It was a long time coming! When California dropped most of its COVID restrictions, our company decided to have a celebration at our corporate headquarters here in Escondido. We wanted to bring everybody—over 100 people—back together for three reasons:
First and foremost, everyone, everywhere, has been through a pretty rough 15 months. We wanted to give our people an opportunity to get together, face to face, and see that it could be done in a fun and safe way. To respect everyone’s individual feeling of safety, we used a unique approach where each person wore a colored wristband that indicated their comfort level. Those who wanted to keep a six-foot social distance wore a red wristband. People who preferred an elbows-only distance wore yellow. And those of us who wore green bands were basically saying, “Come on in for a hug!”
We’ve made a lot of changes to our physical office areas during everyone’s work-from-home time, so we gave tours to anyone who asked. Our fabulous Campus Comeback Team—led by the one and only Shirley Bullard, our CAO—redesigned, remodeled, and redecorated most of our office spaces. We are so proud of our beautiful new open space designs where people can safely work together in person.
There’s something about “breaking bread” together that brings out that real family atmosphere. Because everyone needs to eat, we hosted a made-to-order taco grill in the parking lot with beer and sodas for all and plenty of tables and chairs that made it easy to munch and mingle. It reminded us of the fun we’ve had together at past events and got us excited about today—and tomorrow.
Even though many of our people are not coming back to the office full-time, most will be back at least once or twice a week. Starting out our “new normal” with a successful, well-attended celebration was a great way to show everyone that our offices are back in business—even though everyone has been working harder than ever all this time. It’s okay to come back. It’s still the same place. Welcome!
So how is your organization bringing people back to the workplace? Make sure people feel welcome by bringing them back in a way that lets them know how important they are and how glad you are to see them again.
If you’re not yet sure how to tackle the challenges of bringing people back to your workplace, we have some great content for you to read and watch in our newly updated Returning to the Workplace Resource Center Stream. For even more information, catch our free Returning to the Workplace webinar series featuring luminaries like culture expert Stan Slap on employee culture and commitment; Craig Weber, author of Conversational Capacity, on candor and curiosity; Blanchard president Scott Blanchard on setting a vision and leading people through change, and trust expert Randy Conley on accelerating trust during times of change. Lots of free information you can use to help your organization make your people feel special!
COVID-19 had been around only a few weeks when I wrote a blog post about a life-balance model that was created by my wife, Margie. When she was studying research about peak periods of happiness in people and also the effect ofextreme stress on long-term health, she learned researchers had identified a set of almost identical elements for both groups. She created a simple model—PACT—that addresses both life balance and stress reduction. Margie and I have taught these concepts for many years and we find it helps people manage the day-to-day demands of a busy life as well as unexpected stress-inducing situations.
If you missed reading the blog post I’m referring to, I hope you’ll learn all about the PACT model here. And if you did read that blog post, I want to follow up with you. It’s been nine months and you may be in a very different place today, in many areas of your life, from where you were last April. I’d love to show you how to prevent—or continue to prevent—stress from affecting your body and life negatively.
The PACT Model
The acronym P.A.C.T. represents four elements that can create both happiness and stress resistance in our lives: Perspective, Autonomy, Connectedness, and Tone.
The first element that can create happiness and stress resistance is perspective—a picture of where you’ve been and where you’re going that sets the context for today. When there’s a major shift in our lives—job loss, death of a loved one, etc., our perspective will drop. And now we know COVID is one of those major shifts. Almost everyone’s life has been affected by COVID in one way or another, and we have all experienced our perspective declining, a little or a lot. Over time, many people have found this low period to be an opportunity for personal growth—but others aren’t there yet.
Viktor Frankl, a World War II concentration camp survivor who wrote the book Man’s Search for Meaning, observed during his imprisonment that the people who were able to keep going were the ones who had a purpose they could hang on to—a great love they wanted to return to, work they wanted to finish, a strong spiritual direction, or even a strong desire to help others through their common experience. We can think in terms of personal or professional goals we want to achieve, important projects we don’t need to put off any longer, values we want our lives to reflect, or living each day to the fullest extent possible, even with COVID restrictions.
How about you? Have you regained your perspective or will it take some help? We all went through a lot together in 2020. Perhaps we can accept this difficult situation for what it is while also believing that better times are ahead. And we can step into that reality together, as well.
The next element that contributes to high life satisfaction and high resistance to stress is autonomy. Autonomy is a feeling of having control over your own life—a clear sense of your identity, the freedom to make your own choices, seeing your daily activities as moving you toward your long- and short-range goals. I know. Right now this is a long shot, to put it mildly.
Although COVID still has most of us feeling that we are anything but in control of our lives, we always have some autonomy. For instance, we can choose how we react to our current situation.
I’m convinced it’s easier to get through hard times if you also focus on good things that are happening around you. We have the ability to develop our skills—for example, taking a course online or learning how to meditate—to help us control where our thoughts go. And we can choose how to spend our extra time—open a good book, try a new recipe, catch up on movies or a series we haven’t seen, or play a game with the kids.
To me, the most important thing is being intentional about which messages we pay the most attention to. Are you obsessed by news reports that claim things are awful and life will never be the same? Or do you look for the articles that suggest the pandemic is the beginning of a new era of neighbors taking care of one another, parents and children spending more time together than ever before, and people around the globe working together to build a positive future?
How are you doing on autonomy? Are you regularly choosing how you respond to things? Don’t forget the story about the two wolves battling inside you—one evil and one good. Which one wins? The one you feed.
The third element is connectedness. People who report high connectedness have positive relationships with friends, family, and coworkers. You can have a highly connected experience taking a walk in nature or watching a sunset because it feels good. You can also feel highly connected having a cup of coffee on a video call with a friend or sitting in bed at night cuddled up to someone you love.
Low connectedness is when you feel like you aren’t an integral part of your environment—whether it be at home, at work, or in your community. Because of COVID, many folks have been physically isolated longer than ever before in their lives. Social get-togethers are rare or nonexistent. Work teams meet virtually. Loved ones living in different locations have to visit each other through Zoom or video calls instead of in person. And I don’t know about you, but I really miss hugging people!
Staying connected doesn’t have to be difficult, though. Maintaining your relationships can enhance the feeling of overall well-being and balance. Keeping in touch with colleagues at work, even through email or text, can improve morale and performance on both sides. Spend the first few minutes of work Zoom meetings taking stock of how everyone is doing—some teams even include regular visits from dogs, cats, kids, or babies! And while spending more time at home with your family at first seemed to be a major work disruption, many have settled into a nice routine and discovered a stronger feeling of family unity than they had before.
How are you doing on Connectedness? If you feel isolated and reaching out to people doesn’t come natural to you, jump out of your comfort zone and just call that friend you haven’t heard from in a while. I do this a lot—and most of the time people are happy to hear from me. You know why? Because they are feeling isolated, too.
The fourth element in the PACT model is tone. This is how you feel about yourself physically. It includes the way you present yourself, your health and energy level, and your sense of fitness—even the way you’re dressed. People with high tone generally have a high energy level, average weight, and good nutrition, and are comfortable with their physical appearance.
For people who have been working from home all these months, it’s pretty easy to stay in pajamas until noon or be careless about how much we eat. Some people who used to go to the gym don’t bother to work out at home. But I also know folks who have made huge improvements in their health because they have been at home.
How about you? How is your tone? Are you the relaxed type who has become a bit of a hermit and rarely wears anything but sweats or ventures outside? Or are you a disciplined kind of person who wakes up at your normal time, showers and combs your hair, and wears stylish work clothes each day because you want to look your best for those Zoom meetings? Maybe you’re in between, like most of us. It’s all okay—but remember, if you clean yourself up a bit, it may help you feel better.
Note: If your perspective, autonomy, and connectedness aren’t as high as you would like these days, focus on your tone. When you take a walk, you can work on perspective. When you make healthy choices, you’ll feel better and realize you are in control of your health. People who feel good about themselves are more likely to reach out to others—and that helps with connectedness. So you see, starting with tone helps the other three stress-reducing elements in the PACT model fall into place.
Following the PACT model during this upside-down season, especially if you personalize the steps to your own preferences, will help you. When you allow perspective, autonomy, connectedness, and tone into your daily life, happiness will show up more often, stress will naturally lose its grip, and you will find yourself enjoying life again. Take care and stay safe! Have an im-PACT-ful day!
In years past, the leader was the boss. Yesterday’s leaders shared information on a need-to-know basis and personal disclosures were rare.
Since then, leadership has evolved. Successful leaders today can no longer lead based solely on the power of their title or position. They must create genuine partnerships with those they lead, based on the following fundamental belief:
Leadership is not something you do to people;
It’s something you do with people.
So, how do you create genuine connection with the people who work with you? One of the most effective practices is Sharing Information About Yourself—which is one of the fourteen SLII® micro skills I’ve been discussing in my last several blogs.
How to Share About Yourself Effectively
Like many skills, there’s a right way and a wrong way to share information about yourself in a work setting. Let’s begin with the right way.
A good start is to share your Leadership Point of View with the people you lead. Your Leadership Point of View describes the key people who have influenced your life—such as parents, grandparents, coaches, or bosses—and what you learned about leadership from these people. It also describes key events that were turning points for you and explains what you learned from those experiences. Finally, your Leadership Point of View identifies your personal purpose and values. By sharing your Leadership Point of View, people will know your values, what you expect from yourself, and what you expect from them.
It’s Not About You
Use good judgment when sharing information about yourself. Remember, the purpose of sharing about yourself is to foster a thriving partnership. It’s not about you; it’s about creating connection.
Keep the focus on sharing information that will be useful to the person you’re leading. The information you share should put them at ease and help them relate to you. Do not waste people’s time by oversharing or disclosing personal information that could make people uncomfortable.
Before you disclose personal information, ask yourself: Will this information serve the person I am leading? Perhaps you have a personal anecdote that can help someone understand why a task is important. Maybe you have a story about an error you made that can illustrate why a certain policy or procedure makes sense. It can be helpful to share your mistakes with others, so that they don’t have to learn the hard way.
It’s Okay To Be Vulnerable
As Brené Brown contends in her bestselling book, Dare to Lead, it’s okay for leaders to be vulnerable. You might think that if you admit you don’t know how to solve every problem, people will see you as weak. Quite the contrary. When you show your vulnerabilities, rather than thinking less of you, people will think more of you. Why? Because they already know you don’t know everything!
For example, my team is aware of the fact that I often don’t know how to say no. I’ve never heard a bad idea, so I say yes too easily. As a result, I tend to become overcommitted—which puts stress on me and my team. That’s why we established a system a few years ago for me to give out my executive assistant’s business card instead of my own, so she can help screen calls and talk with me about which business proposals are realistic considering my time, energy, and the team’s resources.
Did admitting I have a hard time saying no weaken my leadership? Not in the least. In fact, it led to a solution that made work easier for all of us.
So—with others’ best interests in mind—share information about yourself with your team. You’ll be building trust, strengthening relationships, and leading more effectively.
In my last several blog posts, I’ve been writing about SLII® micro skills—leader behaviors that help direct reports get things done while increasing their motivation and confidence. In this post I’ll focus on Asking for Input—a supportive behavior that not only develops mutual trust and respect between leaders and direct reports, but also benefits the organization.
Why should a leader regularly ask direct reports for their input? There are multiple reasons; I’ll talk about three of the big ones here.
Asking for input engages your direct reports.
The Gallup organization—famous for its employee engagement research—has long recognized that one of the primary reasons employees become disengaged is because they feel their thoughts and opinions don’t count. This disengagement has a significant negative impact on productivity and the bottom line.
The leader who charges ahead and makes decisions without asking for input from followers contributes to employee disengagement. A study conducted by John Izzo, author of Stepping Up: How Taking Responsibility Changes Everything (Berrett-Koehler, 2012), found that the number one reason employees don’t take more initiative at work is that their leaders fail to get their input before making decisions. This is right in line with our own research on organizational change. When those who are being asked to change are not asked for their input, the change is likely to fail.
Whether it’s on a small project or a large change effort, the principle is the same: by asking for input, leaders can turn disinterested employees into an engaged ones.
Asking for input sets up a mutual, two-way conversation.
In the old days, leadership was regarded as a top-down conversation. The assumption was that the leader was the one with all the answers and the people doing the work were merely “hired hands.” Today, we recognize that leadership is more of a side-by-side endeavor, where both leader and direct report work together to create results.
By asking for input and listening well, leaders create connectedness and build trust with those they lead. A climate of trust leads to more productive employees and a healthier organization. In our research of more than 1,000 leaders, 59 percent of respondents indicated they had left an organization due to trust issues, citing lack of communication as a key contributing factor.
Asking for input also reduces the chance of miscommunication. For example, suppose you’ve just given instructions on an assignment to a direct report. To ask for input, you might say, “I’ve been talking for a while and would like your feedback. Why don’t you recap for me what you’ve heard, so I can make sure I’ve given you the direction you need to be successful?”
Asking for input stimulates people’s best thinking.
Not only does asking for input improve employee engagement, but it also taps into people’s inherent intelligence and creativity. Let’s face it: direct reports often know more about their jobs than their managers do. They also have far more power and potential to contribute to the organization than leaders often realize. From the 3M Post-It® Note to the Starbucks Frappucchino®, stories abound about employee innovations that went on to become multimillion-dollar revenue earners.
But even when focused on everyday projects, asking for input invites employees to participate in problem solving and contribute their expertise. The positive results are two-fold: The employee has more job satisfaction and the organization benefits from the employee’s knowledge.
If leaders don’t ask for input—and value that input—they may be hurting their organization more than they know. Keep in mind that when Steve Wozniak was an engineer for Hewlett Packard, he tried five times to get management interested in his idea for a personal computer. Wozniak finally left HP, teamed up with Steve Jobs, and founded a little company named Apple. Talk about a missing out on some good input!
In the coming weeks, I’ll be covering the remaining SLII® micro skills, so watch this space!
In my last few blog posts, I’ve covered one Directive and two Supportive leadership behaviors—micro skills commonly used by SLII® leaders. In this blog post, my focus is on Showing and Telling How, another Directive leadership behavior. Directive behaviors are actions that shape and control what, how, and when things are done.
As part of our company’s SLII® training, we teach that when someone is new to a task or goal, they need specific direction from their leader. One aspect of this direction involves the leader showing and telling the direct report how to do the task correctly. After all, if someone doesn’t know what a good job looks like, how can they be successful?
As simple as this seems, many leaders have a problem with showing and telling how. Why? Because they believe it’s inconsistent to manage some people one way and others a different way—so they choose a leadership style they are comfortable with and use it all the time, on everyone. But suppose a leader’s preferred style is Delegating—assigning a task to a direct report and then leaving them alone to figure it out. That style simply won’t work on a person who has no idea how to do the task. The leader is setting the direct report up for failure.
But it doesn’t have to be this way.
Here’s an example. Let’s say you hire a smart, likeable, outgoing person to sell your service or product. They possess many of the qualities a great salesperson needs, but no actual sales experience. On the other hand, they have a positive attitude and they’re eager to learn and committed to being a successful salesperson. In terms of sales, according to SLII®, this person is an Enthusiastic Beginner who needs a Directing leadership style.
Knowing this, you give your new hire specific direction about everything that has to do with sales. You go with them on their first sales call. You have detailed discussions—even role play with them—on how to close a sale. You show them what experienced salespeople do and let them practice in low-risk situations. You create a crystal clear picture of what a good job looks like, and you remember the importance of checking for understanding all along the way. Throughout this showing and telling process, both you and your direct report know that you are setting them up for success.
As an SLII® leader who uses all four leadership styles as well as the Directive and Supportive micro skills, you are building meaningful connections with your team members—and you’re inspiring them to take on the new challenges of our ever-changing world.
Watch this space in the coming weeks for introductions to more SLII® micro skills!