The Power of Words

My body clock has always decided that September is the start of a new year. This is likely the result of spending 20 years attending school. September is also when our Jewish friends celebrate Rosh Hashanah, their New Year, and the Day of Atonement, Yom Kippur, at its conclusion.

I thought I’d begin my own process of renewal by cleaning out a file cabinet in my office. While doing so, I came across a team-building project I did for a recent client. What stood out was the design of a workshop, an attempt to shift the mindset of people in his organization. At my suggestion, the client ordered the book "Conscious Language: The Logos of Now - The Discovery, Code, and Upgrade of Our New Conscious Human Operating System" by Robert Tennyson Stevens. The book was self-published in 2007. It's not the easiest book to read, but it's filled with important nuggets about how our language influences our results.

Bringing this forward to today, I listened to a short speech by Mohammed Qahtani at an International Toastmasters conference. He said, “Words can change someone’s mind. Words can change a life and inspire a nation. One’s mouth can spit venom or mend a broken soul.” I reflected on the polarization our country and institutions are experiencing today. So many of us are calling for kindness these days, yet in moments of frustration, we can easily shift into using loud and abusive language.

This is not a new problem. Add to it the emergence of the COVID-19 virus. Fear and terror engulfed many of us. People were stuck at home, with many turning to the internet to learn new things but also to do “research.” Due to the design of internet algorithms, much of this “research” led good-hearted people to misinformation and conspiratorial information. We are now more polarized than before the pandemic. When we lack kindness and empathy, it’s as if we are pouring accelerant on ourselves.

So, what should we do? Awareness is the first stage of changing behavior. Notice your thoughts as well as the words that come out of your mouth. When you catch yourself with a negative thought, ask yourself, “How can I see peace instead of this?” As simple as this may sound, it is not easy and can take years of practice to develop a new pattern. 

If negative language spews forth from your mouth, don’t be afraid to catch yourself, even in mid-sentence, and say, “Let me rephrase that.” Revealing vulnerability is a courageous act. Taking back your words, or self-correcting, is a powerful intervention. You’d be surprised how this simple act can lead to a very rich dialogue about the use of language and, more specifically, words. Let’s move together in peace. 

Can Wealth and Fulfillment Co-Exist?

I recently delved into an intriguing article discussing the profound impact of amassing substantial wealth, whether through earnings, inheritance, or chance. The piece touched upon examples like Jeopardy winners and lottery windfalls, and it got me thinking! 

The article brought back memories of a visceral reaction I had upon learning about the tragic passing of billionaire Tony Hsieh. I had crossed paths with Tony on a couple of occasions – once at a conference. I also joined him at the Zappos headquarters for an intimate small group chat. I was disappointed by his seeming lack of authentic connection in this small setting. 

However, three distinct aspects at Zappos did catch my attention. Firstly, Tony Hsieh's commitment to lifelong learning was evident in his practice of distributing free business and mindset-transforming books to all visitors. This dedication to knowledge dissemination left an indelible mark. Secondly, his unique approach to office aesthetics empowered his employees to personalize their workspaces, fostering engagement and trust through a sense of ownership. Finally, the presence of quiet napping rooms furnished with lounges and hammocks showcased his progressive approach to employee well-being. I was in awe. 

A number of books have been written about Tony Hsieh, including the most recent, "Wonder Boy" by Angel Au-Yeung and David Jeans. The book explores his life, Zappos, and his search for happiness in Silicon Valley.

Despite his astronomical wealth, Tony Hsieh’s inner contentment remained elusive. This incongruity leads me to wonder: why did a man of such means and accomplishments find himself unfulfilled? One could speculate that his surroundings consisted primarily of employees, creating a dearth of authentic personal connections and meaningful friendships. Society’s values have increasingly skewed toward the pursuit of wealth, nurturing what some might term the "greed factor." The chase for the latest material possessions often takes precedence, overshadowing the truth that money alone cannot buy happiness. Eventually, even the power to acquire anything becomes mundane.

Another key factor is his cultural perspective. His story finds its roots in his parents' aspirations, both Taiwanese immigrants. A common aspiration among Asian immigrants is the drive for excellence. Duty bound to achieve the level of success proscribed by their parents, they often sacrifice their own happiness. 

Another factor to consider is the development of human capability throughout one’s career. Elliott Jaques’ Requisite Organization theory explores the maturation of capability. Capability continues to mature thoughout one’s career, albeit at varying rates. High-capability individuals see a sharp curve of maturation throughout their lives, while others experience a more gradual curve. Recognizing this spectrum of capability is vital for an organization to thrive across all levels.

In my estimation, Tony Hsieh’s life exemplifies very high capability, with achievements like selling a company to Microsoft at age 24 and revolutionizing the shoe industry with Zappos. This level of capability can lead to isolation. As someone with high capability, I've often felt misunderstood and isolated due to the nuances of my thinking. While I don't equate myself to Tony’s “off-the-charts” capability, my journey parallels his. I’ve often felt misunderstood.

Tony Hsieh’s story poses an intriguing question: What if someone had introduced him to the maturation of capability over his lifetime? If he had been able to view his own capability curve, would he have found satisfaction? Happiness? If he had put his wealth to work solving some of the world’s problems, would he have also achieved personal fulfillment? I invite you, dear reader, to join the conversation.

GangstaAngels

A recent editorial in the NYTimes referenced the “Music America Needs” which, as you all know by now, hooked me. 

I’ve always had an eclectic taste in music and love all types…African and Latin rhythms, blues and jazz, rock n roll and motown, classical, bluegrass, and country. After reading the article, I was dying to know: what is Gangstagrass?

Jazz, America’s music, celebrates musicians jamming together. Could the editors be referencing the beauty of people jamming together? Music has always been an international language. Musicians who don’t know each other's language know and welcome their music. 

I was pleasantly surprised to learn about how a group I am a member of, Braver Angels, invited Gangstagrass to their convention. Braver Angels is a nonpartisan organization attempting to encourage facilitated dialogues across the polarized political landscape. The goal: to nurture what we have in common rather than what keeps us polarized.

I’d never heard of Gangstagrass. They’ve been around since at least 2010 when they were up for an Emmy for their song “Long Hard Times To Come”. Curious, I asked Siri to play some of their music. There is something about the rap lyrics and the background of bluegrass that makes this senior citizen, for the first time in her life, enjoy rap. I might even say love it as I found my body swaying to the music. 

The members of Gangstagrass are a far cry from gangsters. The group comprises a stay-at-home dad, an MIT grad, and another from a family of cops. Their goal is to use music to depolarize the American landscape. The Braver Angels artists in residence was their first foray into the political minefield. I don’t know about you, but I’m excited about this. 

Now, you might be asking yourself: what does this have to do with the business community? You tell me. I have a few ideas but I would love to hear yours first. Please write me at info@bovaenterprises.com

PART 2: HOODIES, TATTOOS, AND DREADLOCKS: OH MY!

My recent article Hoodies, Tattoos, and Dreadlocks--Oh My! addressed the subject of workplace clothing, including Senator John Fetterman’s infamous ‘everyman’ clothing. The blog inspired spirited comments from a number of you. After seeing that the New York Times had written about the same subject, I realized this topic is a hot button issue. This got me thinking…

Tania Bartaloni in Florida wrote “I love this post! I am so happy that we are finally moving away from putting people in boxes and letting them be themselves. I think everyone performs so much better when they are themselves.

People say that the way your dress makes you act certain ways, which is true. If you wear a stuffy coat and tie all day, you will act more stuffy than if you wear shorts and a t-shirt. There is a place and time for everything, but each person should dictate that for him/herself!“

Marian from Brooklyn wrote, “Good subject on whether or not clothes make the man--or woman. I had wondered about him in the beginning, as he is super tall and I felt he should make height something special rather than looking like he just got out of bed. 

My son is six-ten and was a star on the basketball field, but has always had a sense of style about him. Even his simple casual clothes let us know he cares about how he looks. That was my gripe with Fetterman, that he didn't care how he looked. And that cannot be answered easily. I'd be interested in any comments you get on this one.”

Both of these women are people I know. As in the business world, a generational gap exists; one, the mother of two grammar school-age children. The other, the mother of baby boomers. I loved hearing the interplay of different perspectives. 

I’d love to discuss this even more. I am open to hearing what others have to say. I’m excited my newsletters are energizing readers to think, in this case take a position yet be open to other points of view. As a management consultant, this is exactly the environment I want a manager to foster at work. 

Isn’t this what America is about? The ability to have spirited debate? Don’t we treasure the ability to have differing points of view about the same thing? Where do you stand? Let me know like these women did.

HOODIES, TATTOOS, AND DREADLOCKS: OH MY!

Do clothes make the person, or does the person make the clothes? I engaged in a debate recently about Pennsylvania Senator John Fetterman, who gained notoriety because of his ‘everyman’ wardrobe: a hooded sweatshirt and cargo shorts. A large man in stature, he ran for office–and was elected to a high position in his state government–while dressed like an average, working-class Pennsylvanian. 

You might be thinking, "Wait, isn't politics all about boring suits and ties?" The answer, increasingly, is “Not anymore!” Those who view political and professional attire as sexist, racist, or classist wish to expand the definition of what clothing and grooming standards are deemed acceptable in a professional setting. The CROWN Act protects the rights of black men and women at work and in school. This act, now passed in 18 states, bans discrimination due to natural hair texture or traditional black hairstyles, such as dreadlocks or twists. 

Senator Kyrsten Sinema’s clothing has often been a topic of political conversations. Her yellow dress, worn at the recent State of the Union address, was seen by some as “off the mark”. One might ask: who is setting the mark, and for how long will they be allowed to make the rules? 

A pediatrician I recently met has a full arm of tattoos. Upon closer inspection, I saw that his tattoos depict a charming tableau of amusement park and circus images: a perfect distraction for a little tyke who is nervous at the doctor’s office! What was once considered unthinkable is now being rethought. 

After Senator Fetterman’s recovery from a stroke and stint in rehab for depression, he recently returned to the Senate floor wearing his signature hooded sweatshirt and cargo shorts. His choice of attire has raised some eyebrows and has also elicited nods of approval.

Senator Fetterman has been transparent about his physical and mental health journey. He's not afraid to break away from political traditions to show the world his true self. His true self, post rehab was: “I’m still recovering. I can do my job, but I’d like to be in comfortable clothes as I continue to heal.” I understand why the average American may see this as a refreshing change. This relatability may encourage his constituents to take their mental health more seriously. 

His detractors say that the informal clothing worn after his return from treatment undermines the seriousness and professionalism expected in his role. If wearing dress shoes and a necktie for eight hours is too difficult for him, how can he be trusted with steering our country? If Fetterman looks like an Everyman heading to Home Depot on Saturday…can he handle the seriousness of his position in the Senate?

So, what's your take on Fetterman's fashion game in the Senate? Are you a fan of his comfy clothes or do you prefer the more traditional approach? The world is changing rapidly. What could be considered the white man’s uniform - a conservative suit and tie - may no longer be appropriate. Allowing diversity expressed through clothing or hair may be something that is here to stay. I invite you to share your thoughts with me! 

NBA Finals: Lessons in Leadership

No matter who you rooted for in the recent prime-time NBA Finals between the Miami Heat and the Denver Nuggets, there are lessons to be learned about individual leadership styles. 

I live in New York City: the perfect place for people watching. I see tattooed mothers dropping their toddlers at daycare. I see my doctor, who has two full arms of tattoos. And yes: I even see Times Square’s famous ‘naked cowboy’ on a good day!  

As we can see, then, much goes into one’s individual style. Individual style is a factor that is very different from accountable managerial leadership in work systems. 

Professional basketball teams may have similarities to systems of work, though they are not midsize or large corporate entities, or as I like to say, work systems. 

Both teams have leaders: Jimmy Butler for the Heat and Nikola Jokic for the Nuggets. Both lead very differently and get the job done by being true to themselves. Just ask their teammates. 

Leadership research goes back to the sixties. For decades, researchers have highlighted the importance of following their underlying “ethos”. 

Leading is dependent upon the degree of trust you have earned. More recent research by Chris Adkins at Notre Dame’s Mendoza College of Business has shown “ability, benevolence and integrity” are three essential components of building trust. When you are authentic with who you are, the people, aka the players, get that. Employees will appreciate the alignment of values. During times of professional conflict or strife, they may be willing to provide the benefit of the doubt. 

We enter this world as a spirit being with natural behavioral tendencies. Family, education, community and a host of other life experiences hone our behavioral style. Jokic, an immigrant, was born at the tail end of the Yugoslav conflicts and Butler as many know had to overcome many challenges growing up, until being coached while at Marquette helped him hone his skills and an appreciation for what he could be. Both men had to overcome rough beginnings. These experiences help create your behavioral orientation. This informs your leadership style.

I use an assessment tool called DiSC to introduce people to their behavioral style. This assessment, a forced choice instrument, takes less than 20 minutes to complete. It helps you know yourself better, improve relationships at work, and may even improve your personal life. I’ve seen DiSC save marriages, improve relationships with teens, and ensure peaceable communications between management and employees.

If you're intrigued, I have some good news for you. I am offering a discount of DiSC plus a 20 minute consultation to the first 10 people who contact me for a $95.00 prepaid session. If you’d like to know more, please email me at rab@bovaenterprises.com. Add ”DiSC Offer” in the subject line. 

Contact me today. Let's talk.

I Don’t Know Why You Say Goodbye, I Say Hello

Comings and goings are common in organizations. Bringing on new employees has always been viewed as a positive experience. Someone choosing to leave is another story. The remaining employees tend to ask why? One of the most misunderstood elements in organizational life is the employee that leaves. And with my apologies to the Beatles, I’d like to explore this. 

First, after an employee leaves, there is an impact on those left behind. It takes time to hire a new employee to replace the one who has left. Training them, sometimes called the onboarding process, takes time. Managers are busy running their business and often don’t take the time to spend with the new hire. This is a harmful oversight.

In the meantime, most companies require employees to double up or fill in the work the departed person was accountable for. Most don’t get increased compensation–or even recognition–which affects employee morale and output.

By the time the replacement is hired, staff can be either annoyed or welcoming, and often both. It’s in the staff's best interest to engage with the new hire, to share with him or her how their work interfaces with the new employee’s work. Rapport leads to trust, and this is the cornerstone of a well-balanced workforce.

Traditionally management has not always interviewed the exiting employee as to the reason for his or her departure. If conducted correctly, the data mined in these exit interviews are invaluable. 

The person conducting the exit interview must engender a strong sense of trust in the interviewee. It is a waste of a company’s time and resources to pay an employee or outside consultant who the interviewee does not trust. Gleaning the truth surrounding the departure is essential. 

During an exit interview, the data may point to a toxic work environment. Other times the culprit is the management. If you are being named as a problem, you must put your emotions aside and listen. Mining the truth here goes a long way. This is an opportunity to learn and grow. If an outside consultant conducts the interviewing and reports back, the urge to shoot the messenger may bubble up. Although this may be unpleasant, a good consultant will notice it and let it go. This is a key learning opportunity that can be the differentiator between your company’s success and failure. What will you do with this opportunity? I invite you to share your thoughts. 

Gen Z Values: Positive or Negative?

A topic people keep asking me about lately: working with Generation Z employees in the age of Covid-19. As a management consultant, I wonder: how can we harness the vibrant creativity and new workplace expectations of “Gen Z”? 

Gen Z is known for their passion and drive, with a strong desire to make a positive impact on the world. They value purposeful work and seek meaning in what they do. As managers, it's crucial for us to understand where these employees are coming from. Engage in open conversations about their goals, interests, and what they hope to achieve in their careers. By aligning their personal aspirations with the organization's vision, we can create a sense of purpose that motivates them to excel.

Gen Z grew up surrounded by technology, and it's no surprise that they are digital natives. Don’t believe me? Ask your favorite 13-year-old to update your smart phone’s operating system, and marvel at how they can complete this task in about two minutes!

To effectively work with Gen Z, we must embrace technology and provide them with the necessary tools and platforms to excel. Encourage the use of collaboration tools, communication apps, and remote work options. 

Gen Z employees thrive in an environment that values teamwork and collaboration. As a generation that is laser focused on fighting injustice and embracing diversity, they want to know that everyone's voices are heard and respected. As managers, it's our responsibility to create a culture that encourages collaboration. 

Gen Z employees are rule-breakers, but they also relish the opportunity to work with a mentor. Do your employees feel comfortable sharing their ideas and challenging the status quo with you, their manager? Intergenerational knowledge and experience sharing make for a stronger workplace. I encourage those in management to embrace generational differences!

Gen Z highly values work-life balance. They prioritize their mental well-being, reaching for balance, not burn-out. As managers, we can support them by promoting a healthy work-life balance. Encourage them to take breaks, practice self-care, and disconnect from work when needed. Provide flexible working hours and vacation policies that allow them to maintain a healthy lifestyle. By showing that we value their well-being, we foster loyalty and dedication.

As a “human-first” management consultant, I’m disappointed when I see Boomers and Gen Z employees experiencing workplace friction. Working with an intergenerational workforce can and should be an incredibly rewarding experience for managers and employees. 

How could we make this happen? Ideally, managers could be thinking about how to create conditions in which each group can help the other. Gen Z can assist Boomers to appreciate and utilize the digital world. Concurrently, Boomers can provide insight to how things have changed and can provide historical perspectives. This kind of team work can result in the release of creativity and innovation.  

By fostering a sincere understanding of this generation, we can create an inclusive and engaging workplace environment where Gen Z and the business both thrive! Let's harness their unique strengths and perspectives to drive innovation, productivity, and success together. Here's to a bright and prosperous future with Gen Z!

How Do You Think of Metrics?

Earlier today I was recording a podcast with a guest and had my own aha moment. When I reflect on my consulting/coaching practice, I think of infrastructure design and of personal development of employees. I assist individuals, teams, companies, and organizations as a whole to BE their best. I’ve always shied away from metrics.  

In a conversation with my guest Belinda DiGiambatista I had a powerful reframe. It got me wondering how many of you, like me, were stuck in a rigid definition of the term metrics. 

My work focuses largely on the human aspects of management. I’ve always thought of metrics as related to financial information: P&L, expenditures, the purview of accountants and financial analysts, etc. 

As I commented on my practice being one of avoiding numbers, Belinda helped me to rethink how I work. While sharing that I work with strategy, culture, structure and people, she helped me reframe metrics as the purpose or goal the person, group, or company is focusing on.  

I was then reminded of a very old visual I used to make the point of everyone rowing in different directions versus all rowing in the same direction. Strategy, vision, and mission must be aligned for an organization to function well. All employees need to know what those dimensions stand for as it relates to the whole company but also–and perhaps equally as important–how they fit into their specific role and into the complex whole. You have to go slow to go fast. You must stick to your value proposition and what the company stands for. 

All too often I’ll see gizmos on employees’ desks touting the company’s mission or values. In conversation I often hear something 180 degrees different. Workers are not stupid. They want to see, hear and feel congruency between actions and words. 

I was reminded of this leaked video of the CEO of MillerKnoll berating her employees during a Zoom call. 

The meeting starts off well enough: the CEO acknowledges her employees' concerns about their rescinded employee bonuses. Great! She then reminds her employees of what their team’s focus should be. Ok, good!  But then things go wrong, as she mocks and berates her employees for inquiring after their bonuses–on a company wide Zoom call. Eek! 

Judging from how many people shared this video on social media, this CEO did some real damage. This CEO has eroded her own employees’ faith in corporate goals, and she has likely made employees of other companies feel the same about corporate culture.  

Millions of dollars are spent on cards and desktop reminders every year while many managers are acting out their company frustrations. Companies need to build trust-inducing work systems. Can you imagine what corporate America could be like if that was the goal? 

What is your company like? Are you willing to bring up the subject of aligning company values, mission and vision with your management? I invite you to share so we might all learn from your experience.

ChatGPT and Artificial Intelligence: The Road to Productivity or Path to Employee Obsolescence?

“We have built and now are training our obsolescence. We are training Artificial Intelligence (“AI”)  to effectively take away our jobs, infiltrate the way we educate our future generations. If evolution has taught us anything it has taught us that survival is for the fittest.”

― Aysha Taryam

“As more boneheads use ChatGPT to cheat, worth of excellence will skyrocket globally.”

― Abhijit Naskar

ChatGPT is the hottest topic of conversation in the business realm and beyond. According to OpenAI, the tech company that designed the product, ChatGPT is a technology tool that utilizes “artificial intelligence trained to assist with a variety of tasks." When I heard this definition, I thought: “Assist with a variety of tasks. Hmm. It sounds like a human employee, sans human limitations. Could this be a manager’s dream come true? Or will this destroy entire sectors of the job market?” 

I wondered if ChapGPT represents the axis of human and robot, or if it's simply replacing the human plane altogether. This technical service, powered by artificial intelligence (“AI”) indeed seems more human than artificial. ChatGPT was carefully designed to mimic a human-like manner of speech. 

What can you ask ChatGPT to do? Nearly anything! With a few prompts from the user, it can write a cover letter. It can create a retirement announcement. It can design a logo for your business. It can compose a song. It does this by scraping the internet for similar results, aggregating the results, and mimicking an output similar to what a human would produce. It does this at an incredible speed, once given instruction from a human, such as: “Write country song lyrics about a well respected TD Bank manager named Linda from Kankakee, Illinois.” (Did you just stop to do this, reader? Did your jaw drop?) 

Many predict it may heavily transform the future of work. It’s easy to see the advantages from a managerial perspective: ChatGPT can save employees time, which saves companies money. Employees may ask: but at what cost to me? Even tech experts have strong feelings about it. The former CEO of Google, Eric Schmidt, has warned that ChatGPT might present a threat to American democracy.

During WWII The Manhattan Project was the first time humans figured out a way to kill off their own species. What will advanced AI do? Psychologists are concerned about the negative effects that technology has on children, teenagers, and adults. A manager may wish for a flawless employee, but at what cost? People bring the sturm and drang of the human experience to their workplace. Might AI obliterate this?

Faced with my own doom-and-gloom attitude, I scolded myself: “Well, what’s the big fuss? Times change! The workplace will adapt. If I need butter for my kitchen, I don’t milk my cow and then reach for my butter churn. I buy it from a grocery store.” This has probably saved me several years of work over my lifetime. 

As a management consultant, I’m excited about this leap forward in efficiency. As a people-focused coach, and as a human, I’m hesitant. Could there be a happy medium? I welcome your thoughts.

Nature’s Wisdom

I’m veering off from my usual commentary about managerial accountability this week. We are in the midst of the holiest season of the year. Ramadan began last month and continues till April 20th. This date is also the day of a Solar Eclipse (not visible in North America but nonetheless powerful) and the New Moon, which is a time of reflection and dreaming. 

Passover began on April 5th and ends the evening of the 13th. We’ve just celebrated Easter in the Catholic Church this past Sunday and Orthodox sects will celebrate it on April 16th. For others who may be celebrating their holiest times of the year, I send blessings to you. 

I want to share with you a confluence of synchronicities I have recently experienced which has heightened my awareness.I recently came across a PBS special on Pope Francis’ Laudato Si, his 2016 Pastoral Letter to the world. In this letter, he implored human beings to address climate change and to develop a relationship with nature. 

The filmmakers asserted that, over the past ten years, the Pope has done more for climate change than any other human being.

The program brought together a Chief from the Amazon Rainforest, a young woman from India, a young man from Zaire, and some of their contemporaries. This small group had received a personal invitation to travel to Assisi with the Pope.

The Pope shared the Bible story about building the Tower of Babel, which reached for the sky. If a worker carrying a block dropped the block, he or she was severely punished. If they fell to their death or were maimed, they were swept up and discarded. Rather harsh treatment, I think!

In his letter, the Pope referenced Nature screaming, crying out to humanity to help her. He shared that presently, many humans do not have good relationships with Nature. These are times of violent exchanges and spiritual confusion. Once aware of what is happening, we can’t look away. 

All creatures, brother sun, sister moon, and all of the stars must be viewed as a choir, each having their own parts to sing and create magnificent harmony. An orchestra works precisely because of its diversity. The poor and indigenous cultures suffer the most from what the Pope labels economic arrogance and power over others. 

The April 3, 2023 edition of the New York Times has a front page story of Tulare Lake in California’s Central Valley, the largest body of water west of the Mississippi. This lake was drained in the mid century to create agricultural land. The recent drought and now excessive rain has filled the lake bed and the Lake has resurfaced. In less than three weeks this parched land has been transformed. Melting snow from the mountains will add to its width and depth. Birds that once flocked there are returning. A disaster for agriculture, a reclamation for nature. What is Mother Nature telling us? 

I’ve also been reading Braiding Sweetgrass by Robin Wall Kimmerer, her book of essays written from the perspective of a Botanist as well as a member of the Citizen Potawatomi Nation. Kimmerer describes the book as “an invitation to celebrate the gifts of the earth.” Discussing the unconscious polluting of Onondaga Lake outside of Syracuse, she discusses how nature always comes back, perhaps not how it once was but as a reclaimed land. 

I was deeply touched when she wrote about the need to have a relationship with the land. I yearn to experience this heartfelt connection, to appreciate and accept the awe and beauty of that which humans did not create. The Spirit that created humans created all creatures, the earth and all living things. I wonder how we have gone so far astray. 

It’s the first time in 30 years that Ramadan, Passover and Easter coincide and yet fighting is raging in the middle east, as well as in Ukraine. Why???? I am asking you to reflect during these most Sacred of times. What is truly important to you? How much money do you need? Are you fulfilled? What does relationship with Nature mean to you? Do your children need to receive a cadre of gifts every holiday? What does love mean to you? 

What legacy are you planning to leave to your children, grandchildren and as the Hopi say going forward Seven Generations?

I welcome hearing from you. 

Are You Hearing or Listening?

Listening to my favorite Sunday morning show, CBS Sunday Morning, I heard an analysis by author Dan Lyons on the need for more listening. He suggested that we need to stop speaking so much and start listening. He spoke of the fact that some people feel the need to keep speaking, which has to do with how their brains are wired. I enjoyed his analysis on the importance of listening and actually hearing what others are saying. In other words, we must avoid formulating a response while the other is still making his or her point. This got me thinking…

Many years ago I used to teach communication skills to managers and their employees. I’d noticed people in managerial positions would often share their ideas while setting the context for a meeting with their staff. They’d then ask those present what they were thinking about the subject. Only a very courageous individual or one who had a trusted relationship with the manager would dare to speak up. Perhaps some shared their true thoughts privately with their manager after the meeting. 

A new insight has emerged as to why people are compelled to share. Apparently new findings say their brains are wired this way. A challenge then comes to mind: how to embrace not speaking. What is it that makes people uncomfortable about silence? Time? 

I’ve been working with a physical therapist recently. One activity he has me doing is climbing steps. If made to climb steps for a full 60 seconds, you’d be surprised how long a minute is. In our face-paced culture, a minute or even thirty seconds seems unbearable. 

A brief moment of silence used to be referred to as the “pregnant pause”. So how do we shift our feelings and behaviors about silence and really start listening? 

First of all, become aware. Awareness is the necessary first step to changing beliefs and behavior. 

Secondly, notice whether or not you are formulating a response in your head while another is speaking. You can take a deep breath and stop this. You can even ask the speaker to restate what they just said, by saying “I think I missed something you said.” 

Many of today's work systems suffer from disengagement. This is a problem for the company as well as for the society as a whole. Work systems must be grounded in trust in order to stay competitive and innovative. Having two-way dialogue amongst managers and their subordinates or even amongst colleagues builds a trust inducing environment.  

Managers, employees: are you listening? And what will you hear if you do?  

Who Gives a Hoot?

New Yorkers were fascinated last month with a story about Flaco, the rare Eurasian owl raised at the Central Park Zoo. Flaco’s enclosure was vandalized and the owl flew out of the only enclosure it has ever known.  

This story was in every New York City newspaper. Bird watchers flocked to the park to see the majestic creature with a wingspan of six feet. Flaco’s fans soon became concerned the owl was not eating. They knew the bird had been on a daily feeding schedule during its lifetime. Now that Flaco is no longer being monitored, his natural instincts have turned on.

Many years ago I spent a month on the Big Island in Hawaii. My trip coincided with a significant birthday. A group of us, which included native Hawaiians, went out to celebrate my birthday. The roads were very dark and somewhat scary. On the return trip, ours the only car on the pitch dark road, we saw a white owl in our headlights. Immediately the Hawaiians mentioned how auspicious a birthday gift this was for me. Although I'm not a bird watcher, I knew how special this was, and I'll never forget that special birthday gift.

I recently read this article about how the medical community has begun to take more seriously looking at the natural world for answers to health and wellness. Ever keen to think outside the box when it comes to the business world, I wondered: what can managers learn from observing the natural world? The diversity, harmony and that which is not yet seen to the naked eye is a powerful scaffolding that strengthens the natural world. I wonder: do owls give a hoot about management systems? (Dear reader, I plead with you: grant me this one owl pun?) I’d love to hear your thoughts on this.

Avoiding The ‘Wolfpack’ Mentality

Perusing the Saturday edition of the New York Times, I noticed an article entitled A Question Of Supervision In The Nichols Case. Those who read my blog from Feb. 26 know that I juxtaposed Mr. Nichol’s experience with my very different experience of getting pulled over by the police. I then questioned the lack of supervisory accountability. 

This article addressed the need for policing organizations to address the systemic problems that are rampant in policing culture. What allowed this group of men to act “with a wolf pack mentality”? 

Police serve the public and have the sacred duty of protecting citizens. They stop or eliminate crimes from happening. The “supervisor” in this case did not ride with the squad. Apparently, a lieutenant arrived approximately 6 minutes after the horrific beating. Has the public heard anything from immediate supervisors or managers?

Words have power. Language and titles in work systems are important. Supervision is about overseeing. Dictionary definitions say nothing about what supervisors must account for or what authorities might be associated (travel with) the title. 

Workers carrying supervisory titles assist those with managerial accountability in their managing duties. They are usually more “seasoned” than an officer or general worker. But it is critical to understand that supervisors are not managers. Managers-in this case policing-must account for the outputs of the people under their command.

How did we get to this place in policing and many other work systems? Years ago academics at some of the most prestigious colleges and university MBA programs began touting the importance of Leadership. The country was fed up with military management models used in the unsuccessful Vietnam War. Many professors used this dissatisfaction to introduce a new concept: leadership. This created significant notoriety for the professors, as many of them had little or no corporate experience.

Just think about this. Higher education is a collegial work system, not a managerial work organization. Professors don’t manage one another. Department chairs are not held accountable for the work of professors in their departments. Leadership, albeit a required characteristic of some managerial roles, is about getting people to follow. Where or what are they following? To what end? 

Management, on the other hand, is an actual role in a work system. Managers are held accountable for assigning tasks to others to produce a product or service. Managers are then held accountable for the outputs of their employees. The employee is accountable for bringing his or her best to the assigned tasks.

The last 30 years have resulted in the demise of managerial accountability. Workers are increasingly encouraged to be leaders. Management training programs have effectively disappeared in companies. Universities have created a new revenue stream: teaching about corporate finances and leadership. Unfortunately, these programs do not teach about the human side of work systems. The importance of caring for and valuing workers or how the lack of accountable structures can negatively impact employee performance.

It's time to get back to basics and refocus attention on management: not the management of the past which some sum up as “do what I say, not what I do”. The accountable managerial leadership I refer to is built on trust, fairness, integrity, accountability, and fair compensation. Structure plus accountability create massive results.

Let me share how your organization can establish solid footing. Contact me today to schedule an audit. 

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Tyre Nichols

If I’m ever pulled over for a minor infraction by local police I’m overcome by fear. I get anxious, break into a sweat, and fumble to get my driver’s license.

I am a white female, over 60. If this is how I react, I can only imagine how people with black or brown skin or who are Asian or speak with heavy accents react. Recently I heard a discussion on the news that got me thinking. 

By now most of us have seen the horrific videos of the fatal beating Tyre Nichols received at the hands of five officers. The CBS This Morning co-hosts discussed this recently with Keith Taylor, a former NYPD Assistant Commissioner who is now a professor at John Jay College of Criminal Justice. Joining the conversation was Alexis Hoag-Fordjour, co-director of Brooklyn Law School’s Center of Criminal Justice. Ms. Hoag-Fordjour said policing is based upon  “control, subordination, and violence” which have been tried and true methods. 

I’d add intimidation: consider the power those flashing lights have to make you anxious. Professor Taylor focused on the need for “accountability measures” in law enforcement. You all know how dear to my heart accountability is, especially in managerial work systems. So let me do some weaving here.

The officers who stopped Tyre Nichols need to be held accountable. However, I’d propose that the policing work system itself is also in need of accountability. Although we did hear from the Chief, who acted promptly, we've heard nothing from the offending officers’ supervisor. Plenty of others were present watching, in close proximity, and did not intervene. Why? Perhaps we’ll never know. Did they fear being called a “RAT”? Not a member of the team? 

A work system that fosters non accountability also fosters the behaviors we saw displayed in dash and bodycam videos. No person should be beaten like that. Accountable managerial work systems inform everyone who can do what to whom, especially when it comes to co-workers (aka a policing squad) or even those from other agencies. 

Granted, this was policing where officers were carrying weapons. The escalation that occurred from a routine traffic stop should never have happened.I fear officers working within a system that lacks accountable leadership at every level will find another outlet for their aggression.

We need accountable managerial work systems. A proper system holds managers accountable for the outputs of their employees and allows for each employee to be at his or her peak performance. 

Perhaps Tyre Nichols was placed on this earth to heighten all of our awareness. 

Rest In Peace, Tyre.

Converging Trends Can Cause Chaos

Pepsi, among other companies, laid off workers before Christmas. Although the inflation rate is slowing, companies like Amazon, Salesforce, and Goldman Sachs are also scheduled to lay off thousands of workers. 

At a Brooklyn Chamber Of Commerce meeting last month, quiet quitting was mentioned. One of the attendees mentioned ghosting which was a new word for me. Ghosting occurs when new hires complete the interview process, accept an offer of employment, sign all the documentation, and never show up to work on the start date. I asked myself: what would compel a new hire to “ghost” an employer? Not knowing how to say ‘I’ve changed my mind?’ Lacking re-negotiation skills? Perhaps not understanding how to navigate face-to-face conflict in the increasingly digital workplace?

Employers are at wits’ end with new work norms, yet employees increasingly demand changes to workplace culture. The onus to comply is on the employer, and making sweeping changes can cost a great deal of time and money. It can also have an invisible impact on corporate culture. A December downturn in the stock market, especially in tech-based stocks, has left companies wondering what’s next.  

Individual workers are coping with increased prices of food and gasoline, as well as decreased 401K  values. They are scared of losing their jobs. On the human interaction plane, managers need to get a handle on what is going on. 

Salesforce will be laying off 10% of its workforce. This makes me think: DANGER AHEAD! Asking all departments to cut a percentage of their workers inadvertently leads to the removal of important roles. A Requisite Analysis will identify crucial roles, protecting the company from glaring holes in its infrastructure. 

As I elevate my interpretation of this situation to a 30,000-foot view I recognize this as part of a trend that has been developing for decades. During WWII, women replaced many of their male coworkers who had left to fight in the war. Thanks to these women picking up the slack, companies ran smoothly during the war. 

Once the war was over, thousands of veterans returned to the workforce. Ready to give their all, and perhaps worried about job security, the veterans re-entered the workplace with a renewed dedication to workplace success. This change, coupled with the ever-existing tension between workers and management, resulted in longer work hours and devalued the importance of vacation time. Vacations allow for creativity and innovation to emerge. And yet, I ask you: How many people do you know-perhaps yourself- who’ve never taken a two or three-week vacation? 

Paradigm shifts in the workplace are not new, but they can take employers by surprise. How have you attempted to achieve workplace equilibrium? I look forward to hearing from you.

Buckle Up!

The world of employment is changing. Institutions are crumbling. We are amidst a cosmic shift in how we organize and do our jobs. Workers want a decent wage but also the time to be with family and friends. They don’t want what my mentor referred to as the “iron fist in the velvet glove”. They want to be treated as adults, be shown opportunities to grow and develop, and be paid a fair wage. They want the freedom to choose. 

Millennials started a new trend by jumping from company to company and role to role. I see two reasons for this. First, many Millenials and Gen Zers saw their families suffer during the recession. They have begun to say, “I want more than working for the man to the detriment of my life and dreams”. Once this generation was primed by the recession, a second major factor affected the job market: the Covid 19 Pandemic. During this period of lockdown, people reflected. People found their passion. Creativity and innovation soared.

Taking this one step further to a planetary view Earth has been under the influence of a phenomenon: Pluto has been in the sign of Capricorn for the last 15 years. On or about March 23rd, Pluto will enter the sign of Aquarius which–unlike Capricorn’s rules and regulations–is about freedom, opportunity, and kindness.

On the local level, management must hire and onboard new employees, perhaps also contending with a new employee ghosting after being hired. Management may consider inviting others on the team to be part of the hiring and onboarding process. In doing so, they’ll demonstrate that the organization is welcoming, caring, and has a relational base. What a first impression for new hires! Instead of command and control, workers want clarity of assignments and direction. Recognize that people want to be valued and appreciated. Kindness goes a long way. 

Please put this into perspective for yourself. Think about the last 15 years of your employed life. Have you been on a treadmill whose elevation gets steeper while its pace increases? What workplace lessons have you gleaned from the Pandemic? How might you change your own attitude and behaviors to be more welcoming to new people and engaged with your workers? The workplace is changing. Are you buckled up and ready for the ride? 

The Power of Four

Most who know me know I am a lifelong learner. The emphasis on leadership over management these last few decades has been frustrating not only for me but for millions around the world.  So many managers want to do a good job but know nothing about what it means to be an effective manager. Couple that with “the great pause” (as I refer to the Covid-19 Pandemic), which has provided me with time to deeply reflect on the world of work and in particular my life’s work.  

Facebook’s Mark Zuckerberg recently fired half of its workforce. Elon Musk bought Twitter and let many of its key employees and employee benefits go.These are just two seemingly reckless corporate decisions that have been made recently.  

I am dubious of this attention to short-term corporate profits. The resulting imbalance has skewed our view of what is important in life and in corporate culture. Institutions are in shambles. 

Our youth, including many members of Generation Z, are seeking innovative career paths.I recently learned that the most desired job amongst Generation Z is to be an “influencer”. “And then what?” I ask myself. We’ve lost our way.

I’ve synthesized my work into a system called The Power Of Four. This system identifies four dimensions workers can utilize to rethink their unique approach to the world of work, their company, and even their career.  Seemingly simple, it has a potency that can ignite energy at the individual, team and corporate levels.  My short chapter in the recently released Mission Matters Tips For Success V8  begins to scratch the surface of this important body of work. Call me if you want to hear more! 

Distinctions

The world of corporate oversight, profitability, and managerial leadership has been muddied for decades. Using corporate earnings as a measure, we see profits skyrocketing. At the same time, employee disengagement is proliferating. The current buzzword, mentioned recently in a blog, is Quiet Quitting, whereby workers do only as much as required to keep earning their salary.  

A few years ago Disney CEO Bob Iger retired. Mr. Iger was replaced by his handpicked successor, Bob Chapek. With earnings trending down almost 40% under Chapek, recent headlines were abuzz: Chapek was fired and replaced by Iger. 

Recently, in another realm, we heard House Majority Leader Nancy Pelosi tell House colleagues she would not run for a leadership position in the next Congress. I will avoid a partisan statement, encouraging us instead to examine some of Speaker Pelosi and Mr. Iger’s comments. They illustrate essential distinctions between management and leadership. 

First, Congress is a body of Representatives, not a corporate entity. It is, by its very nature, a Congress of elected officials each representing specific districts. Congress’ role is to come together to uphold our Constitution and work together for the betterment of the whole country as well as smaller constituencies.  

Second, ours is a two-party system in which each caucus elects one of its peers to lead the caucus. Their role is to lead and guide. They do this by engaging, persuading, influencing, and bargaining with members of their caucus. 

Speaker Pelosi was eloquent and inspiring in her remarks, providing a primer on the role of elected officials in the House. Although Congress has important work to do, this government body is not a business or corporation. There are no profits or earnings to be made while in service of the people.  

This differs dramatically from corporations, particularly large work systems, whose purpose is to provide products and services to the populus, allowing for the population and shareholders to thrive. Just think about it. Businesses are the bedrock upon which our communities are built. This is a key distinction. Management bodies, executives, business unit heads, managers, and directors are authorized to provide direction, oversight, counsel, and resources to their employees. The goal: to develop quality products and services.  

In corporate settings, this system is known as Accountable Managerial Leadership.  A company’s effectiveness is measured by the outputs of its employees. A boss’ effectiveness is, in turn, judged based on the outputs of their workers and their own personal effectiveness. 

The effectiveness of Congressional leaders and employed people with the title of leader is based upon their competency, trustworthiness, and persuasion skills. These leadership roles garner power over others.  

Leaders are not managers-they don’t have to account for the delivery of products and services to the public or worry about profitability. However, there is a component of leadership in all managerial roles. 

Words matter. Distinctions are important. Words set the tone and carry energy. What kind of tone or energy are you setting in your organization?

I’d love to know your thoughts on this. Write or call me.

My Mentors

Thanksgiving is a time that many of us reflect on our relationships with friends, family, and community.  I’m fortunate: my career–past and present–produces gratitude as well. During the Thanksgiving season, I like to thank my clients for trusting me to guide them to where they want to BE. It is indeed a privilege to work with people who recognize they need assistance to realize their greatness.  This week, however, I’d like to give thanks to two people who have impacted my career: my treasured mentors, Dr. Elliott Jaques and Kathryn Cason of the Requisite Organization International Institute. 

These two people were passionate about the world of work. They contributed to the body of knowledge about organizational design and structure. They understood the development of human potential capability throughout one’s lifetime.  A behaviorist until meeting them in the mid 80’s, I too was keenly interested in the concept of human potential. 

My consulting business was turned upside down when I met Dr Jaques and Ms Cason. Elliott’s findings, from years of social analysis of work systems around the world, made total sense to me. Kathryn co-authored Human Capability which emphasized the development of potential capability over one’s lifetime.  The book took a powerful stance, debunking the then-popular belief that people plateaued in their growth of human capability. 

At the time I was emphasizing employee behavior as a key factor of organization effectiveness.  After being introduced to Elliot and Kathryn’s research, I was stopped dead in my tracks.  I delved deeply into Requisite Organization (RO) and never looked back. I knew in my bones that what they uncovered in their research was essential to an organization’s success as measured by profitability and employee engagement. 

Both Elliot and Kathryn were brilliant, both as a team and as individuals. After Elliot died in 2003, Kathryn, along with the couple’s daughter Rebecca Cason, took up the mantle of the work. From that time forward Kathryn was always available to discuss client work in great detail. We’d spend hours on the phone or in one of our offices. I’m thankful that after Elliot’s passing, Kathryn’s mentorship continued to play a critical role in the arc of my career.  

I recently learned that Kathryn Cason transitioned in early 2022 without much fanfare.   It is with deep sadness that I acknowledge her passing. During this season of gratitude, I am deeply indebted to Kathryn and Elliot for their mentorship. 

What about you? Are you grateful for your mentor?  Are you thankful for your star employee? Does your intern make your day at the office even better?  I’d love to hear from you, so let’s chat today.

Although the photo on top of this blog is not as clear as I’d like, I hope you’ll indulge my including it, as I wanted to share a picture of Kathryn Cason with you all.