by Judy Rathwell | Aug 28, 2020 | Leadership Aha!, Newsletter, Respectful Workplace
To gain respect, we must first give it. Respectful leadership takes us back to the basics. It is carrying ourselves with decency and treating others how they want to be treated. So, how do we lead with respect? Gregg Ward, author of The Respectful Leader: Seven Ways To Influence Without Intimidation, shares the dos and don’ts of respectful leadership:
DO…
1. Be the first to respect. Respect is contagious. If leaders go out of
their way to treat others with respect first, the people on the receiving end
feel good because they were treated well. Those who receive this, then go on to
treat others with respect. It is very powerful and infectious. This generates a
culture of respect within the team and those who do not act respectfully will
stand out and either modify their behavior or be pushed out. Holding people
accountable for respectful behaviors generates productivity and partnerships. This
does not mean that everyone walks on eggshells, it means that everyone follows
the agreed-upon respectful norms. This behavior welcomes diversity and
collaboration.
2. Address disrespect immediately. Nipping disrespect in the bud early on is not always easy or comfortable. Molehills can become mountains quickly if disrespectful behaviors, even minor ones, are not addressed early on. As a leader, disrespectful behaviors can be addressed with what Gregg calls the SBI technique, which stands for situation, behavior, impact. For example, if an employee is consistently interrupting other team members during a meeting, after the meeting the leader should address this behavior noting the context, the behavior noticed, and the perceived impact of this behavior. Next, a request should be made for future behavior and how the team member can be held accountable. Defensiveness is normal in this stage, so empathy is vital from the leader. Additionally, these conversations should be private unless the entire group is involved in disrespectful behavior.
3. Use a full-apology approach. If members on a team perceive the actions of the
leader to be disrespectful, the same SBI approach can be used. The leader
should fully apologize for the behavior by acknowledging the situation, the
disrespect behavior, and the negative impact it had on the team or team member.
Try not to rationalize, excuse the behavior, or use the word “but”. A genuine
apology does not make excuses.
DON’T…
1. Tolerate disrespect. The number one cause of disrespectful behavior
in the workplace is stress. This is reflective of our actions and behavior.
Respect helps people during stressful situations. Leaders should not tolerate
disrespectful behaviors, especially during stressful periods. Maintaining
respect while experiencing high-levels of stress, generates self-confidence,
and reinforces the importance of respect within the team. This is not easy but
is very powerful.
2. Don’t be distracted. The biggest distraction when it comes to respectful
leadership is our cellphones. Leaders can easily be distracted by others trying
to communicate with them instead of the meeting in front of them. If leaders
can’t focus on the meeting, it sends a message of disrespect to the team.
Leaders cannot pay attention to others and external communication at the same
time.
Sustainable, respectful practices are really good for business
and team productivity. The best leaders create an environment of respect, not
only at work but also in life.
Article source – leadercast.com
by Judy Rathwell | Jul 6, 2020 | Communication, Engagement, Leadership Aha!, Newsletter
Reopening and going back to your workplace does not mean going ‘back to normal’– the workplace post-pandemic has forever changed. Here are some Situational Leadership strategies that will leaders navigate “re-boarding” the new processes and expectations for how people will return to the workplace.
1. Reflect and Recalibrate.
Businesses had to react almost immediately to adjust with the demands of the
pandemic. Now is the time to reflect on the lessons learned and the new
strategies that can be applied in the plan towards reopening.
- Send a short reflection survey to your team to get feedback on specific processes that worked well and those that didn’t to decide which practices to continue moving forward.
- Use targeted, purposeful survey questions to help your team members identify the next normal.
2. Assess the Current State.
Businesses refined and created new solutions and procedures to perform their
jobs during the pandemic.
- Now, to get an assessment of the current state, identify and prioritize team members’ tasks.
- Take time to determine skills and specific tasks that are now essential due to the changing work environment. Look for ways to leverage support, mentoring and delegation within the team.
3. Engage to Manage the Movement. If
you haven’t already implemented 1:1
coaching practices, now is the time to do so. This coaching is vital to
help team members navigate the fear that accompanies a changing environment.
- Establishing proactive communication is essential to cultivate trust and personal connection.
- Encourage your team to be accountable to their own performance and establish touchpoints to discuss current priorities, their status and what they need from you. Compare lists and develop a plan for direction and support.
What is one adjustment you can make, something to stop
doing or start doing, to increase your effectiveness as a coach?
Repurposed from
Situational.com
by Judy Rathwell | Jun 15, 2020 | Leadership Aha!, Newsletter
This year’s pandemic has created a universal shift and a subsequent ripple effect into relationships, education, technology, and importantly, the workforce.
The way we operate will forever change as
the world transitions back to “normal”. The biggest changes will arguably
affect the future of the workforce, Gen Z (those born after 1998). As they
begin to enter the workforce, Gen Zers face challenges like no other generation
before them, which will inevitably guide their decision making, behaviors and
expectations. Just like 9/11 changed travel forever, this pandemic will change
the workforce forever in eight major ways:
- Deeper dependence on technology. The world has made a dramatic shift from physical workspaces and in-person interactions to digital platforms and at-home workspaces. The new demand for technology, coupled with the technological-intelligence of Gen Z, will escalate the dependence on new technology in the workplace.
- Unconventional educational backgrounds. Over 290 million students around the world are impacted by school closures. Over 62 percent of students themselves report they would choose no college degree and unlimited internet access over a college degree and no internet access. Employers adapt as 90 percent say they are more open to accepting candidates without a four-year college degree. The value on higher education could erode for students, parents and employers as we know it.
- Entering careers sooner. There are more alternatives to a college education available now than ever before. Online certifications, digital portfolios and nano-degrees provide alternative learning and development. In fact, 62 percent of Gen Z report they are open to the idea of entering the workforce before completing a college degree.
- Enhanced value of learning and development. While Gen Z enters the workforce sooner, this will inevitably place emphasis on the employer to provide the necessary training for hard and soft skills. Employers who deliver learning that Gen Z uses, enjoys and applies will have the advantage.
- Revised view of employers. With remote working on the rise, work and life have fully merged. It’s becoming more difficult for Gen Z to distinguish where work stops, and life starts. Expect Gen Z to adapt by viewing employers as a means of support, wellness and education.
- Uncommon career paths. Gen Z workers are losing more work hours than any other demographic as 29 percent of Gen Z works have been put on leave. Given these numbers, Gen Z will experience diversification of income and participate more in gig jobs. As gig work becomes more accessible and lucrative, expect uncommon careers to be the future.
- Demand for emotionally intelligent leaders. Gen Z is the most anxious, stressed and lonely generation. After this time of uncertainty passes, Gen Z will look to their leaders for connection, assurance, and empathy delivered by emotionally intelligent leaders.
- Greater global unity. Not only is Gen Z more connected globally than any other generation, but they are also now experiencing a global health crisis. The number of Gen Zers who identify as a global citizen is likely to rise. The workforce will demand more diversity and inclusion from future leaders and employers.
Repurposed From entrepreneur.com
“The measure of intelligence is the ability to change” – Albert Einstein
by Judy Rathwell | Jun 8, 2020 | Active Listening, Communication, Leadership Aha!, Newsletter, Respectful Workplace
Black Lives
Matter
At Aha! Leadership
we stand in support with all
humanity. In light of recent events, we unite with
the black community and recognize that racism is
real.
Leaders must lead
by being willing to engage in uncomfortable conversations that drive
change. The next right step is
to listen and learn.
There is a
difference between hearing and listening. Hearing
happens when we’re able
to recognize a sound. Listening happens when we put in the effort (action) to understand what it means. And when we take action, change happens.
As a leader, ask
yourself….
- Are
you willing to lead?
- Are
you willing to step
into uncomfortable territory?
- Are
you willing to really
listen to others?
- Are
you willing to act on what you learn?
Being receptive and understanding others are key components to creating a respectful workplace.
Please know, we are here to help your team listen, learn and create an inclusive workplace.
Please email Stephanie Gibbons stephanie@ahaleadership.com or Robyn Marcotte robyn@ahaleadership.com.
“To understand and be understood – those are among life’s greatest gifts and every interaction is an opportunity to exchange them.” – Maria Papova, writer
by Judy Rathwell | Jun 1, 2020 | Communication, Leadership Aha!, Newsletter, Working from Home
For a lot of us, the current situation we
are in means we are spending a lot of time working from home and in video
meetings. But why do virtual meetings seem more tiring than in person ones?
- We miss out on non-verbal communication. We pay attention to the facial expressions, gestures, and tone of others and respond accordingly. During in-person meetings, this processing is automatic. However, video chat requires we devote significant energy and attention to pick up on non-verbal cues.
- What’s going on in the background? We feel anxious about our new workspace and how it appears to our colleagues. We worry our kids, partners or parents could walk in at any moment. We also focus more of our attention on the backgrounds of others. The environment where meetings are held is also very important to our processing. We attribute certain meetings to specific rooms and adjust our behavior accordingly.
- No more in-passing small talk. In-person, we often meet people on the way to a meeting and have time for small talk and catching up before the meeting starts. On video, it’s all business right from the start.
- Watching ourselves is stressful. The heightened focus on facial cues and the ability to see ourselves has proven very stressful. Viewing negative facial expressions can intensify those feelings and emotions in ourselves and others.
- Silence is awkward. Silence in real-life meetings is normal and provides rhythm. However, over video, we don’t know if the other person is listening or frozen. Silence makes us anxious about technology and lagging connections.
So, how can we reduce fatigue?
Experts suggest limiting video calls to only the essentials. Additionally, turning your camera off or your screen to the side can make the call less tiring.
Restructuring meetings may also be helpful. Try introducing a shared document in addition to the video call. Make time at the beginning of the meeting for small talk and catch-ups. Check-in on the well-being of others.
Lastly, building in transition periods can help us adjust. Try stretching
or doing some exercise before a video meeting. We need buffers to allow our
minds to transition our focus from one thing to the next.
“Change
the way you look at things and the things you look at change” -Wayne D. Dyer
by Judy Rathwell | May 26, 2020 | Feelings, Leadership Aha!, Newsletter
Grief. Naming our thoughts and feelings are arguably the first important step in managing them. David Kessler, an expert on grief, and the founder of grief.com has a lot to say about what we all may be experiencing right now.
The world has changed, and we know its temporary, although it doesn’t feel that way. We know things will be different. We fear the loss of normalcy, the economic toll, and loss of connection. It’s all hitting us, and we are collectively grieving. We may be feeling something called anticipatory grief.
Anticipatory grief is when we don’t know what
the future holds.
We know a storm is coming, but we don’t know how or when. This grief is
confusing because it breaks our sense of safety. This is a common feeling in
individuals or groups, but now, we are all collectively feeling it.
Understanding the stages of grief is a good place
to start when learning how to manage it. The stages
are not linear and don’t always happen in this order.
- There’s denial, when we think the virus won’t affect
us.
- Then anger, where we may feel upset about our
lost jobs and freedoms.
- There’s bargaining, where we rationalize if we isolate
for a short time, everything will return back to normal.
- There’s also sadness, where we may experience intense
feelings regarding the unknown ending of the virus.
- Finally, there’s acceptance, where we recognize this is
happening, and figure out how to adapt.
Acceptance is where the power lies, and we begin to focus on what we can control. Anticipatory grief takes our minds out of the present and into the imagination of the worst-case scenario. We need to learn how to find balance in the things we are thinking of and let go of what we cannot control. The goal is not to ignore our feelings, but to regain control over them.
It’s important we acknowledge what we are
going through. We sometimes
miss the mark and tell ourselves things like, I feel sad, but I shouldn’t
feel that; other people have it worse. We can, and should, stop at the
first feeling. I feel sad. Let me go for five minutes to feel sad. Your
work is to feel your sadness and fear and anger whether or not someone else is
feeling something. If we allow the
feelings to happen, they’ll happen in an orderly way, and it empowers us.
It’s absurd to think we shouldn’t feel grief right now. Let yourself feel the
grief and keep going.
Repurposed
from HBR.org, Scott Berinato
