The Corporate Therapist Business Blog

People Learn by Doing, Seeing, Hearing, or Feeling

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Corporate Therapy, Culture, Diversity, Improvement, Work Place articles No Responses »

Jun 292011

“But I told him ten times,” the manager says in an exacerbated tone, “and he still doesn’t listen and do it correctly.” If this sounds familiar, have you considered it’s the way you are delivering the message and teaching him? Managing people and being managed by people is similar to a dance in that both people must have trust in the other’s ability. Each must learn the steps to the dance or both will end up looking foolish; not having fun, and toes will inevitably be stepped on. Trust is pivotal for growth to flourish

It is important to keep “auto-responses,” such as trust and fear in mind when developing your organization. Many organizations inadvertently have created fear-based cultures. As a result, when people feel threatened they will operate from the oldest, most primal part of their brains. This part of the brain focuses on safety and self-preservation rather than innovation, efficiency, or working in unison. Therefore, one must develop trust with and among team members before moving toward professional development and training. One way to develop trust is by training using each person’s unique learning modality.

Human beings have four different learning styles and successful managers have studied and practiced teaching within all four so they increase their odds of being successful with subordinates and projects. Basically, people learn by doing, seeing, hearing, or feeling.

Hearing: Some people learn best by hearing lectures, engaging in discussions, or listening to audio tapes.

Doing or Kinesthetic Learners: Others are very good at learning by doing and exploring; practice exercises, role-plays, or group activities where people interact with others.

Visual Learners: These people create mind movies and learn best through the use of visual aids, flip-charts, video-tapes, basically any medium that is graphically presented to them.

Feelers: Typically “feelers” are more in touch with their feelings and use this medium to transfer information. Use story-telling, or one’s own personal experience to get the lesson across. The main point is to connect with the person and then transfer the data through this emotional channel.

Everyone has the ability to learn adequately using any of these methods in a random fashion. However, you significantly increase your odds and decrease the learning time if the manager taps into the subordinate’s “natural learning channel.” Just as you would be more successful trying to connect with Jane using Jane’s email address, you will be surprised at how much more successful you are when you use Jane’s correct learning method. How does one find out which learning style works best?

Observe and listen for cues to learning styles, such as a person using terms such as: I “see” what you mean; Or, I have to “see” it for myself; Or, I learn best when I “touch it” and “figure it out for myself.” The first two examples suggest a “seeing” style and the third suggests a “doing or kinesthetic” style. Often people may have a good idea of their learning style, so ask them.

Being a successful manager takes into account every person’s need to feel safe and secure while learning. Moreover, one must embrace the various techniques and methods available to stimulate the four learning modalities within the human mind, which are hearing, doing, seeing and feeling.

Getting the best out of you and the people you manage in the shortest amount of time requires you to leverage technology. Technology of people is based in psychology and how people function and learn. Once you master these techniques, managing people will become much easier and more fulfilling, since most everything we do is achieved with and through the help of others.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832
Internal Business Solutions, Inc.

Anxiety at Work

Business Hardships, Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Culture, Diversity, Improvement, Required Skills, Work Place articles No Responses »

Jun 152011

What was it like growing up in your family? How does that compare to your work family or work environment? When your parents got upset, or your siblings argued, what was your way of dealing with these stressors? How do those behaviors or thoughts compare with how you deal with your supervisor or co-workers? Once people take the time to look closer, there are usually many similarities.

When excessive stress due to over-work, grouchy bosses, mean spirited co-workers, or pending layoffs hit you, what is your diversion or stress relief of choice? Are you aware of it and how it impacts you and others? The first step is to be aware of this normal yet possibly frustrating part of yourself; the second is to learn that you have choices:

11. Over-functioning: Typically the province of firstborn’s who are used to helping around the house to the point of being a pseudo-parent. This may have worked with siblings but not a wise choice at work. The over-functioner sees himself as helpful. However, co-workers simply view him as “bossy.”

a. Solutions: Learn to ask if people would like assistance; learn to read the situation to sense when people have had enough of your “help.” Learn to listen more rather than educating and reforming others.

22. Under-functioning: Typically the youngest child will fall into the under-functioning role. Under normal circumstances an under-functioner can be very competent, but when “overloaded” this person may revert back to their “go-to’s” such as; show up late for meetings, acting immature, not turning in timecards, lacking detail on paper work, or overly critical of authority.

a. Solutions: make a conscious effort to be more detail oriented; know that you can speak up, but do so appropriately, and know that you may not always get your way or not as quickly as you would like.

33. Blaming: Blaming is an automatic response to increased stressors and subsequent anxiety. People tend to over-focus on what others are doing to them rather than their part in the process. Consequently, they blame and view department change as a personal attack.

a. Solutions: Your perceptions may be on target or off, however the first question to ask yourself is; what can I personally do to reduce the stressors that face this department and how can I contribute to its success?

44. Distancing: Distancers simply shut down and separate themselves from people or situations by physically, mentally, or emotionally shutting down. Distancers might close their office door more often or reduce eye contact.

a. Solutions: In the short term distancing can be effective in order to collect your thoughts or create an effective strategy. However, the sooner the distancer can reconnect with others or face the stressful condition the quicker he can help find solutions to it.

55. GOSSIP: Gossip is the most destructive challenge that every workplace must endure. Gossip is when people talk about someone rather than directly to them. You can measure the amount of stress in an organization by the amount of gossip going on. Excessive gossip can erode organizations rather quickly because it creates insiders and outsiders and encourages people to go “underground” where they can do even more damage.

a. Solutions: If you find yourself gossiping about Jane, choose to talk directly to Jane or use an objective third party to facilitate the discussion.

How we dealt with stress growing up and how we deal with it at work can be similar. Which diversion listed above do you identify with? Armed with this information, how might you choose to outsmart stress and anxiety in the future?

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832
Internal Business Solutions, Inc.

hat was it like growing up in your family? How does that compare to your work family or work environment? When your parents got upset, or your siblings argued, what was your way of dealing with these stressors? How do those behaviors or thoughts compare with how you deal with your supervisor or co-workers? Once people take the time to look closer, there are usually many similarities.
When excessive stress due to over-work, grouchy bosses, mean spirited co-workers, or pending layoffs hit you, what is your diversion or stress relief of choice? Are you aware of it and how it impacts you and others? The first step is to be aware of this normal yet possibly frustrating part of yourself; the second is to learn that you have choices:
1.    Over-functioning: Typically the province of firstborn’s who are used to helping around the house to the point of being a pseudo-parent. This may have worked with siblings but not a wise choice at work. The over-functioner sees himself as helpful. However, co-workers simply view him as “bossy.”
a.    Solutions: Learn to ask if people would like assistance; learn to read the situation to sense when people have had enough of your “help.” Learn to listen more rather than educating and reforming others.
2.    Under-functioning: Typically the youngest child will fall into the under-functioning role. Under normal circumstances an under-functioner can be very competent, but when “overloaded” this person may revert back to their “go-to’s” such as; show up late for meetings, acting immature, not turning in timecards, lacking detail on paper work, or overly critical of authority.
a.    Solutions: make a conscious effort to be more detail oriented; know that you can speak up, but do so appropriately, and know that you may not always get your way or not as quickly as you would like.
3.    Blaming: Blaming is an automatic response to increased stressors and subsequent anxiety. People tend to over-focus on what others are doing to them rather than their part in the process. Consequently, they blame and view department change as a personal attack.
a.    Solutions: Your perceptions may be on target or off, however the first question to ask yourself is; what can I personally do to reduce the stressors that face this department and how can I contribute to its success?
4.    Distancing: Distancers simply shut down and separate themselves from people or situations by physically, mentally, or emotionally shutting down. Distancers might close their office door more often or reduce eye contact.
a.    Solutions: In the short term distancing can be effective in order to collect your thoughts or create an effective strategy. However, the sooner the distancer can reconnect with others or face the stressful condition the quicker he can help find solutions to it.
5.    GOSSIP: Gossip is the most destructive challenge that every workplace must endure. Gossip is when people talk about someone rather than directly to them. You can measure the amount of stress in an organization by the amount of gossip going on. Excessive gossip can erode organizations rather quickly because it creates insiders and outsiders and encourages people to go “underground” where they can do even more damage.
a.    Solutions: If you find yourself gossiping about Jane, choose to talk directly to Jane or use an objective third party to facilitate the discussion.
How we dealt with stress growing up and how we deal with it at work can be similar. Which diversion listed above do you identify with? Armed with this information, how might you choose to outsmart stress and anxiety in the future?

Monitor & Evaluate for Efficiency and Profits

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Corporate Therapy, Culture, Goals, Improvement, Leadership, Required Skills, Time Management, Work Place articles No Responses »

Jun 022011

The Golden Gate Bridge is a wondrous structure created by man through careful thought, planning, and execution. As construction progressed, normal yet necessary adjustments were made through weekly and monthly monitoring and evaluation of the actual work performed.

Successful companies of all sizes use a similar method. They create project plans, execute those plans and then monitor and evaluate those plans against actual performance. In other words, monitoring and evaluation at regular intervals enable you to check the actual progress of work performed. It does not ask the question “are we making a profit?” but rather “are we making a difference?” As a result of making a difference, you make profits. Two of the core attributes of making a difference are monitoring and evaluating information at regular intervals. Here is a short list you should be looking at:

Review progress at regular intervals
Identify problems in planning or implementation
Make adjustments ASAP so that you can make a difference.

Plans are essential but they are not set in stone. If parts of them are not working, or if circumstances change, then plans need to change as well. Due to many factors, monitoring and evaluation are tools to help management know when a small project or large organizational plan is not progressing as projected. By using this approach, the overall plan can stay the course while decisions related to strategy, tactics, culture, or execution can be quickly made. Making mistakes is a normal part of business development and growth. Moreover, everything in business is open to mid-course corrections and adjustment. However, making repeated mistakes because you didn’t monitor and evaluate effectively is a sign of mis-management and leadership incompetence. Ways to improve your monitoring and evaluation skills are as follows:

Monitoring involves:

Establishing precise indicators of efficiency, effectiveness, and impact
Setting up systems to collect information relating to these indicators
Collecting and recording the data
Using this data to make timely informed decisions
Monitoring should be an integral part of every short term goal and long term organizational objective.

In an evaluation, we measure the actual efficiency, effectiveness, and impact of our goals. As a way of learning and improving, this requires the leadership of an organization or project to hold a mirror up to themselves and their plans and assess how they are doing. It takes a very resilient, insightful, and honest group of leaders to do this effectively. As difficult as this might be, this step is vital to sustained learning, growth, and long term profit making.

Evaluation involves:

Looking at what the project or organization intended to achieve—what “difference” did it want to make?
Assessing its progress towards what it wanted to achieve and its impact targets.
Looking at the strategy of the project or organization. Did the organization have a strategy? Was it effective in following its strategy? Did the strategy work? If not, why not?
Looking at how it worked. Was there an efficient use of resources? What were the opportunity costs of the way it chose to work? How sustainable is the way in which the project or organization works?

The quicker you can spot problems and make adjustments, the more successful you and your organization will be. This is achieved through methodical monitoring and evaluation of your workflow. The Golden Gate Bridge is a testament of not only superior engineering, but also the ability of the men and women who had to monitor and evaluate under constantly changing conditions. If they did it, so can you.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

Business Owners Capable of Learning New Tricks

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Culture, Diversity, Goals, Improvement, Leadership, Required Skills, Teamwork, Work Place articles No Responses »

May 192011

I met with an owner of a service organization a few years back. He was having problems with employee turnover, conflict, people re-doing work, and complaints that people received mixed instructions and directions from him. He told me early on in our project “if you want me to say good morning to my employees, I’m not going to do it!” I responded with “that’s fine, it’s your business, but would you do it if it saved you ten thousand a month? His response was “no.” “How about twenty? I asked.” “I would do it for twenty,” he replied, “but not ten.”

This business owner wanted everyone else to change their behavior, but not him. He described himself as dominating, abrupt, said his employees feared him, and yet he was a man of faith and a leader in his church. He saw himself as mentally focused and hard working; “I am here to work, not talk with people and they are here to work, not talk.” Although that is true, that type of behavior from anyone creates an environment where people are anxious, fearful, stressed-out, and can’t perform their best.

When anxiety and fear spikes, the ability to concentrate, problem solve, and consistently make wise decisions diminishes significantly. The atmosphere and culture created by an owner impacts its people in multiple ways from how productive they are (when and if they hit deadlines), to their relationship with each other and the customer. People are relationship oriented and heavily influenced by their environments, especially authority figures.

Humans quickly develop pack-mentality. In other words, they are very susceptible to becoming a product of their environment. Therefore, you as the shift leader, manager, and especially CEO or owner sets the tone for all of the people within your department or organization. For instance, if the owner is easy going, his people are likely to be loose with deadlines and arriving to work. If the CEO is ruthless and overly competitive she probably rewards those same behaviors, which only serves to cement the fear-based culture even further (it’s irrelevant that she tells people to—“please say what’s on your mind, I am open to differing opinions”). As a result, her subordinate managers more than likely manage with the same intensity and fear-based approach, consequently diminishing productivity.

Most of us are not fully aware of how we come across to others and this is where many owners send mixed signals. They say one thing (give me your honest opinion) and yet their actions send an entirely different message (as they pound their fist on the table and demand explanations). Owners of smaller (under $50 million in sales) organizations are more susceptible to this than any other type of business because the culture strongly identifies with the owner or CEO’s personality.

People do not do what you tell them as much as they model behavior. Before anyone of us learned to speak we modeled the behavior of our parents, siblings and friends and that doesn’t stop as we mature, it simply becomes more entrenched. In a similar fashion business owners set the cultural climate; examine where you are and there you will find your people. If you, as the owner, director, or manager are experiencing frustration, anxiety, or complacency there is a high probability that your people are as well.

The dominating CEO I worked with finally learned behavioral communication skills. Retention is now up, re-working is down, talking is now allowed and profits are up. What do you know; old salty dogs can learn new tricks; if the price is right.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

The Power Behind Empowerment

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Corporate Therapy, Goals, Improvement, Leadership, Recession, Required Skills, Work Place articles No Responses »

May 122011

Since this recession, leaders have been downsizing, reorganizing, envisioning, and empowering their fannies off. Basically, anything people read about or hear from friends that might provide some resemblance of hope for improved business, people will try. Many shoot for quick fixes and as much as I wish these worked, they don’t, and never will be, because solid foundations are made of concrete and steel, not one-day motivational speeches or conferences. Deep down people know this, but still hope for and often try the quick fix. However, some time tested business practices are beneficial if thought out and thoroughly implemented; empowerment is one of these.

You cannot empower people who do not desire to be empowered. Therefore, get in touch with your people and assess where they are with themselves. In this manner you can correct their desire or lack thereof before embarking on this journey. Incorrect perceptions are as damaging, and perhaps more so, than incorrect behaviors.

Empowerment is creating an environment in which people can make choices that influence the outcome of their work. For instance, a successful leader is one who knows how to create a trusting, supportive, innovative environment with prudent risk taking and as a result creates a group of empowered people who overcome independent challenges and strive toward a unified goal. Here are behaviors that help create an empowered organization:

Don’t Micro Manage: Do you allow people to learn and grow or stumble and fall on their own, or must you always catch and correct them? People are like toddlers learning to walk; they must do it on their own or you disrespect them, remove their innate abilities to figure it out and actually stunt their growth.
Listen intently: When people are talking are you thinking of your response or do you fully listen to what people say? After they are completely finished it is then your job to empower them by responding to what they said, how they said it, and perhaps why so that you can guide them with insightful questions.
Establish Boundaries: Too many rules and bureaucracy are as destructive as not enough. Establish a level playing field so people know where the boundaries are. The key to boundaries are clear, honest and frequent communication.
Reinforce Appropriately: If you promote empowerment yet celebrate short term fear tactics that get short term results, you have sabotaged your own effort. Be consistent and reward appropriate behaviors.
5. Demand Accountability: People must be held accountable so they know exactly what is and what is not acceptable. Set deadlines. Once firmly established, this removes the guesswork and reduces much of the gossip, backstabbing and finger pointing.
6. Professional Development: In order to fully create an empowered organization, people must be developed, educated and stretched so they can become what they and you believe they can become. We, as human beings, are at our best when learning and being challenged.
7. Encourage Change: Whether people want to accept it or not, change is constant and once people are comfortable with empowerment, the process of change will become second nature.
8. Set the example: Each person must set the example. It’s not the sole responsibility of the owner or manager, it’s up to each individual to continually empower themselves and assist others in this pursuit.

Empowerment can be more than a fad if leveraged correctly. It starts with making a commitment to create an atmosphere of empowerment whereby you can empower yourself and then, by example, empower others so people are encouraged to tap into the confidence they have stored within themselves.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

Certain of Certainty

Business Hardships, Business Success, Communication Issues, Corporate Therapy, Culture, Goals, Improvement, Leadership, Performance Evaluations, Required Skills, Teamwork, Work Place articles No Responses »

May 102011

A few years back, I met with a successful owner of a mid-sized service company. He complained of executives not listening and following directions. They, in-turn, complained the directions given were haphazard and difficult to understand, often changed from moment-to-moment, and they were expected to mind-read these changes. Worst of all, the owner often appeared silent and angry. As a result, silent, fearful office conflict became the norm and turnover was higher than the industry average.

I met with the executives to gather information so that I could understand the “root problems and get past the obvious symptoms.” Under his tough exterior, the owner cared and the executives wanted to understand and do stellar work, but they couldn’t figure a way to bridge the gap. As a result, people were either going to leave or be fired. Basically, the organization had good people who wanted to do the right thing and work together, but the owner hadn’t learned the power of “certainty.”

The human mind cannot live with “uncertainty” and will quickly remove ambiguity in one way or another. In fact, our minds prefer bad news over no news and ambiguity. Our minds are built on pattern making, and must be able to deal with solid events in a safe and logical way. On the negative end, this is why gossip is so rampant in the workplace. People will fill in the blanks on all conceivable topics if management doesn’t. On the other end of the spectrum, this is why business visions and strategic plans or so valuable when leveraged and implemented correctly. A strategic plan maps out the how, what, and where of the organization, but most importantly it maps out the how, what, and where, of the people who carry it out. In other words, it adds order, certainty, clarity, and trust to the work-life balance equation. Here are behaviors that build certainty:

Greet others: Whether it comes naturally or not, friendly morning greetings allow people to “gauge” your mood and respond accordingly. This is especially vital for people in supervisory roles.
Proactively provide information: Leaders who effectively lead their organizations are people who keep others apprised of as much vital information as possible. People WILL discuss the recent termination (or they will make it up), the merger consequences and how it impacts them, partner or manager friction etc… leaders who proactively provide this information up front will remove the gossip mongers from their greatest asset—silence and uncertainty.
Sooner rather than later: I cannot overstate the value of responding sooner rather than later, i.e., talk honestly with the “difficult” employee, assess situation’s and make subsequent decision’s ASAP (your intuition is usually on target—learn to trust it), meet face to face with the colleague that manipulates you. In essence, learn to “pull the trigger” sooner. Howard Schultz, founder of Starbucks, restructured his organization in 2008; Howard instilled deep conviction in his plan and people when he closed all 7,100 Starbucks locations for 3 hours so employees could be introduced to his vision, plan, and were retrained in customer service and espresso making. Starbucks is now turning the corner.

People need certainty. Five years later, the owner of the service company and his management team are still in place and doing better than ever. They learned to discuss their misperceptions and fears, but most important how to shine a light on ambiguity and highlight it for everyone’s benefit. With these new found concepts and skills they are benefiting from mapping out a successful plan for themselves and the organization.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

It’s Not About the Money; It’s About Finding Meaning

Business Hardships, Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Culture, Improvement, Leadership, Required Skills, Work Place articles No Responses »

May 052011

I was talking with a friend recently who relayed a familiar story I had seen play out many times in organizations. Upon getting hired a few years back he noticed the director of his department had a very loose way of running the office. Employees basically did what they wanted and didn’t have clear department or individual objectives. To rectify this random and unprofitable culture, my friend took the lead and started to lend structure to the department. To make the director’s job easier and add additional vision, he added director tasks to his duties. To my friend’s astonishment, he started to experience conflict with the leader because of his attempt to help and improve the status-quo.

As a result, he now has become a drone that comes to work and does only what is necessary, doing “his own thing” the rest of the time, instead of moving the organization forward; all because the leader is ineffective. The culture negatively impacted him. He was unable to positively impact and change it. Mind you, this friend is extremely bright and capable with vision, passion, and drive to go above and beyond. Over the years others have been brought into this organization and attempted the same “good intention” only to be cut off at the legs and left in bewilderment.

When found in environments such as these, capable and passionate employees must make a life decision: become a product of these lifeless environments, or choose to leave so they can once again be part of a growing, vital, and challenging organization. All of us, employees and leaders alike, must ultimately decide why we work. Money is the obvious answer, but not the most significant. Once one peels away the obvious layers of money and health insurance, we often reach a much deeper level of personal insight; that being meaning in life, the mental and physical challenge, personal respect and pride, and setting an example for our children.

A public opinion poll was conducted a few years ago. The results showed that 89% of the people polled admitted that man needs “something for which to live.” In another survey nearly 8,000 people were asked what they considered “very important” to them,16% checked “making a lot of money;” 78% said their primary goal was “finding a purposeful meaning to my life.” Our goals and motivations often change as we mature and move through life. Events can impact our external circumstances but they cannot impact how we define ourselves and what decisions we make as a result. Even under the most challenging of situations, maybe especially because of the most callous of situations, a person comes to the point where they must pull their nose from the grindstone and hold himself to a higher internal standard; say yes or no; go left or right; draw a line in the sand and make that tough yet intrinsically correct choice.

Some people have no choice in the short term and must keep their job to pay the bills, which is understandable. Although my friend has a secure job with health insurance and a steady pay check, he decided to leave his dead-end job within the next 12 months. His fear of the unknown is far less than the personal respect and vision he has for himself.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

The Ebb & Flow of Life

Business Hardships, Business Success, Corporate Therapy, Culture, Innovation, Recession, Uncategorized, Work Place articles No Responses »

Apr 282011

This article was also published in the Chico Enterprise-Record in the “Business: Workplace” section of the “Ask the Expert” column.

December 2007 marked the start of our Nation’s Recession. Similar to the Great Depression and catastrophic events that crippled our country in 1929, this economic crisis has many painful, yet valuable lessons from which to learn. A while back, my beloved and I were visiting the beach with our children during low tide. Low tide opens up a world unknown to most people and makes the plant life and star-fish vulnerable and exposed to the elements. It is during these times that crustaceans must endure this normal ebb and flow of the ocean’s cycle.

Many large and small businesses caught in this recessionary flux are liken to a starfish during low tide. They are caught in something that may be largely out of their control until the tide or economy comes back to breathe life, innovation and profit back into them. What does a starfish do during low tide? Conserve energy, stay still so they don’t attract attention and increase their chances of being eaten. The economy will return as surely as the tide flows back over the starfish so it can once again resume its growth cycle. To engage in erratic behavior or mental anguish is futile. Businesses live in and must rely on our world economy, similar to the starfish that must rely on the ocean for its life. Oceans ebb and flow in broad yet predictable patterns. The question is to learn how to live, survive, and perhaps even benefit while the tide is out.

The generations of people who lived through, and survived the 1929 Depression have unique attitudes about life, living, business, and money, due to the hard-earned lessons burned indelibly into their minds. Our generation will have similar lessons bestowed upon us. Victor Frankle, a Jewish psychologist who lost his father, mother, wife, and children to the gas chambers and survived inhumane atrocities for four years in the Nazi concentration camps of Auschwitz and Dachau, outlines three main avenues on which one can find meaning in life:

“By creating a work or vocation in life that one can be proud of and by doing this deed.” I call it my contribution to society.
“Experiencing something or encountering someone; in other words, meaning can be found not only in work but also in love.” In other words, deeply loving another person can give one’s life significant meaning.
The most important, however, is this third meaning in life: “even the helpless victim of a hopeless situation, facing a fate he cannot change, may rise above himself, may grow beyond himself, and by so doing change himself. He may turn a personal tragedy into a triumph.”

I interpret these insights as; it is not what happens to us which defines us, but how we view ourselves and engage life thereafter, which proves to be the pivotal factor. A man can have everything taken from him, yet still possess personal pride, respect, courage and inner peace; and as a result, find meaning in his life. It is often these tests that help man struggle through his personal metamorphosis growing from a man into a boss and from a boss into an exemplar.

Learn to leverage each high and low tide. During this low tide in the economy, take this opportunity to explore your internal limits and love, reflect, reorganize, re-strategize and when the tide returns, seize the opportunity to explore your external limits. Longevity, success, and happiness in life and business come as a result of learning how to leverage the natural ebbs and flows and using them to your advantage.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

The Benefits of Conflict & Anxiety

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Culture, Improvement, Leadership, Required Skills No Responses »

Apr 142011

Conflict and its silent partner “anxiety” provide many opportunities for personal evolution, organizational refinement, and profit. One can either run from these normal conditions or benefit from these lessons and leverage them for individual and organizational growth. Issues that generate conflict are usually matters associated with one’s significance, authority, autonomy, attraction, intimacy, dependence, growth, change, power, control, and loss. Before others can learn these lessons, however, the leader must have gone through his personal metamorphosis and come to terms with issues that generate conflict. Only by acknowledging his role and shortcomings within this dynamic, can the leader promote the necessary growth and development which will fuel and enlighten the management team and thus the organization. As a result, the leader must play a dual role; first, that of being self-aware so as not to “project” his unhealthy thoughts and actions upon the group and second as an equal member of the group so that value can be added. Let’s take a closer look at how the group dynamic adds to this puzzle.

Anxiety in leadership teams is often in a state of continual tension resulting from our unsuccessful attempts to cope with internal conflicts whose roots lie in earlier conflicts throughout our childhood (i.e., ridicule, embarrassment, and abandonment) and prior organizational group dynamics (i.e., punishment or other fearful consequences). Restrictive solutions are an individual’s defensive mechanisms such as intellectualization, denial, finger pointing or projection .These restrictive solutions are designed to relieve the individuals’ anxiety and reduce his fear. One may detrimentally reduce the short term feelings of anxiety, however the long term benefits will be lost—benefits that are necessary for the leadership team to learn, grow and evolve. Therefore, it is paramount that leadership encourages this cultural paradigm shift in personal awareness.

If each member permit’s herself to listen openly to the other members, she learns to fully experience and acknowledge her anxiety. Thus, by listening and talking about the stressing topic, she make’s anxiety her teacher. Because she tolerated her anxiety and talked about it, she contributed to the other members’ growth. By allowing the anxiety present in the group to exit, she did not impede their growth but added to the development and growth of the group. Here are four ways that anxiety plays out in leadership and organizational growth.

First: specific issues or themes relevant to team member’s concerns can arouse anxiety.

Second: people will, inadvertently, attempt to reduce their level of anxiety by implementing restrictive solutions.

Third: Anxiety should generally be distributed evenly among the group members rather than focused on one individual.

Finally: Anxiety is a “mobilizer” of group and organization process and growth. The more intense and managed the anxiety, the more evident and “sustained” the solutions acted out by team members will be.

A group that has minimal anxiety will typically develop minimal interactions and involvement (i.e., superficial). Without healthy and managed tension, a leadership team will be of little use to the organization because it will be dominated by restrictive and limited innovative ideas.

For change to occur in the leadership team and the organization they represent, leaders must be capable of tolerating increasing periods of anxiety so that all will see and come to know that their fears of disastrous consequences are simply illusions. The recognition and management of anxiety are therefore central to effective leadership team development and organizational growth. Leaders need to feel comfortable with anxiety, for if they choose to run from it, they will miss the opportunity to use this primary and necessary tool as a change agent.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

Termination: The Last, and Sometimes Necessary Step

Business Hardships, Business Management Consulting, Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Leadership, Required Skills, Termination No Responses »

Apr 142011

You observe the poor behavior, you listen to the excuses, you hear what others say about this person, you look at the data, and you already tried training, coaching and even some counseling. At the end of the day, however, nothing you or others tried to help this person become a valuable member of the organization worked; it’s time to Terminate.

Managers are often reluctant to confront termination issues because:

it’s uncomfortable
there is never a “good time” to terminate an employee and possibly a friend
they have no easy and successful system for doing so
they are fearful of the reaction
even if everything is done correctly, they are uncertain about the legal ramifications

As a result of these and many other legitimate reasons managers and the organization are often held “hostage” by the poor performer. The poor performer often made this action necessary due to their attitude, inability to effectively work with others, consistent poor performance, inability to take corrective input, engaged in inappropriate behavior and the list goes on. The manager simply made the decision and followed through on the necessary action that was created. However, given the difficulty associated with this process, termination can present an opportunity for the poor performer, organization, management, and others to grow and learn.

Be kind to yourself. As a leader, you had to make the decision that was best for you, the organization and the viability of those who depend on you to make such decisions. You are modeling good leadership to those who look to you for guidance. When the time is appropriate, (within 3-5 days of the termination, so it is still fresh), teach your management team how to handle future issues and other discussion points.
Be honest with the poor performer. Often the kindest thing you can do for a poor performer is to share with them the behavior and actions they exhibited so they can choose to learn from it and adjust the behavior or continue it and find an employer who approves. Either way, it’s helpful information.
The grapevine will take this news and twist it to fit their needs, wants, or fears. Therefore, it is up to management to be proactive and;
1. Talk with everyone associated with this person about the termination. Do it as soon as possible (within a day or two at the very latest). Some people will need one-on-one reassurance or guidance because of the situation, their fears, and possible “survivor guilt.” It will be the major topic on everyone’s minds over for a few days so just accept it and proactively manage the situation or it will take on a life of its own.
2. Attorneys advise to share little to nothing. Legally that’s safe. Behaviorally and culturally it’s inept because no one can learn in such an environment and that response simply perpetuates the miscommunication, uncertainty, and anxiety that continues to feed this type of covert behavior. You must use your professional discretion and strictly adhere to company policy.
3. Be proactive and do your best to handle this situation in an honest, empathetic, yet decisive way that lets people know that you are a leader they can trust to lead them through tough times and make wise choices.
4. Remember that the poor performer will “spin” this termination to fit her ego and professional needs etc, so be proactive and impact your culture in an honest, effective and positive way.

The occasional termination event often helps an organization grow and improve.

For more information on this topic and many more, visit our website at:
http://www.ProfitWithIBS.com

–
Kelly Graves, CEO
“The Corporate Therapist™”
Email: Kelly@ProfitWithIBS.com
Cell: [530] 321.5309
Toll-Free: [800] 704.3785
Office: [530] 894.8832

Older Entries

People Learn by Doing, Seeing, Hearing, or Feeling

Anxiety at Work

Monitor & Evaluate for Efficiency and Profits

Business Owners Capable of Learning New Tricks

The Power Behind Empowerment

Certain of Certainty

It’s Not About the Money; It’s About Finding Meaning

The Ebb & Flow of Life

The Benefits of Conflict & Anxiety

Termination: The Last, and Sometimes Necessary Step

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