Showing posts with label Organisational mindfulness; leadership. Show all posts
Showing posts with label Organisational mindfulness; leadership. Show all posts

Saturday, February 27, 2016

Will you marry you?



In some cultures, tradition is such that every February 29th the woman may propose marriage. I'm not personally planning to take advantage of that window, but it has set me thinking about the whole subject of marriage, union, and the balance of male and female, anima and animus, in our society, workplaces and our own internal lives. Not a typical leadership topic, I grant you, but one which may be important for maximising our potential, both individually and collectively.  


Carl Jung wrote extensively about our masculine (animus) and feminine (anima) traits, the archetypes of the unconscious mind. Regardless of our gender, we have both.  The more conscious we are of them, the more we can ‘wed’ them within ourselves, the more access we have to our skills, talents and gifts.
                       
From our stories to our structures, we can see how our organisations reflect society’s developed animus.  Traits that are honoured are those which come from a place of strength and are associated with values of initiative, courage and rational deduction. They echo a deep belief in the value of one’s own life.

Our feminine side, our anima traits seem to be more hidden in organisational life and society.  But they are there. These are the traits with a strong emphasis on the outward expression of feeling, of connection and sensitivity to events which impact on people’s inner lives. These echo a deep belief in the value of the life of others.

What does it mean to support and value people in environments more familiar with challenge and structure?
How may we access our feminine traits as men or women working in a male-dominated world, to bring more balance within ourselves and within society?   

Here we can turn to archetypes in myth, legend and storytelling, which flag up universal human traits, experiences and patterns of development.   Archetypes never go out of fashion, because they express universal truths which, on some fundamental level, we can all recognise in ourselves.   

It's far from being a traditional organisational tool, but we can draw inspiration from Tarot cards.  During the Renaissance, Tarot card archetypical images were used for meditation; to help raise one's consciousness and to connect with one’s true essence.  We can still use them today to reflect on anima figures and consider what qualities they have, which we can reclaim for ourselves, as men and women.


For example, the ‘Empress’ image, can remind ourselves of our life giving qualities, the value of our body and our senses, and our bond with nature.  This can help us manage our stress and wellbeing, as the more we are in tune with our own body, the more resourceful we become.   The ‘High Priestess’ who is a connection with the mysterious inner world can help us reflect on what is within our control and what we have to let go of in our lives. She also reminds us of the power of accessing and using our intuition for quick and clear decision making.  The ‘Temperance’ angel may prompt us to explore the function of feelings, what it means for emotional intelligence and working in harmony, cooperation and collaboration.  And the ‘Moon’ figure can inspire us to be comfortable in whatever phase we are in, and to operate in a VUCA world of volatility, uncertainty, complexity and ambiguity.
                                             
It may be a bit of a leap, but if we attend to our inner union of anima and animus, perhaps we can become more integrated and balanced, and help create a more balanced sustainable society.




Notes: 
Sharman-Burke J and Greene, L (1986), The Mythic Tarot, Random House. 
Special thanks to Cathy and Si , and Ray for their guidance. 

photos: via picks4world.com and own respectively
 

Friday, February 12, 2016

Can we talk about love here?


“Lovemarks" as initiated by Kevin Roberts, Chairman of Saatchi & Saatchi advocates that successful brands not only deliver great performance and generate high respect, but they create an intimate, emotional connection. These brands are not about mere transactions, but are about relationships and we embrace them passionately.

Marketers definitely understand the potency of the four- letter-L word to move product. Sunday‘s celebrated St. Valentine's day is a case in point.

Why though, are we ok with marketers talking of love, but rarely, if ever, use the term in board or team meetings, even if the conversations are about how to interact more effectively with each other and better serve clients?  Why with all the initiatives around engagement in the work place, or around organisational cultural change, love isn’t mentioned?

As in our romantic lives, maybe there is no need to say the word. It can be implicit;  in the vision, teamwork and why one turns up and does the work one does. However as also in the case of our romantic lives, there is potency in making it explicit. Naming it for what it is.

With its formalities, structures and unwritten rules, there are obvious challenges in talking about love in organisations. And with all its connotations,  one can just imagine the corridor conversations...


But in business and organisations 'love' means “a genuine compassion for humankind, with all that this implies”.  As human beings, we look to give and receive love in our interactions and actions. And this includes at work. The loving qualities of attention, acceptance and appreciation are at the core of our earliest childhood memories and at the heart of universal compassion.  

And we know it intuitively - and research confirms it. Barsade and O’Neill’s HBR article ‘employees who feel love perform better’ outlines their cross industry study which found that people who worked in a culture where they felt free to express affection, tenderness, caring, and compassion for one another­ were more satisfied with their jobs, committed to the organisation, and accountable for their performance. 

With the global values shift towards sustainability, developing workplace spirituality (of which I include love) is now considered to be a mainstream and pressing leadership topic.   This reflects the trend that we are drawn to organisations, as employees, clients and customers, which make decisions and conduct themselves in a way that cares for people and the world we live in.  We have examples from history, and there are new businesses emerging which are founded on such principles. There are also the likes of co-operatives, employee ownership organisations, mutuals, credit unions and sharing economy businesses, which offer different models of collective care.   And the growing interest of mindfulness in organisations, is helping us talk about, and practise open hearted curiosity and loving kindness.

Poet Kahlil Gibran wrote, ‘Work is love made visible.’ More now than ever,  leaders need to pay attention to our human desire to express this,  the emotional climate of their organisations and the meaning, values and structures which support it.

It takes a bold company to take these first steps and ask:

  • What is love for us in our organisation?

  • How do we embody it in terms of who we are as an organisation and what we do?








Notes:

Rewritten posting from 2012
Thanks to Gareth for creating the cartoon.


Tuesday, April 14, 2015

Interesting..Company Boredom Training?



Interestingly, there is this multinational company whose training explicitly explores boredom. They start with the scenario “You are at work. You have had no break.  What you are doing seems meaningless to you.  You notice an unpleasant feeling slowly rise within. Your mind wanders. You fidget. You reach for a sweet, crave a cigarette.  You want to escape, to be anywhere but here.  There is only one word for it.  You are bored”.

It may feel familiar to many of you.  

The leader goes on, talking from their own experience and says “ we want to do all we can to help reduce the likelihood of you being bored here, through the tasks we give you, embracing personal differences, caring about the environment we create for you and matching the right people with the right job. But you also have to take responsibility. And we are going to help you learn to do that. To listen to your boredom when it does arise – because there are benefits to be had”.
                               
Well I don’t know if this company exists (it was a daydream), but I do believe it should happen.

Boredom.   Described as one of the plagues of modern society* it affects our work and our lives generally.  Probably because we neglect it as an emotion ourselves, it has been considered the neglected emotion in research.  Or perhaps it is because it’s propping up a few industries. 
                                              
Mum wouldn’t let us say we were bored.  How can you be bored in this beautiful world she would say?   She has a point.  But it is common.  It may be inevitable.  And it exists for a reason. It can manifest itself in disengagement, dissatisfaction, disruption, destruction...and curiosity, creativity and change.  If we can learn to manage it, we can reduce its negative impacts. If we learn to listen to it, we can embrace its gifts.   As leaders who create the environment in which people perform, we have a particular responsibility to address it in our own lives and of the organisations we lead. 

Drawing on some of the research out there, we can...  

Task true: Too little, too much, are you getting the task level right?   Fisher (1993) distinguishes 3 ways tasks can create boredom.  We can actually not have enough work (quantitative underload). It can be repetitive and not utilise our skills (qualitative underload).  In the words of  organisational poet David Whyte*, “work, paradoxically, does not ask enough of us, yet exhausts the narrow part we bring to the door”.   On the other side of the spectrum, our tasks can also be so difficult and confusing we can’t hold our attention (qualitative overload).   I do wonder how many UN meetings suffer because the issues at hand are so complex, our leaders switch off, overloaded.

Care for the environment: We know from running leadership programmes that learning and performance is maximised when there is both high support and challenge. This is true also of the organisational environment. What are you doing to ensure this, in practical, intellectual and emotional terms? Furthermore, whether it is in the board meeting or on the factory floor, providing variation and opportunities for interaction, ensuring breaks and reducing red tape all serve to help.  And knowing the impact of social influence on perceptions, how are you and your peers talking about the work?

Embrace people difference: Boredom isn’t an attitude – it is transient, in that we can feel bored one moment and not the next.  We all have different boredom thresholds.  People likely to get bored more often may be amongst the most interesting;  they can be sensation seeking extroverts or be so fearful that they shut themselves off*. There are even those who take pleasure out of boredom*.  How does your recruitment cater for differences?  Being aware of our thresholds influences the work we choose.  Research done on medical and psychology practitioners, for example, distinguish between those higher sensation seekers who choose to work in crisis intervention situations (such as emergency rooms and rape crisis centres) and those peers who work in nonemergency settings*

Max the match:  It goes without saying boredom is less likely to happen when there is a good fit between the task and person.   Asking the psychologist used to working in emergency conditions, to go and work in the court probably isn’t the best fit.  However it is also about the match between the situation on offer and what the person wants.  If the psychologist sees what’s in it for them, that will help significantly.  What are you doing to help people understand the value of the work, to them?

Notwithstanding the importance of the above to reduce the likelihood of boredom, the challenge for ourselves is to actually hold our nerve to let the boredom exist and speak its wisdom.  Kiechell (1984)* noted bored executives often “start to bug people” by attempting to micromanage subordinates, or may be tempted to acquire another company just for the excitement.  So rather than channel our boredom in potentially unhelpful ways – if we can train ourselves to look at it mindfully, there are fruits to be had.

Mindfully, we learn to notice those feelings inside us when they arise.    We observe them with openness and non judgement, without reacting in our automatic familiar ways. Rather we sit with them, accepting their transient nature. And we listen to what they are trying to tell us to do.  This is because boredom is often a sign that we need to get curious. Something needs to change.

Listening to it from this mindful state, we have a greater chance of responding in a constructive way.  It could be we need to:

·   change activity...take a break, engage with others, go and do that more urgent task occupying our minds
·   ask for more or less support/ challenge and understand what’s ‘in it for me’
·   change our thinking - engage our ‘beginners mind’ to come into the situation afresh, think positively (for it is a beautiful world after all) about what we are grateful for in this moment, offer empathy and compassion to ourselves and others
·   change how we view the job to make it more interesting through new goal setting
·   have the courage to speak our truth and challenge the status quo with new ideas
·   commit to choosing a path that fulfils our own deepest needs and desires.

Interesting how many options there are in being bored.




Sources

Fisher, C. D. (1993). Boredom at work: A neglected concept. Human Relations, 46, 395-417.

Pekr, R; Goetz, T; Daniels, L. M.; Stupnisky, R. H.; Perry, Raymond P. (2010) Boredom in achievement settings: Exploring control – value antecedents and performance outcomes of a neglected emotion,
Journal of Educational Psychology, 102(3), 531-549

Footnotes *
                                                       
1. Klapp, O. (1986). Overload and boredom. New York: Greenwood Press. And Spacks, P. M. ( 1995). Boredom: The literary history of a state of mind. Chicago, IL: University of Chicago Press. Quoted in Pekr, R. et al (2010)

2  Whyte David, The Heart Aroused, Audio Book



5. Best C.L & Kirkpatrick, D.G. (1971) Psychological profiles of rape crisis counsellors,  Psychological reports, 40, 1127-1134 AND Irey, P.A.  (1974), Personality dimensions of crisis interveners vs academic psychologists, traditional clinicians, and paraprofessionals, unpublished doctoral dissertation, Southern
llinois University.  Quoted in Fisher (1993)

6.  Kiechell,W. (1984) Chairman of the bored, Fortune, March, 175-176. Quoted in Fisher (1993)

Image: From Ambro http://www.freedigitalphotos.net/images/agree-terms.php?id=10041391