable disruptions.

4. Plan your sessions with a variety of learning styles in mind.

Catering to multiple learning styles makes remote learning more effective for more people. As you plan your sessions, think about adult learning styles and how to offer something for each one.

For example,

A quick spoken review of your employee tips document at the start of the session can help
auditory learners get comfortable.
Chat discussions can help employees who are more comfortable writing their questions than asking
them aloud in front of their peers.
Charts and videos can help visual learners grasp the concepts you’re sharing.

What about hands-on learners? You can support them, too, with a little advance preparation.

If your time and budget allow, you can mail your trainees a packet of the materials they would get for an in-person training, so they can follow along.

5. Use videos to take your trainees behind the scenes.

Not every element in your online trainings needs to be live. Pre-recorded videos can be a good way to introduce trainees to people and departments they can’t visit in person.

For instance, you can include a short video of your contact center director walking through the contact center to show what it looks like. Or you can walk through HR or engineering to let those employees introduce themselves.

6. Help your trainees focus.

Try to minimize distractions, especially during large-group training sessions. Ways to do that include:

Muting microphones for everyone but the current speaker
Showing only the current speaker’s video during key portions of the presentation
Encouraging attendees to turn off their camera while they eat lunch, if your session is during their lunch hour
Invite trainees to ask questions in chat at the end of the program

7. Encourage employees to participate.

As in a physical classroom, it’s wise to check in with your students as you teach. The following strategies can help you assess how things are going for individuals and the entire group:

Ask a participant who’s been quiet what they think about the topic.
Invite students to break into smaller groups or digital breakout rooms to discuss a lesson and prepare a brief presentation.

You might also consider employing a digital game-based learning platform like Kahoot! to reinforce learning. When appropriate, add to the fun by including humorous answers and offering prizes. This encourages employees to engage more fully with the content in the spirit of friendly competition.

Game-based learning can also be a fun way to build upon knowledge – especially if you provide additional narrative and context for select questions. A new employee orientation, for instance, may include a question that touches upon a lesser-known workplace perk.

8. Learn from each session.

The learning doesn’t stop when the training session ends. As a trainer, it’s a good idea to review each training with your team to talk about what worked and what didn’t. If you record the sessions, you may use some segments for “postgame analysis” while others are incorporated directly into future online events.

Finally, consider reaching out to attendees for feedback. Online surveys that offer anonymity are especially useful. Calling a few attendees to get their first-person reactions to the experience may provide clearer, more useful feedback than relying solely upon a generic, multiple-choice survey.

Source: Michelle Kankousky, Insperisty

“In the world of remote work, the key is not to prioritize what’s on your schedule, but to schedule your priorites”.
– Stephen Covey

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Your Colleagues

In the Your Colleagues section in Catalyst, users can:

Learn their colleagues’ strengths, when to pull them into a project, and what stresses them out
Compare preferences and tendencies across a range of workplace behaviors using the DiSC model
Gain access to tips that help them work better together in a variety of situations

Many Catalyst users review this section before heading into a meeting or kicking off a new project with a coworker.

Four Everyday Practices to Build Trust

by Judy Rathwell | Oct 15, 2024 | Communication, Habits, Influence, Respectful Workplace, Trust

Four everyday practices to build trust

As a leader (and as a person), your most valuable resource isn’t your money. It’s not your title. It’s not even your time. It’s trust.

Trust is the currency of relationships. It determines how much we’ll risk. Hard conversations, innovation, and healthy cultures are impossible without it. While earning trust pays dividends, it’s gradual work built on a foundation of a thousand little decisions.

Whether you’re leading a team, family, or other community, there are four simple practices you can leverage to boost your trustworthiness.

1. Align your words and your actions.

“I want to empower you,” “I trust you,” “I care about you,” and “I will fight for you” are among the most meaningful words you can say—if your actions say the same. When your actions don’t align with your words, you unintentionally practice a form of betrayal. You communicate that your words are empty.

Credibility is laid on the foundation of consistency.

Growth in this area will look different for each person. Maybe you’re prone to overpromising and need to simply bite your tongue. Maybe you need to commit to better recording and documenting action items you’ve agreed to. Maybe you need to allocate time or resources toward helping your team solve significant problems. Or maybe you need to take time to privately or publicly own a mistake.

Creating alignment between what you say and what you do is the essence of integrity. And integrity is essential for trust.

2. Focus on elevating others.

There’s a rule in improv that goes: “Make each other look good.” This saying captures a commitment to helping others succeed, joining in when they take risks, and actively providing support.

If only it were the motto everywhere else, too.

When you are committed to making those in your care look good, you communicate safety. Look for opportunities to highlight the contributions of those you lead. Speak highly of them privately and publicly. Draw attention to their success. Notice when an opportunity matches their skill sets, and invite them into projects or promotions they’re well-suited for.

These kinds of practices prove that you’re paying attention. They help your people feel seen. They are actions that say, “Your contributions matter, and I am committed to your good.”

3. Invite feedback on your leadership.

Honest communication is the lifeblood of relational health. It is essential for growth. But open communication is more risky in relationships of unequal power. To get the honest feedback you need, you’ll need to be intentional.

Try asking, “What can I do better as a leader?” or “What is one area you would like to see me grow?” If you’re a parent talking to your kids, you might try, “What is one way you wish I loved you differently?” or “What do you need from me that you’re not getting”

Your response within these conversations is critical. Ask open-ended questions and listen attentively. ?Paraphrase and verify your understanding of the feedback, saying something like, “What I’m hearing you say is ________. Is that right?” State a concrete thing you could do differently. Avoid explaining yourself, and if you have important additional information, be careful not to dismiss the concern in the process of providing it.

Above all, say thank you. Remember: speaking up requires courage. It is a risk. And it’s a service that helps you grow. Welcoming feedback sends the message, “I want to be better. I am open to changing my behavior to better meet your needs.”

4. Prioritize clarity and accountability.

As a leader, your job is to make sure your team members know what is expected of them.

The anger and frustration that mark the onset of conflict are frequently markers of an unmet expectation. Expectations are rarely inherently right or wrong. They can be negotiable. But they must be understood and agreed upon by both parties to be helpful. Unspoken expectations are bound to go unmet.

However, once expectations are clear, accountability is essential. What you tolerate, not what you say, reflects your true standards. Your failure to confront unacceptable behavior communicates indifference to others impacted by the situation. The twin values of clarity and accountability create confidence because they define success and facilitate collaboration.

The best part? Trust spreads. When you leverage these practices, you’re sowing seeds of culture. One in which words have weight. In which making space for others and celebrating excellence is commonplace. In which feedback is welcomed and healthy dialogue is normal. In which expectations do not go unspoken and harmful behaviors do not go unchallenged.

You’re creating a space in which others can flourish and grow. And that is leadership at its best.

Source: Hannah Williamson, Full Focus

“Your words and deeds must match if you expect employees to trust in your leadership”
– Kevin Kruse

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Is Your Leadership Style a Motivator or Morale Destroyer?

by Judy Rathwell | Sep 24, 2024 | Communication, Decision-making, Feelings, Influence, Leadership Development, Setting Expectations

Is your leadership style a motivator or morale destroyer

There is no right or wrong leadership style. Every leader has their own unique voice and their own individual approach to people and projects. However, it is important to realize that different styles may work best at different times, and to achieve different purposes.

While being genuine is an essential part of leadership, you must learn to adapt your leadership style as the business environment, team members and goals change around you. Any leader, even a highly collaborative one, uses a range of different styles at different times – even, perhaps, in the course of a single day.

The different leadership styles fall into five basic categories:

1. Authoritative Leadership

Authoritative, or autocratic, leadership works best when a team needs strong direction. This type of leadership identifies the challenges ahead and focuses the team on a common goal, yet allows individuals to decide how their efforts will get the desired end result. Authoritative leadership doesn’t work if the team members are more expert than the leader because you can’t be authoritative on a subject where you lack deep knowledge and experience.

In an era marked by rapid change and uncertainty, authoritative leadership can be particularly effective in driving swift, decisive action when navigating crises or pivoting business strategies. However, with the increasing value placed on collaboration and innovation, leaders must balance authoritative decisions with opportunities for team input, ensuring that employees remain engaged and motivated despite top-down directives.

2. Coaching Leadership

This style of leadership is most effective when employees are receptive to change and learn. The coach does just what the name implies: Helps employees grow and learn. This leadership style focuses on long-term personal development as well as job-related skills. Coaching is least effective when an employee is defiant or if the leader lacks proficiency in what they’re trying to teach.

Coaching leadership is best applied when performance or results need improvement. When using this style, your goals should be to help others to advance their skills, build bench strength and provide a lot of guidance. This can be especially helpful when faced with challenges around reskilling and upskilling, like when a team needs to adapt to new technological advancements.

3. Coercive Leadership

Coercive leadership is also called transactional leadership and is the most directive of the leadership styles. Think of it as the “do what I tell you right now” style. Coercive leadership should be used sparingly because it stifles creativity and enthusiasm. However, this style works well if the building is on fire, a teammate is out of control, or the organization requires an immediate overhaul.

Coercive leadership is best applied during a crisis or during a period of significant change. A manager might also employ this style when a business unit is not operating profitably due to wasteful practices. However, as organizations increasingly prioritize innovation and employee engagement, over-reliance on coercive tactics can hinder creativity and morale. Leaders must know when to deploy this style to stabilize situations without stifling the organization’s culture.

4. Democratic Leadership

It’s easy to understand what democratic leaders do: They let their team have input in decisions and share their ideas. Democratic leadership works when the team needs to feel ownership in the plan or goal. Everyone is given a seat at the table, and discussion is relatively free-flowing. This leader will synthesize all the available information into the best possible decision. Since this style is time-consuming, it should be avoided if a deadline is imminent or employees don’t have the expertise or experience to offer helpful advice.

Democratic leadership is best applied when situations change frequently. This style offers a great deal of flexibility to adapt to better ways of doing things, but it can be somewhat time-consuming to make a decision in this structure. With the rise of remote and hybrid work environments, democratic leadership has gained prominence as it encourages team involvement and fosters a sense of ownership, even from a distance.

5. Pacesetting Leadership

Think of this style as lead-by-example leadership. Pacesetting leaders set high expectations and demand quick results. It works if the team is already motivated and skilled at their jobs. Used too much, pacesetting leaders risk burning out their team and depressing innovation. It also doesn’t work when training or coaching is needed.

Pacesetter leadership is best applied when a business or department needs quick results from a group that is already highly motivated and competent. There is no time to learn on the job or teach someone a skill with this leadership style. However, with the increasing awareness of the importance of mental health and employee well-being, leaders must be cautious not to push their teams too hard.

How to Choose a Leadership Style

To determine which leadership style fits a given situation, you must first know what your team needs for the task at hand. Analyze your team’s and your strengths and the needed results, then flex your leadership style to fit the end goal. For that reason, being conscious of both your own style as a leader and those of others you hire can be crucial to keeping your organization on the right track.

And, while it’s easy to say you should change your leadership style to fit different teams, employees and situations, it’s not that easy to do. Spend some time thinking about what you think your default style is, and consult a trusted colleague or mentor to ask if they agree.

Questions to ask yourself: How do I behave under stress? Do you find yourself asking others for opinions or do you tell everyone what to do? Which leadership style seems most comfortable to you?

From there, it will take more time to discover what best motivates your people in which circumstances.

Eventually, you will create your own leadership style, one that is authentic, balanced, adaptable, visionary and best leverages your employees so that you all achieve great things.

Source: Lisa Jasper, Insperity

“You don’t have to hold a position in order to be a leader.”
– Henry Ford

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Group map

The main feature is the Group map. Similar to the group map and poster available through the Group Culture and Group Facilitator reports, the map shows everyone’s dot location and their icon from Catalyst. This tab also shows the group members and their priorities and this list can be filtered by primary DiSC style. The “more info” link will take you to the “Your colleagues” comparison page with that person.

Groups Video

Tips for Transforming Complacency into Contentment

by Judy Rathwell | Sep 10, 2024 | Change Management, Engagement, Executive Leadership, Performance Development, Recognition

tips for transforming complacency into contentment

As an organization, your people are your most valuable asset. Everyone brings insight, experience, and expertise to their roles that elevate your business, and it is important that your investment in your people reflects their value to prevent complacency.
While complacency can mean trouble, there is a more positive reason that people in your organization are not angling for the next promotion: contentment. Contentment is a positive state of satisfaction and peace with one’s current situation, balanced with an openness to growth and change. That openness to growth and change is a key element of turning complacency into contentment, and our research gave valuable insight into how to shift the thinking and re-engage your workforce.

The Fine Line Between Complacency and Contentment

We found that there is a fine line between complacency and contentment. As in life, there are ebbs and flows to the levels of engagement in one’s job. There are times when people are more invested in their careers than their personal lives, and vice versa.

Not all employees are striving to always climb the corporate ladder, and that is okay. Not everyone seeks to be a manager of people but can provide exceptional value to an organization. The key differences between complacency and contentment are the levels of engagement one has with their position and organization. For example, someone who is content in their position will participate in upskilling opportunities to gain more expertise, take advantage of work/life balance by fueling their personal lives in their time away from work, but being fully engaged while they are present at work.

How to Turn Complacency into Contentment

Our respondents shared valuable insight into the reasons they would consider internal career advancement, even if they are content in their current roles, and these are the top five considerations for investing in their current organization.

Promote Work/Life Balance: Promote flexibility and communication.
Foster Trust: Get to know each other on a deeper level.
Nurture a Positive Organizational Culture: Understand that everyone is different and get to know yourself and others better.
Mentorship From Current Leaders: Make time for informational interviews or a mentorship program.
Commitment to Purpose: Communicate clearly about how each person’s contributions impact organizational goals.

Leverage these skills can start turning complacency into contentment in your organization. By actively engaging in self-improvement, recognizing accomplishments, and creating opportunities for growth, complacency can be transformed into genuine contentment.

Source: Wiley, Everything DiSC

“Permit yourselve to change your mind when something is no longer working for you.”
– Nedra Glover Tawwab

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Everything DiSC Productive Conflict

Everything DiSC^® Productive Conflict increases learners’ self-awareness around conflict behaviors, helping them effectively respond to uncomfortable and unavoidable challenges of workplace conflict.

Rather than focusing on a step-by-step process for conflict resolution, this learning experience combines the personalized insights of DiSC^® with the proven science of cognitive behavioral theory to help participants recognize and transform their destructive habits into more productive responses.

Productive Conflict Video

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