Map Your Team’s Bonding: Effective Solutions That Inspire Teamwork
Organizations that invest in structured, effective teamwork in a competitive landscape gain a distinct advantage, and Bova Enterprises provides best solutions to support these goals. Strong, cohesive teams foster innovation, elevate productivity, and drive sustainable growth.
Effective teamwork extends beyond simple collaboration; it requires alignment of roles, a clear framework for accountability, and an environment where employees are engaged and feel their contributions are integral to the organization's mission. When teams function cohesively, organizations benefit from enhanced communication, reduced conflict, and a culture of professionalism that supports long-term success.
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Solutions to Communicate More Clearly
The cornerstone of any successful team is effective communication. In our workshops and training programs, we provide customized executive team development for increasing the levels of communication among all its members, with deep understanding of their roles yet considering the big picture and objectives of the organization. This is specially designed to enable members with active listening, expressive assertion, and constructive feedback skills that are necessary for a collaborative and aligned executive team.
Team sessions give the leader permission to connect on a deeper level and create transparency toward a direction or vision for the organization. We address unique dynamics for each team to instill communication habits that unify, clarify, and strategically focus them.
Role Definition and Alignment Programs
Well-defined roles enable every team to work effectively and avoid duplication of effort, ensuring everyone's contribution is well understood. Bova Enterprises offers structured role alignment services to assist any organization in finding out its employee strengths to leverage and help each member understand their purpose as part of the greater whole of the organization.
With clear expectations around the roles within a team, their operation is smoother, the conflicts within the team are at a minimum, and employees operate to bring maximum value in the areas they are working.
Trust-building activities can help build a better team
The hallmark of any resilient, high-functioning team is trust amongst its members. Bova Enterprises provides trust-building group exercises and workshops that will deeply incorporate insight into others and promote a culture of mutual respect.
Due to this, strong bonding can be developed within teams, reportedly making employees feel supported and able to count on each other in times of adversity. By fostering a sense of unity, Bova's trust-building programs guarantee a working environment where cooperation flourishes and teams stay committed to relevant goals.
Conflict Resolution and Professional Communication Training
Professional conflict resolution skills are the keys to harmony in a team, keeping productivity on task or ahead of schedule. We provide ambitious training to manage disagreements constructively, nurturing a respectful and solution-oriented team environment. These programs help employees professionally deal so that differences do not hinder progress and the team is always focused on common objectives.
Approaches to conflict resolution, as proposed by Bova Enterprise, develop a workplace culture where diversity of opinion is welcomed, and collaboration is effectively enhanced by respect between different opinions.
Adaptability and Continuous Improvement Initiatives
Adaptability and continuous learning are key in the business world's rapid change. Training at Bova Enterprises provides flexibility and conformity to industry changes. By cultivating a culture of constant improvement, Bova's adaptability initiative develops teams that are alert to changing demands, stay competitive, and innovate. Teams with such skills remain relevant to the organizational goals of adapting effectively to new practices and technologies.
Final Comments
No other company offers the depth and breadth of services to improve teamwork, accountability, and agility for organizations of every shape and size. Helping to shore up the pillars on which successful teams thrive-clear communications, roles and expectations, trust, and resolution of conflicts enables teams to deliver their best and drive success at the organizational level.
Footnote
Contact us today to explore Leadership team-building training programs that boost accountability, enhance collaboration, and drive productivity across all aspects of your organization.
Remove the Mask
After a recent podcast, my guest said, “I had so much fun today.You are so easy to talk and so willing to share yourself.” My response was simple: “I’m just being me.” One of the things I love about podcasting is that my guests give me much to consider. What value does our authenticity add to our clients?
Presently, we suffer from an epidemic of “masking”. Why? Are we protecting ourselves from people? It’s as if we are attending the Venice Biennale dressed to the nines in business attire while wearing elaborate masks to disguise who we really are. What is wrong with being who we are?
Many people today have concerns about being their real selves. Are they too smart? Know-it-alls? Perhaps too judgemental? Afraid to be who they truly are? It takes a great deal of energy to suppress our true selves. Did you know: we are all made of energy molecules? By restricting our energy, we internalize it, sending it inside our bodies. This causes inflammation and when done repeatedly, can cause illness. A high price to pay.
People appreciate honest, direct language. We must remember, though: most communication is nonverbal. If your verbal communication is not aligned with your body language, you are sending mixed messages. How might you combat that? Offer constructive language, delivered in a respectful manner, and aligned with what you are truly feeling. As an outside resource you are not only modeling new behavior but demonstrating the courage to BE.
Corporate America suffers from disengagement. Pope Francis recently said in an interview with Norah O’Donnell, “There is a global pandemic of worker disillusionment”.
A recent Gallup Poll found that worker engagement is as low now as it was in 2015. This is a problem for American businesses wherever they are doing business in the world. The tide needs to be turned.This is an epidemic.
Authenticity needs to start at the top of organizations. The “do what I say not what I do” is no longer working. I believe it never worked. When workers feel empowered to be authentic, they are more likely to be creative and innovative.
Authorized project teams with clearly articulated roles and accountabilities provide an efficient way for teams to get their work done. As a team member, they are perceived as being more trustworthy. This builds overarching trust while adding to the worker’s personal satisfaction, overall workplace morale, and the business’ bottom line.
It is essential for today’s workforce to speak up. Ask for clarity if you don’t understand what is expected of you. Offer another suggestion if you think your boss is on the wrong track. Ask your manager who you might speak to to provide a different point of view. These are just a few suggestions. I assume you may have many more. I think that’s worth it… don’t you? I look forward to hearing your thoughts.
Challenging the Imposter Syndrome
I received a call from a woman who had attended a strategic planning session I facilitated a few years ago. At the time, she said, “If ever I need an executive coach, it’ll be YOU! I was happy to reconnect with her when I got her call. She said: “I need your help!”
Her new role paid her significantly more than she’d previously earned. Managing a small staff, the former head had been employed at the organization for over 25 years. She moved out of state, thinking her position was secure. It wasn’t. This resulted in a new job opportunity for my client.
My client was plagued by two issues. The first was her “imposter syndrome” and the second was the predecessor’s poisoning her staff’s morale. Both of these issues seem to be more common among women. My experience immediately told me my client was suffering from imposter syndrome. Imposter syndrome is a cluster of feelings that erode a competent person’s self-esteem, competency, and self-worth. Although it can affect men, it mostly affects the female employee. She is continuously questioning herself. Impostor syndrome tells us: you are not good enough for this job and you’re not worth your salary. OUCH! These thoughts are infectious and erode workplace confidence. It’s like cancer eating away at the body and mind. I saw that my client’s imposter syndrome placed her fresh energy, skills, and competencies in doubt. My work was cut out for me: she needed to be built back up again, and quickly!
The second issue: the spread of toxic energy amongst the staff. In a bind, the staff wanted to be loyal to their former boss. I knew this situation required a nuanced and sensitive approach.
My client had to address two things, so we got right to work! We devised a plan together. The first: to demonstrate her competency in technology and finances; and second, to let staff know she was an accountable managerial leader. She engaged each employee, demonstrating her flexibility and good listening skills. She made sure not to accept their guff and bad habits. A new hire for a redesigned role brought a different skill set. When our work was completed, her imposter syndrome was no more and she’d overcome the staff toxicity. She’s on the road to proving the Board made the perfect choice. Hooray!
Have you ever suffered from imposter syndrome? How did it affect you? How were you able to overcome it? I look forward to continuing this conversation with you.
Inspired Wondering
On a recent morning having completed my daily quiet time, I sat gazing at one of the beautiful trees, both in their fullness. I picked up my iPad and read a newsletter from McKinsey’s Leading Off: A Leader's Guide To Understanding Quantum Technologies-Prepare To Reboot. (Dear reader, if you’d like to hear more about my morning routine, contact me–I’ll share the details!)
McKinsey’s excellent newsletter speaks about the importance of combining different technologies to create quantum computing that we are anticipating will take over the world. A lightbulb went off in my head–a good way to start my morning! I wondered: could this new technology elevate Humanity? Will we finally recognize we all have something to contribute to the world, and to the planet? Could this allow us to transcend the unkind barriers we've erected?
Could we finally disregard the color of our skin, (after all we all bleed red when our skin is cut), the culture we’ve grown up in, the language we speak, the education we have been afforded? Combining-coming together to make something new-at its stark reality reminds us of procreation, the creation of a son or daughter. We combine things to make new things.
Norah O’Donald recently interviewed Pope Francis. Optimistic, he spoke about the heartbeat of humanity. He spoke with a sense of inspiration and wonder.
And so I ask you, my readers, as the world embarks on this quantum journey, to consider your sphere of influence. How might you encourage your family, friends, or your employees to overcome their fears to enter a space of inspired wonder each day?
What if you focus as much on people as you do on technology, profit, and shareholder value? What might shift for you? If we take a lesson from quantum computing, what could you as an integral part of humanity create?
Saving our world, being kind and welcoming to those wanting to join us, being contemplative each day, appreciating that joy and intelligence are also aspects of wealth and abundance? What might we create together? Dare I say love!
I ask you, lovely reader: what would you like to create?
Water for Elephants
I recently interviewed two Tony nominees, Shana Carroll and Jesse Robb. These two dynamic creators choreographed the hit Broadway show Water For Elephants.
The topic? Teamwork and TRUST! During this show, we are entertained by dazzling feats most of us saw as children visiting the Circus. As adults, some of us have enjoyed the brilliant Cirque de Soleil shows. Whether we’re children clutching a sticky cloud of cotton candy or adults enjoying a dry merlot during intermission…people are flying across the stage! We oooh. We ahhh.
We talk about trust on teams in business, but I chuckled as I mentally compared this to a team of Circus performers: Assuring Lisa that you’ll email her that Powerpoint by 5:00 pm? Great. Catching someone flying in the air; or being the foundational footing for a tower of people? WHOA. In truth I’d never thought of these distinctions before.
My podcast, Seeking Synergy with Rosemary Bova explores the synergies that show up when people have open minds and dialogue about interesting topics. Making this podcast (available wherever you listen to your podcasts) truly opened my mind. It brought me back to my studies at the Gestalt Institute of Cleveland. During my studies, I learned the importance of listening to my own body. I also learned that using the fine art of metaphor can be helpful to clients. The metaphor captures what’s going on. Your body never lies to you–a message that was underlined during my conversation with my new choreography friends!
My guests’ use of metaphors helped me see and retain what they were saying. They used the phrase “trickle down” when describing how they wanted the Company (aka employed people) to understand their desires. Trickle down is not a rain storm but rather something that lands gently on people. It allows employees to learn and grow at their own pace. This requires appreciation for the different ways we all learn.
“Rippling out” implies spreading out horizontally, allowing each person to share their understanding of what is needed in the choreography. This builds trust in those partnering with another but also radiates out to the dancers. Trust intensifies.
Both Shana and Jesse talk about their collaboration being an “arranged marriage”. Shana worked on the show since 2019. Jesse was brought in later. They had to make it work. Together they knew their collaborative stance would send messages to the dancers and acrobats. They were focused on the prize … a Tony nomination for Best Musical of 2024. We’ll learn the results in June. (They’ve got my vote!)
Rule of Law vs. Free Speech
Many of us are watching with disbelief as college campuses throughout the country erupt with students protesting what is going on in the Middle East.
I want to support Israel, our ally, yet at the same time, I am appalled by Netanyahu’s slaughter of innocent Palestinian women and children: over thirty thousand victims! The world watched in horror on Oct 7th as Hamas conducted a stealth attack on Israel. Wasn’t Israel’s defense system impenetrable?
This transports me to the spring and summer of 1970, the period I fondly refer to as the radicalization of Rosemary Bova. I was in graduate school when students were killed at Kent and Jackson, both State colleges. We closed Columbia’s School of Social Work and met as a small group throughout the summer. We spoke out, wrote pamphlets, and distributed them, eager to affect change.
The school responded favorably to some of our demands and classes began the following fall on the main campus. I was elected to speak to the student body. I was speaking up and being heard!
Fifty years have passed since that era. I’m glad students are raising their voices to call out the inhumane treatment of Palestinians. Gaza is now in rubble. Hamas’ attack killed 1200 and took over 200 hostages. What point is Israel trying to make? I recognize war is never the answer!!!
But let’s get back to our country. Many of the protestors did not attend the colleges at which they were taking part in protesting. I wonder, who are they? Agitators? Professionals? Do or did they have something else in mind? Were they radicalizers? Were they being paid?
Yes, 50 years ago was a different time. A simpler time. We didn’t have rampant disinformation disseminated on social media sites.
People choose to live in America because they can speak their truth. We have freedom of speech guaranteed by the first amendment. We also have the rule of law although some would like to dismantle it. My go to phrase for years? Both-And. We don’t knowingly promote inaccurate information on the internet. We follow the law. If we want to protest, we get a permit.
I wonder where these “agitators” are coming from. Are they attempting to radicalize our college age youth? I once heard of a college that created opportunities for dialogue amongst cohorts of students of different faiths and ethnicity along with their professors. Sounds great, right? Unfortunately, I saw this on the news once… and never again.
Our country has become polarized on a number of issues. We are at the point where no one can disagree with another or have a dialogue with each other. We are human and we need to explore different points of view.
And yes: we are a country with the rule of law. Over the past decades everyone knows that that concept-the rule of law- has been applied disproportionately to thousands of people, landing them in prison.That needs to be corrected; and we need to continue to follow the rule of law while correcting errors of the past.
So where does that leave us? I celebrate students protesting, making their voices heard and raising consciousness. I also celebrate our right to protest within the rule of law. Where do you stand?
Intergenerational Relationships: The Key to a Better Workplace?
A recent New York Times article highlights a friendship between two men, a 19 year old college student and a 76 year old retiree. The younger didn’t expect to gain much from ScrippsAVID, the Miami University of Ohio program which paired the two together for regular video chats. Launched in 2022, ScrippsAVID is designed to build social ties across generational gaps. “As age segregation in our society has increased, the impetus to try to overcome it has definitely grown,” says Charles Pillemer, a Cornell gerontologist. Pillemer describes how that divide has “produced a decrease in opportunities for natural intergenerational communication.”
As a Baby Boomer, I recall multigenerational family dinners on Sunday afternoons. My parents weren’t alone in raising me: my grandparents, aunts, and uncles all played important roles in my childhood. Reflecting on that experience today, I realize how much it taught me about respecting and learning from my elders.
Employees today face a workplace plagued by ageism. Too often distracted by our differences, workers young and old don’t see our many shared values. There is an opportunity for vibrancy in the workplace that has yet to be harnessed.
There is a richness that emerges from encouraging conversation amongst those of different generations. Creativity is unleashed. Opportunities for innovation abound. Older generations still working bring a wise perspective that can transform a disengaged workforce. And youth who are so much more facile with technology can help those of us challenged by it to build greater digital skill and confidence. Wouldn’t that lead to greater profitability? More importantly, wouldn’t stronger intergenerational ties make for a healthier workplace?
Currently we experience an epidemic of loneliness across generations. What if people talked with one another about being lonely and their need for some degree of attention? What if those of us of a certain age began talking about the value of a job beyond its salary? What if we could help build a workplace that provides satisfaction, acknowledgment and appreciation?
What if kindness and gratitude prevailed?
I’d love to know your thoughts on intergenerational communication. Have you experienced it? If so, how and when? Or do you feel like your workplace suffers from a lack of cross-generational empathy? Let’s bring the conversation into the mainstream of work life.
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Want to learn more about how your organization can meet the needs of a workforce that now encompasses five generations? Consider attending the Society for Human Resource’s 2024 Annual Conference & Expo this June. SHRM24’s sessions include talks on integrating new Gen Z workers into the workforce and supporting pre-retirees.
Dreams
A few weeks ago I celebrated Easter. March and April are months in which others celebrate Ramadan and Passover. I had a strange experience during Holy Week, which precedes Easter. Holy Week is usually it is a solemn period for me, characterized by reflection and prayer. This year felt different.
I was in a celebratory mood, perhaps because midway through the week, I celebrated my birthday. I usually attend the yearly Vigil Mass on Saturday evening, but this year I didn’t. Instead I traveled to St Monica’s Roman Catholic Church on the Upper East Side of Manhattan to hear a friend of mine say Easter Mass. It was the best thing I could have done.
I got to the city in 35 minutes. Did Fate know it was my birthday? This ‘gift of time’ gave me the chance to sit quietly for 30 minutes. As I walked in, my breath was taken away by the beauty and magnificence of the church itself. Next ‘gift’? Live spring flowers, tastefully decorating the church! Father Edward Beck then gave the most inspirational Homily, weaving together the tragic events of the past week: the collapse of the Francis Key Bridge in Baltimore Harbor and the murder of Officer Dillar, who was shot during a routine traffic stop.
Father Beck spoke about how life can be transformed instantaneously in the blink of an eye. He then wove that together with the Gospel of Mary Magdalene finding the dark empty tomb. He spoke of the recent photos that he had enjoyed: cosmic black holes surrounded by electrical auras of reds and yellows. It was totally inspirational.
I was so happy I journeyed into Manhattan alone to follow an intuitive nudge. Now that I was another year wiser, had I learned to follow those intuitive nudges? That afternoon I gifted my great niece a book about the poet Langston Hughes. I printed out one of his poems for her, and I’d like to share it now with you.
DREAMS by Langston Hughes
Hold fast to dreams
For if dreams die
Life is a broken-winged bird
That cannot fly.
Hold fast to dreams
For when dreams go
Life is a barren field
Frozen with snow.
His words paint a compelling picture. Having reached an age of contentment, one never wants to take dreams for granted. It’s never too late to follow your dreams wherever they may lead you. Some don’t realize their dreams until later in life. Life is a journey not a destination. Isn't it how we traverse the ups and downs, learn from the obstacles, and embrace the joys that make for a life well lived? How are you living your life?
If The Truth Be Told
I’ve always prided myself on being a conscious, professional woman. Recently, while nursing a sprained ankle, I heard a story on the Tamron Hall Show. In this segment, the fiancé in a mixed-race couple went to try on a wedding gown she’d seen online. She loved the dress, and when she approached the register, the clerk mentioned she could have the dress lining customized to match her skin color–for an extra charge! Although uncomfortable, she paid extra for lining to match her skin color. Her fiance was livid and shared the story on social media. It went viral, gaining multiple millions of views.
I am reminded of an experience I had about 25 years ago. I had taken a colleague to a personal shopper I was using. The professional shopper offered her a black bra, my friend said that’s all I wear. I, in turn, said you don’t wear white? My friend's response was, black is closer to my skin color. I got it, and I reacted with an embarrassed silence.
Tamron’s show brought this memory back to me. I know I’ve grown as a person since this bra-shopping incident, and yet…I had to ask myself an uncomfortable question: why did it take a white man’s social media rant to draw our attention to the plight of a woman of color? He encouraged us to wonder: why did his soon-to-be wife have to pay for the privilege of accurate skin color representation…when his whiteness has always been free?
His rant elevated my awareness to a systemic level. How many of us white people, women especially, are unaware of what non-white women are regularly experiencing? Yet many, including myself, are hesitant or even afraid to speak up or ask a question. The result inadvertently perpetuates systemic unconsciousness.
I wonder what it might take to inquire from a place of kindness and curiosity to heighten our awareness. As I write this the voice in my head keeps reminding me of negative responses we might receive. But still…We want to take action. We want to right the wrongs. How might we overcome our fears of conflict and other unpleasantries? I welcome your thoughts, memories, and ideas.
Best Laid Plans
Recently a friend living in the Caribbean asked if I could do her a big favor. Her friends and contacts in NYC were all out of commission and she needed copies of her marriage certificate and her divorce decree for immigration purposes. This favor would entail going to the County Clerk and another office to get certified copies of both documents. I said sure. She offered to pay for my car service both ways and reimburse me for the fees I’d have to pay at both offices.
I had a car pick me up at 8:15 AM. My appointment was scheduled for 10:00 and it was suggested I get there 30 minutes prior for security. When the car entered the highway the driver immediately moved into the Express Lanes. I hadn’t planned on this, instead estimating we’d be in traffic for 20-30 minutes. We were out of the tunnel in no time, which had me thinking I’d be very early and wishing I would have arranged a pickup at least 20 minutes later. I was wrong! Lower Manhattan was a bitch, causing me to arrive five minutes late. Upon entering the building, I was greeted by a Security Guard, who asked if I had an appointment. Yes, I said, but my name was nowhere to be found. Kindly, he told me that I was not on the list for 10 AM or 9:30 AM. Fortunately, I brought the email my friend sent indicating the time of the meeting.
I then entered Security. Even after telling them I had a metal bracelet on, it set off the device and I had to have a wand scan. Directed to another, the employee there insisted I had to fill out details about my friend’s marriage that I didn’t know. After about 10 minutes of this, I simply wrote her name on the form, signed my name, and was granted access.
Sitting, waiting for my number to be called, I reflected on the experience. I had provided each person I’d come in contact with, specific details. I may as well have been speaking Greek, because none of them was listening. Not one of them exercised interest or judgment. The last person in that office seemed to be on top of everything, with no support from coworkers or management.
Leaving the first appointment, I had to walk to the other end of the building, a city street, and backtrack for my next appointment. (Readers, are you as unsurprised as I am?) This time I entered the Manhattan Supreme Court Building. Court Officers manned the entrance. It went smoothly. I had a first floor room number but couldn’t find it. Upon asking an Officer I was told to take the elevator to the basement.
I walked into the Clerks room, a huge dreary place. About five people were at desks far away from the reception area. A young man, who I learned later was a trainee, greeted me at reception. After telling him what I wanted he said I have to ask my supervisor about this. I was an unusual case. It took awhile, as the documentation letters giving me the ok to receive this information had to be microfiched into the system. The trainee kept me informed along the way, which I appreciated. I met another person who seemed to know everyone and asked her if she worked in the building. She said no but told me about the expertise a couple of the workers had ie. knowing where everything was. It was time to pay and another woman came over to me and escorted me to another room. You would have thought a veil was lifted.This room was full of lively employees, engaging with their coworkers and with their work.The energy was high. The walls were painted the same drab eggshell color, but the employees seemed happy and engaged in their work.
So what was the difference? Management, or in this case, supervisors. I couldn’t believe my eyes. Early in my career while taking the OSD course at the Gestalt Institute of Cleveland I was assigned to analyze an organization without saying a word. I was asked to walk around and observe. What could I learn? That assignment never faded from my memory. Here I was, decades later, using my skills of observation. I could have made a report about both offices I had visited that day, which served as a stark reminder of the importance of supervisors and managerial accountability.
My report would no doubt have highlighted the trainee. I hope the young man’s natural abilities to serve customers continues to be nurtured.
Readers, have you experienced a disempowering supervisor or manager? Have you seen a new supervisor or manager reignite a lackluster team? I welcome your thoughts.
Who Would Have Thunk It?
I received a mystery novel for Christmas this year. The book, called Nowhere To Be Found, is written by Sandra Brown, an author I wasn’t familiar with. Nowhere To Be Found concerns a mass shooting and the search for the perpetrator. I was at the last fifty pages or so when I was startled. One of the major characters, while visiting his parents, had a “come to Jesus” moment. By that I mean he had a consulting company in which he provided management with information about the employees as well as other important business factors. Well that sounds familiar, I said, smiling to myself.
The book’s character was telling his father, who was recovering from an early diagnosis of cancer, that he wanted to start a new consultancy. This time, he wanted to identify employees who needed coaching in their current role. If job improvement was not feasible, he had a better idea: provide them with opportunities to find a role they were better suited for in the company. His father’s reaction was “positivity not negativity”. My ears perked up: my work throughout these 30+ years has been based on the same premise.
I first began my career thinking that if individual workers altered their behavior, they would have greater success in their roles and at the company. Things changed when I met Dr. Elliott Jaques, who introduced me to the importance of Requisite Organization. Requisite Organization teaches us that the right role structure in companies affects workers’ behavior. There is much more to it than that, which I am happy to introduce you to with an Executive Briefing. I consider myself privileged to have called Dr. Jacques my teacher. Back then? I was devastated! I wanted to help companies and their employees. Imagine my learning that I was going about it all the wrong way!
I’m forever grateful that I did not let my feelings get in the way of learning about Requisite Organization. After learning about this system, I gained a clearer perspective. I quit fussing over employee behavior and output. Instead, I asked myself: How is this company built? Who is in charge? Who answers to whom if a mistake occurs? Employees are expected to work hard and do their best. Managers are then accountable for their employees’ outputs. Requisite Organization represented a subtle but hugely important shift in my management perspective.
Another major Requisite Organization lesson? Supervisors are not managers. They do not have the authority to hire, remove from office, etc. What they can do is make recommendations to their manager about employee effectiveness, wages, and salary increases.
Fast-forwarding to around 2016, I participated in a coaching program facilitated by Fabianne Fredrickson at Boldheart. One of her recommendations was to write a short book as a leave-behind when visiting potential clients. This experience helped me to get clear on what I offer to clients: helping individuals, teams, and the entire company to be their best.Now I analyze companies' infrastructure.
Equally important to effectively working in today’s workplace? Encouraging individuals and teams to engage in self-care
It's hard to believe that a book I was reading during my downtime would lead me right back to work. It’s a good thing I enjoy my job so much! I welcome your thoughts, as always.
Managerial Tips from Dolly Parton Part 2
Dolly Parton’s 9 to 5 movie and the movie’s hit theme song were popular in the 70s. As we discussed in Part 1, Parton’s song, like an anthem, still riles up working women today.
2023 saw the reversal of Roe vs Wade. Some states quickly jumped on the bandwagon to pass restrictive laws about a woman’s right to choose what medical choices she and her doctor make. A citizen and a practicing Catholic, I cannot fathom how my religious beliefs should affect another woman’s ability to choose what happens to her body. Remember, the US was established on the premise and value of religious freedom!
For more than 3000 years, women have lived under a system of patriarchy. This has led to the dominance of, and pressure applied to, the importance of masculine points of view over feminine points of view.
Over the course of my invigorating career, I've worked with many great men. I've also seen the negative effects of the patriarchy on women in the workplace, and in society at large. Unfortunately, patriarchal views have been internalized by women. Misogyny is now internalized in women’s DNA, or at least in some women’s DNA. By giving women the right to choose and the right to be treated equally in the workplace (i.e. receive the same wages as their male counterparts), we allow American women to stand shoulder-to-shoulder with men.
Psychologist Carl Jung said that both men and women had both animus and anima tendencies in their psyche: Both-And. Wouldn’t it be better if we were problem-solving using both perspectives? Recently, we had the resignations of two female Presidents of prestigious universities. These occurrences were the result of hearings on Capitol Hill where complex, nuanced questions were asked and the questioner brought forth cheap “sound byte” answers.
Women and men, Dolly Parton can’t fight this brave battle alone. Let’s step up. Let’s fight all forms of misogyny, whether it be internalized or systemic misogyny. Let’s teach our boys and girls, and our men and women, what equality looks like. Let’s make the workplace and the world a better place.
Managerial Tips from Dolly Parton Part 1
On a recent snowy afternoon, I curled up with a cup of tea, excited about what awaited me in my queue: an episode of the CPB’s Independent Lens. The show featured the 925 Movement.
I knew the Dolly Parton movie 9 to 5. I sing along with the car radio when the movie’s theme song comes on–and you probably do too! It’s an anthem that gets many women, young and old, riled up to this day. I’m embarrassed to say I had little awareness of the national 925 Movement. I was enlightened and eager to share with my readers.
The 925 Movement encouraged women to fight for equality in the workforce. Unfortunately, many of us are still carrying on that fight.
During World War II, thousands of jobs were left vacant in the manufacturing and service industries. Women rose to the occasion, ably picking up the slack. After the war, soldiers returned and women vacated many of the roles.
Many women still wanted to work and found themselves relegated to clerical roles, their skills or interests no longer of use–and no longer a consideration.They became clerks and secretaries where they were forced to accept low wages and were required to fetch coffee and lunch for their male colleagues and bosses. Worse yet, they were often forced to tolerate sexually explicit jokes and, in some cases, sexual assault.
The Independent Lens documentary featured women in Boston, Ohio, and Washington during the 1960s and ’70s. It traced the history of grassroots movements as they steadily picked up steam. During this same period, 1972, Congress passed the Equal Rights Amendment. President Carter extended the ratification time frame by three years till 1981. In 2020, Virginia became the 38th state to ratify the ERA, but it is still not law. Why?
Dear Reader, I’d love to hear from you. How do you foster equality in the workplace-from your female and male employees or co-workers? How do you mentor younger women and men at your place of employment? What has you belting out your best Dolly Parton impression in the shower this week? Please stay tuned for Part 2 of this conversation…
Brave and Honorable
Recently I was asked to facilitate a Board Retreat for a wonderful non-profit health organization. The work came to me from a former client who had recently become the President of this Board. I was excited to be working together again.
We rolled up our sleeves! After two exploratory meetings, we had a Zoom meeting with the Executive Committee of the Board. I then designed a strategic Retreat for them. Nine members attended, 3 by Zoom. The session was held on a Saturday from 10-2 pm. Our goal? Refresh and re-focus, ready to serve the clients with kindness and competence.
The session was kicked off by the President giving her reasons for why she felt it was necessary to have a strategy session. I followed with a focusing guided meditation. I was happy that the President saw value in the short-term effects of team meditation. According to this recent Forbes article, “One of the biggest misconceptions about meditation is that you have to really work at it over a long period of time before you can expect to feel benefits. This is mostly false”.
After our group meditation, I then introduced Brene’ Brown’s Braving system. Her book, also titled Braving, goes into the seven elements of Braving in detail. For us here they are:
B boundaries
R responsibility
A accountability
V vulnerability
I integrity
N non judgment
G gratitude
This set the tone for the session. It put a cultural stake in the ground. The participants looked around at their coworkers with new eyes–a refreshed sense of how they wanted to interact. We did the strategic work and when it came time to close the session I chose to use cultural anthropologist Angeles Arrien’s Honorable Closing, which asks all members to respond to four questions. They are:
What am I most grateful for from today's experience?
Where was I positively affected?
Where was I stretched or challenged?
Is there anything I need to say or do to feel complete?
Upon reflection of the day's work, unbeknownst to me, not only did the group do strategic planning work but the opening and closing exercises allowed for a culture of kindness and gratefulness to be created amongst the Board members. It is now up to the Executive Committee of the Board to prioritize which items they want to address, when, and in what order. This session also provided roles: a way for everyone to be fully engaged, and for everyone to make their contributions to the organization.
As I navigate the rewards and challenges of my career, I'm still excited to make new discoveries. I stumbled upon an excellent way to engage these people in culture building.I will use these ideas going forward. I welcome your comments and suggestions.
A MESSAGE TO TAKE NOTE OF
I don’t believe I’ve ever done this before. A subscriber to a monthly newsletter by Bruce Lipton, I’ve decided to reprint it in its entirety in my newsletter. I was first introduced to his work about 15 years ago by a dear friend of mine from Vancouver BC, Diana Cawood, who unfortunately is no longer with us.
Diana first introduced me to energy work around 1990 when I attended a workshop in Vancouver with her teacher Michelle Ley. As one of only two participants, I can remember some of the teachings as if it were yesterday. Diana and I became dear friends and visited many times over the years. Now back to Bruce Lipton’s newsletter which I read this morning. Deeply touched by it I decided to share it with my readers. So here goes…..
A while back, Margaret and I had the great fortune of visiting Thailand between Thanksgiving and Christmas. Driving through Bangkok one evening, we were amazed to see a city so ‘aglow’ in the Christmas spirit.
The trees lining the streets were decorated with beautiful strings of Christmas tree lights, threads of changing colors flashing in intricate moving patterns. Giant department store windows were filled with winter scenes, decorated trees, and varied images of Santa Claus in his reindeer-driven sleigh. On display were piles of wrapped Christmas presents and plastic human models exchanging and enjoying their gifts (all of which, of course, were available for sale.)
So…“Why is this relevant?”
Firstly, 93% of Thailand’s population are Buddhist, while 5.5% are Muslims. Christians make up less than 2% of the population. Why the all-out effort to celebrate Christmas? Observing the West, they perceived that this season was a “happy” time for families coming together and sharing gifts. Well, the Thai culture embraces happiness, so that was appealing. However, there was also a deeper incentive, it represented a time of unbridled commercial success. Christmas = shopping.
How can a Buddhist nation embrace Christmas? From their observations of Western culture, the holiday has no serious connection with religious or spiritual relevance, it was just simply “happy party-time.”
What was left out of their observations of the West’s Christmas holiday display is something that we have lost, and, consequently, what the Thais were unable to observe. Is there a meaning behind Christmas other than gift-giving? YES. Christmas originally represented a time of spiritual reflection on the importance of Love, Peace, and Harmony, and an emphasis on the value of community.
As we come into this Holiday Season, what is the health of our “community”? The population is deeply divided by political, economic, religious, and racial animosity. Unpleasant as all this is, it is a natural step in the breakdown of a dysfunctional civilization as we clear the decks to generate a more sustainable society. So, if there was ever a more suitable time to engage a more spiritual relevance to the season, it is now.
While the focus of Christmas is on the birth of Christ, perhaps we should also focus on the last words before Christ left this planet: “God, forgive them, they know not what they do.” Jesus was beseeching God to forgive people because their behavior was separate from their spiritual origin.
As has been emphasized on this site, subconscious programming overrides the spiritual entity expressed in the conscious mind. People perceive of themselves as victims of life because they do not observe the 95% of their lives controlled by subconscious habits, the majority of which are disempowering, self-sabotaging, and limiting behaviors.
While I do suggest that forgiving them is good for them and especially yourself, it does not mean you have to be friends or pals with them! This is an evolutionary good time to encourage the bonds of community to birth a more sustainable civilization while extracting yourself from the world’s chaos. For fun and good feelings, call a friend with whom you have been out of contact. A “love” call from out of the blue can be the best gift a person could receive in a year of instability.
With Peace, Love, and Light … the Christmas “Spirit,” Bruce
Strangely enough this past weekend I decided to eliminate hundreds of text messages from my phone. (I know I’m a clutterer.) As I scrolled through them I thought of people I hadn’t heard from in years. I did exactly what Bruce Lipton suggests: I sent them notes or called them. I must say I’ve had a joyous time reconnecting with old friends.
Why don’t you try it and see what happens? How does hearing from lost friends make you feel? Get into the Spirit of this holiday season. Please let me know if you take up my suggestion.
I’ll be taking a break for the holiday season. Please watch for my next blog on 1/16/24. Until then, no matter which holiday you celebrate, I wish you peace and joy that lasts the whole year.
Can Artificial Intelligence Lead to Genuine Satisfaction?
Wherever I turn, I am bombarded with news about Artificial Intelligence, or AI. Up until a few months ago, I didn’t know much about AI. I’d put myself on the outer rim. Wanting to learn more, I quickly encountered the terms AI, CX and EX. AI, CX, EX: this was sounding like the lyrics of “Old McDonald Had a Farm”! Dear readers, here is what I learned.
AI is a tool that trains computer programs to emulate human thought processes and language patterns. Once a computer program has been trained to “think” like a human, it can perform tasks that would normally be completed by a human.
CX and EX sound like technical jargon. In reality, these terms represent simple concepts that are as old as time. CX is customer experience and EX is employee experience.
Companies in many industries are using AI to address the diminishment of customer trust in the CX in their businesses. I wondered: what about employee satisfaction?
We who closely study management know that worker satisfaction has been at an all-time low, be it called disengagement or quiet quitting. Workers do not experience or feel the companies they work for have any concern or care for them.
Let us consider remarks by the President of the Auto Union during a recent strike. He reminded the public that auto workers gave back their salaries and benefits during the recession.They did not get these reinstated once things had improved.
Meanwhile, CEOs of the three largest automakers all are making more than $20 million annually. How’s that for a lack of TRUST?
You don’t have to like, socialize, or befriend your coworkers but must trust they will provide you with what you need to complete the tasks at hand and vice versa. Instead of political relationships–I’ll scratch your back and then you owe me–the EX is improved when relationships are spelled out clearly. Who can do what and to whom vertically, horizontally, and diagonally? This structure frees people to apply their full capability to the tasks at hand.
One fascinating example of how AI can help managers? Anonymized email monitoring. Simply put, AI can scan and analyze company email communications, looking for keyword trends. Do the words “quit” “hate”, or “resume” emerge often? Time to find out why, Manager!
I wonder: What if we had work systems where relationship boundaries and consequences for violating them were spelled out?
How can AI assist us in developing managerial leadership accountabilities? After all, AI deals with what is invisible and that is exactly what my mentor Dr Elliot Jaques wrote about regarding the structure of large work systems.
Using machine learning to make the invisible visible is a higher order of complexity. Could it be that AI will add value to these essential articulated principles?
Does AI have the power to build trust back into our organizations? I look forward to hearing your ideas.
I wish you and your family a wonderful Thanksgiving.
Where Is Trust?
If you are anything like me you are swimming in a sea of newness and uncertainty. The amount of change in the world of work keeps accelerating. Sometimes I think I am “running very fast to keep up, and getting nowhere”. Why is that?
A few weeks ago I attended an extraordinary workshop in Independence Virginia, of all places. It was at the Oracle Institute. Sessions were held in the Peace Pentagon, which is a smaller replica of the Pentagon in DC. The facilitators were from Europe and Moiriches and introduced five new archetypes we need as Future Humans. The attendees traveled from Europe and parts of the US.
The setting was perfect. Nature at her peak blessed us with a double rainbow the night before we began. The evening of the first night we had a fire ceremony and watched the full moon rise. A sense of alignment was present throughout. 16 of us gathered: Doctors, Farmers, Scientists, OD Practitioners, and Entrepreneurs.
On the second day, we had the opportunity to do some integrating as we walked the beautiful labyrinth on the property. We concluded on the third day by walking the Medicine Wheel. It was a glorious experience, and I came home invigorated. The group decided it wanted to help support the creation of a new entry into the Gaming industry. It is a positive game that addresses the need for humanity to come together in singularity.
Here we were, a total of 18 people, some of whom had traveled for several days to live in a newly created community for 2.5 days. That we did, each of us learning and taking away what we needed to embrace this new world we are creating. How did this happen?
During this transformative weekend, each of us knew about the work of Anneloes Smitsman and Kurt Barnes. Anneloes co-authored The Quest of Rose and the Return of the Avatar with Jean Houston. She and Kurt created the EarthWISE Constitution, a living document that becomes a template for one's own life, projects, businesses, governments, and perhaps the world.
The Quest of Rose is a guide to sustainable living with kindness, compassion, and recognizing we are one. At one point in the program we read the Constitution aloud and each of us committed to follow it—a very powerful action. When one commits to something publicly a degree of trust is seeded in the ether.
I found my commitment further bolstered by William Hutchison Murray. Murray wrote, in “The Scottish Himalayan Expedition”:
Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too.
All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one’s favour all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would have come his way. I have learned a deep respect for one of Goethe’s couplets:
Whatever you can do, or dream you can, begin it.
Boldness has genius, power, and magic in it.
The organization analysis work I have been doing for the last 20 years is predicated on building trust in the work system. Workers need to trust the managerial accountability hierarchy as well as their coworkers to provide them with what they might need.
I asked myself: how could my experience at the Oracle Institute inform my work in managerial leadership? I spent a short weekend in Virginia: how was trust created in such a short period? Could I apply this trust-building to the world of management?
Stay tuned for Part 2 of this blog, where we’ll discuss my ideas on building trust, especially in the age of Artificial Intelligence (AI) and a rapidly changing digital landscape. I’d love to hear your thoughts in the meantime!
Please note our hearts go out to the Israeli and Palestinian people, most of whom are innocents wanting peace in the region.
An Unlikely Duo
We’ve entered the third week of October and so much has happened. Today I honor two women who have made incredible contributions throughout their lifetime. They are an Unlikely Duo. People whose names normally would not appear in the same newsletter let alone sentence. So what do these two women have in common? Passion is one answer.
The first is Suzanne Somers, known by many as the wacky blond on the sitcom Three's Company with the late John Ritter and Joyce De Witt. She died this past weekend from complications with breast cancer which she fought for many years. About to start filming their third or fourth season, Suzanne wanted to be paid the same as Ritter. This was unheard of in the early 80’s. She took a great deal of flack from fellow actors, producers, and directors as well as the public. Women were considered less than at the time.
Somers left the show and embarked on a process of re-invention, which she and her husband crafted over her lifetime. Her new career followed a meandering path: writing books, becoming a spokesperson for the Thighmaster, and roles and guest appearances in other shows. At the time of her death, her estate was valued at $100M. Three’s Company failed without her. She was courageous in wanting pay parity with men so long ago.
The other woman I celebrate is the Nobel Prize winner in Economics Sciences Claudia Goldin. Ms. Goldin is the first woman to receive the prize as a solo researcher. She thoroughly provided a comprehensive account of women’s earnings and labor market participation through the centuries. She brought to light the causes of change and the main sources of the remaining gender gap.
A professor at Harvard, she has devoted her career to uncovering why women in many industries do not have salary parity with their male counterparts. Hooray to the Nobel reviewers for identifying and giving Ms Goldin the Nobel Prize. I invite my readers to look her up and learn more about her research.
As I wrote this newsletter I found myself conflicted, referring to Suzanne Somers as Suzanne and Claudia Goldin as Ms. or Professor Goldin. Both women are passionate about the inequities of women’s pay in the labor force. Ms Somers fought in the early 1980’s. There was hell to pay for it! Ms. Goldin climbed the academic ladder, receiving the prestigious Nobel Prize. This catapulted her to what I believe may be fame, fortune, and wealth. Let’s raise a toast to these two extraordinary women.
What do you, my readers, think?
Part 3: HOODIES, TATTOOS, AND DREADLOCKS: OH MY!
Senate Majority Leader Chuck Schumer caused a stir recently when he relaxed the Senate's dress code policy. When this happened, many people were surprised to learn that there had never been an official Senate dress code.
Senator Schumer’s relaxation of the rules was perceived as an accommodation for Senator John Fetterman, a Pennsylvania Democrat known for his preference for shorts and hoodies over traditional business attire. Others point to Congressman Jim Jordan, an Ohio Republican who rarely wears a suit jacket or tie. Feminists bristled earlier this year when women in Senate were told they must keep their shoulders covered when wearing a dress. The winds of change are blowing through the Senate.
My regular readers will remember the lively discussion that ensued after I wrote about Senator Fetterman’s clothing HERE and HERE. Some believe that in a political or business setting, a traditional dress code signifies respect for the workplace, the job description, and one’s clients and colleagues. Others said: heck, it’s 2023. Three years into a pandemic-fueled ‘work from home’ society, we’ve learned that people can perform better when comfortable and happy.
I recently attended Fast Company’s Innovation 2023 conference. I was surprised by how relaxed the people interviewing and those being interviewed were dressed. I saw no suits or ties. Women were dressed extremely casually, some wearing dresses, others wearing jeans.
From a managerial standpoint, I’m conflicted! Dress for some is a uniform. For others, it’s a way to show their sense of style. And for still others, clothing is a statement. Managers want to maintain employee morale. We also understand the need for a code of professionalism.
As so often is the case with politics, Senator Schumer’s decision led to controversy. Many Americans were dismayed to see the controversy distracted senators from addressing other pressing issues, including avoiding a government shutdown.
After a bipartisan backlash–finally, the Elephants and Donkies agreed on something–Schumer’s directive was then reversed. A new dress code standard has been formally established, requiring members to wear business attire. The new dress code, laid out by Senators Joe Manchin, a Democrat from West Virginia, and Mitt Romney, a Republican from Utah, explicitly mandates "business attire" for all members, specifying that men should wear a coat, tie, and slacks or long pants, yet remaining vague about the specifics of women’s attire. The new dress code now also requires a two-thirds majority vote to make any changes, making it harder to change in the future.
Senator Schumer stated that Manchin and Romney had forged the right path forward. Senator Fetterman did not directly respond to questions about the new rule.
As our institutions are crumbling, so are the statements being made about how we dress. Supreme Court judges wear robes. Perhaps everyone in Congress should be given a robe to wear. The Senate's decision reflects an effort to strike a balance between traditional and modern values. And so, dear readers, I ask you: how does a manager enforce professionalism while accommodating individuality? Does our clothing really have anything to do with the quality of our work? I look forward to some more fascinating debates!
Dashed High Hopes
Recently, like millions of other people, I bought into the excitement of Monday Night Football to see two New York teams, the Jets, and Western New York's Buffalo Bills, play. I'm not a football fan, but the hype for this game was extraordinary.
As a New Yorker, my summer was filled with commentary about Aaron Rodgers joining the team and bringing with him the promise of a Super Bowl win.
The extent of my football fandom is usually restricted to viewing the Super Bowl. This time, I tuned in to the pregame show where one of the commentators commented on a film clip they had shown, in which Rodgers had spoken about manifestation and positivity. The commentator reacted with a sarcastic remark.
As the team took the field, the electricity in the stands was like nothing I had ever seen or experienced before, not even at a Super Bowl Game. People were dressed up, and the crowd was roaring, that is, until Rodgers was tackled.
At first, Rodgers sat on the field and then had to be helped off the field. Only four plays into the game, Rodgers sustained what was viewed as a season-ending injury. The energy in the stadium went from roars to stunned silence. Fans were worried: would the Jets be lackluster again?
I began to think about other local teams that did not meet fans' expectations, such as the Yankees and the New York Mets, who won 101 games last year.
Steve Cohen brought over player Justin Verlander this year after acquiring player Max Scherzer last year, spending millions on their contracts, only to trade both of them along with player Jacob De Grom.
Last year's Mets team was composed of only a few stars, except for Francisco Lindor and deGrom, who hardly pitched. But there was something in how scrappily they played, which had them winning, focusing on hits rather than home runs and getting on base.
The machinations of the Mets got me thinking about business, team building, and performance. I noticed some interesting similarities.
First of all, professional sports is big business. Secondly, athletes are small businesses and join a team as independent contributors. These players are small, highly effective businesses, each with their own support groups backing them up while they play for their team.
Throwing money at different players doesn’t always make a difference, as demonstrated by the Mets. We saw the team spend hundreds of millions on two pitchers who never really performed.
The Mets lost Edwin Diaz in a freakish accident during a celebratory moment that had nothing to do with the Mets. Some say he was the heart of the Mets. What did that do to the team? It sucked the air out of them. What was the message being sent?
Being a champion team requires several elements: the team’s members must perform at their peak. This must be combined with an energetic field that produces outstanding results. The team plays at a level higher than the rest of us.
Edwin Diaz brought a “special sauce” to the team. When the Mets lost him, fans feared the worst. Starling Marte–lauded for hits and fielding excellence–was also out for most of the season. Strangely enough, since the higher-priced players have been traded, the team seems to have found its scrappiness once again, winning more games.
So what are the lessons learned? What is building an organization about? It requires managerial leadership from the top down. There are teams in any sport that know they are likely not champions but have great relationships with their fans, the cities they represent, and their management. They make money for their owners and get paid what I'd like to think is fair.
Building teams is not about hiring the highest-paid people. Building teams is about letting everyone on the team understand their role in bringing success to the organization or franchise. A team player will appreciate the joy that comes with playing full out, with excellence and a spirit of winning.
Now, about those Jets and Aaron Rodgers? He had surgery recently and spoke for the first time, inviting naysayers to lay it on. At present, he believes he'll be back this season, and he's very energized. His mindset is full of optimism.
This is what he brought to the Jets—the ability to play full out and overcome obstacles. While not playing, he'll be on the sidelines dishing out positivity. This attitude can be infectious to a team. Could the Jets make it to the playoffs and Super Bowl without him as their quarterback?
Only time will tell whether it's the power of positivity, that "secret sauce," when coupled with competence and skill, that will make the difference. Hold on to your nachos, wings, and beer. We’ll have to wait and see!