Warning Signs of Trouble amidst Change

canstockphoto9138506All leaders should watch for the warning signs of trouble amidst change. They are easy to spot if you are paying attention. Each person affected by change should also pay attention to personal warning signs that you are having difficulty with change. It is sure a sure path to finding trouble.

Understanding the warning signs of trouble amidst change is critical to success. Just like road signs, they warn us of dangerous curves, road conditions, or construction zones lying ahead of us. If we fail to recognize and respond to them, we will experience the consequences.

This is the second blog in my series on Building Trust and Embracing Change. In today’s business environment, building trust with employees and helping them to embrace change are going to become critical factors of success. Building trust can be challenging because it requires time to develop. Constant change often erodes the ability to build trust.

Additionally, some people are not prone to like change causing additional challenges for leadership. It is important to recognize warning signs that indicate problems with building trust and embracing change. Whether you are in leadership or the one impacted by change, you should know some warning signs of trouble. They may be subtle, but indicate potential problems.

Here are some warning signs of trouble amidst change:

  • An initial sign of trouble often starts start with a sense of personal resistance. It is the sick feeling in the pit of the stomach or some similar physical reaction when one first hears change is on the way.
  • Personal resistance may be followed by anger. Psychologists often call this the first step in the grief process (Anger; Denial; Bargaining; Depression; Acceptance- If you find yourself in this cycle, it would be a good time to seek help.) Anger is a strong emotion with many underlying causes. It should not be left unaddressed.
  • A common reaction is quietness. It is a sign of caution and withdrawal. It is also a sign of disengagement that leads to lower buy-in and productivity when it extends over time. A further danger sign following quietness is a failure to seek understanding and ramifications of the coming change due to personal withdrawal.
  • As time passes, many people may experience resentment. Resentment always has a target in the organization. The target could be a person, or an idea. It can also lead to bitterness or passive-aggressive tendencies that erode trust. It is not always visible to the target and may subconscious. In some cases, subconscious resentment may be felt by, and visible to, the target destroying trust and opening the door to retaliation.
  • If change does not make sense, some people begin asking multiple questions. This can be due to one’s desire to better understand the reasons for change or simply to reconcile inconsistencies not addressed in the explanation. The questions may take the form of gossip and speculation. This often results is alliances or coalitions organized against the change leaders or the change itself.

Each of these feelings and behaviors are warning signs of trouble and become a distraction if not actively addressed. Early intervention is critical. Awareness of a problem is the first step to addressing it. A common approach by leadership is the belief that, “They will get over it.” Yes, they may, but not without cost.

Can you add some other warning signs of trouble amidst change? 

Building Trust and Embracing Change

Build Trust and Embrace Change
Building Trust

Moving organizations forward requires focus on building trust and embracing change. Whether you are in a formal leadership role or part of the team, you can play a significant role. If you under mind trust or resist change, you become the problem.

Trust and change are two factors of any organization that wants to be relevant. The world is dynamic and change is constant. Stable jobs become temporary positions, team leaders become temporary bosses, and companies experience mergers, acquisitions, divestitures, or reorganizations.

It is bound to happen. One day your stable life will be upset by someone else’s decision. Whether or not it is a good or bad decision partially depends more upon how you respond to it.

This is the first in a series of blogs that will examine the issue of building trust and embracing change. My hope is that it will help prepare you for the next change you face. Whether you are in top leadership or delivering the office mail, I hope you will find this series helpful. I invite you to join in the conversation by posting a comment.

Addressing the need to build trust and embracing change will becomes more important as society dictates both frequent and quick change. Today’s hot topics become tomorrow’s antiquity. There are so many variables in today’s business climate that that some people are abandoning formal business, strategic, and operating plans. They just point the way and see if they can get there first. Change happens so quickly that your good idea already someone else’s product. While this might seem defeating, I propose that the best way to embrace change in any organization is to first build trust and help your entire team embrace change. Change may be an opportunity, but it is also the new necessity.

There is much written about how to drive and facilitate change. These positive approaches can be very helpful. This series of blogs will take a different tract. I will cover the topic of building trust and embracing change by addressing various challenges and difficulties associated with change. They include:

  • Warning Signs of Trouble amidst Change
  • Improve Trust to Support Business Change
  • How to Prepare for Emotional Loss Due to Business Change
  • How to Deal with Fear of the Future Due to Business Change
  • Take Time to Acknowledge Ideas amidst Business Change
  • No Time to Change
  • (Open topic for reader input)
  • Influence Change by Taking Your Stand

Anyone can put together a positive strategy for change, but they also need to be prepared to deal with difficulties of change when not everyone is on board. Whether you are leading change or being asked to embrace change, I will suggest some strategies and ideas in this series of blogs to help you build trust and embrace change. I hope your next change will lead to the best possible outcome.

What is the biggest challenge you face in building trust and embracing change?

Consider the Value of Difficult People

Man on Cliff canstockphoto13401191Consider the value of difficult people when you adjust your personal perspective toward them. In an ideal world, you always get to pick ideal candidates when building your team. In the real world, this is not the case. Rather, you either inherit your team, or discover the reality after they come on board. You get the good, the not so good, and the downright undesirables. Your ability to lead and work with your undesirables often starts with your ability to consider the value of difficult people.

In reality, most of us do not get to choose with whom we must work. Rather than making the best of a bad situation, take steps to turn it into a great situation.

The most popular quote I hear about building a team is from Jim Collins. You have to get the right people on the bus. I seldom hear the second principle that Collins espouses.You have to get them on the right seat.

It is a great principle. I have heard the quote to justify changes and terminating existing employees. Ideally, you get to drive your bus and monitor it at the same time. You control the door and carefully control whom you allow on your bus and where your riders get to sit. You get to stop and let people off your bus at locations that are convenient to you. Many problems can simply be solved by adding, shifting, or dismissing the people you invite on your bus. The theory is perfect, the application is difficult.

At some point, policies, protocol, budgets, contracts, culture, projects, and superiors all seem to get a say in who gets a seat on your bus. You might find yourself in a bad situation whereby you simply have to make the best of a bad situation. Many leaders, and non-leaders, find themselves stuck working with people they would rather see disappear. Your first preference may be to see the wrong people go away, but is it always the most beneficial?

Here are four ways to consider the value of difficult people:

  • Build Your Character: The first reason is personal. Sometimes it takes a character to build character. Many careers are cut short because of one’s inability to deal with difficult people. If you cannot figure out a proper response and reflect it in your good character, you may be the one management views as the problem. Building personal character is a life-long process, so you should start today.
  • Discover Opportunity: While others may be gossiping or criticizing the difficult person, your ability to rise above the fray can create an opportunity for you. Become the person who solves problems despite obvious challenges. You may not just help find the solution, but also grow your positive reputation.
  • Grow and Learn: While never easy, dealing with difficult people will provide you plenty of learning opportunities. You should be able to leverage your personal growth and expand your influence. View difficult people as an opportunity to stretch into new areas of learning.
  • Invest Yourself: I like to think everyone is redeemable, even though not everyone may support the idea. Once people get the label of being a miserable person, it is difficult for them to shake it. People will give up on them limiting their opportunities. This becomes your opportunity to help them, despite their behavior. They may not appreciate it, but even a word of support while they are absent can improve other people’s attitude toward them.
  • Avoid Keeping Score: Even though you go out of your way to help someone, do not keep score. Let your help be unconditional so they do not become a further distraction to you. Keeping score creates realized and unrealized expectations that the difficult person may have no intention of repaying. Setting expectations give them power you do not want them to have. Give freely and avoid worrying about results.

Consider the value of difficult people as a strategy to help them rather than undermining or avoiding them. Finding mature and honest ways to address their issues help them become valuable contributors making it difficult for others to dismiss them.

Do you agree or disagree with the premise of this blog that we should consider the value of difficult people rather than dismiss them?

Managing Workplace Boredom

iStock_000019604683XSmallA real challenge for any manager is managing workplace boredom. The very words sound like an insult. It is easy to view employee boredom as a commentary on your leadership. The mantra of the American work ethic is “always appear busy.” Failing to do so could lead to more work or no job. Employees want to hold on, grab on, or lean on anything that will keep them out of the unemployment line. Who can blame them?

Workplace boredom typically happens when people lose their passion for their work, become entangled in numbing non-productive routines, or lack sufficient challenge. It rarely has anything to do with busyness.

Many employees fear having to admit their bored to their boss. The word boredom is usually equated with lacking things to do. Therefore, a common solution to managing employee boredom is to delegate more duties. The answer for many managers is to keep their employees so busy that they don’t have time to feel bored. This is unfortunate because it robs the employee of achieving their best work and the organization from capturing their full contribution.

Companies appear eager to find and eliminate cost that does not drive bottom line results. Yet, a bored employee, with a self-preserving attitude, cannot fully contribute to the bottom line results. Consider how the following signs of boredom limit organizational results.

  • Withholding information to position themselves as being indispensable to the organization.
  • Taking non-direct routes back to their workspace when returning from a lunch or break.
  • Excessive use of texting or phone calls with family or friends (obviously difficult to determine and manage.)
  • Frequent absences from their workspace or a lack of engagement in teamwork.
  • Excessive complaining about things they cannot directly change.

Each of these behaviors detracts from a culture of success and does exponential damage. Therefore, it should be easy to see why managing workplace boredom is a crucial responsibility for every manager.

In general, there are three approaches to managing employee boredom. Which one sounds the most promising?

  1. Add more work to bored employee’s workload. Busy hands are happy hands. If employees have enough to do, they will not have time to feel bored. They will get more done if they are working and everyone will be happy in the end.
  2. Provide something that will encourage non-boredom. This includes everything imaginable that is done by others to motivate better behavior. Some of the most common are providing better working environments, creating special days that are fun or entertaining, more training, more affirmation, clearer goals, better alignment, etc.
  3. Provide opportunities that are self-motivating and intellectually challenging. Help your employees by determine their personal motivations and create a culture that allows them to solve issues or create better ways to accomplish organizational objectives.

Admittedly, each approach has merit on its own. The easy response is to do all three to one degree or another depending upon the circumstance or person. If you had to pick one approach, which would you choose? Why would you choose it? Here is my short response.

Number three holds the best promise to combat boredom. It respects each employee because you take their motivations, ideas, and competencies into account. It promotes initiative by allowing creativity. It encourages enthusiasm because it gives a sense of freedom.

Option number one only works when employees truly love what they do and simply need more of it. Studies show far more people dislike their job than love it.

Option two puts the burden on the manager, not the employee. While there are inherent benefits to providing the best work environment possible, it is impossible to meet every need that will make an employee happy.

Managing employee boredom should not be viewed or interpreted as a personal insult, but a challenge. Creating a workplace culture that encourages intrinsic motivation and requires intellectual challenge will always produce the best results for the employee, manager, and the organization. It may be difficult to initially identify a bored employee. They have become experts at hiding it.

What do you believe is the best approach to managing workplace boredom?

Have a Solution to Every Problem

No one likes to hear complaining or work with problem mongers who appear predisposed to pointing out problems and complaining when they do not agree. They drain resources, creativity, and emotional reserves. The easy solution is to decree, “If you bring up a problem, you must also present a solution”. But does the requirement to have a solution to every problem really realistic in today’s environment?

In our era of complex problems and change that often requires teamwork and collaboration, requiring someone to have a solution to every problem may be a relic of the past. While we do want people to have positive and constructive attitudes and behaviors, we cannot allow this tired mantra to dominate our culture of success if we are to keep up in the world.

Have you ever found a problem or became concerned about an issue, but were afraid to surface it? Have you worked with people who simply did not tolerate negativity or cautiousness in their exuberance to push forward? Have you experienced retribution in your past that causes you to holdback even when you believe your thoughts or observations are relevant?

Non-assertive introverts are particularly susceptible to holding back. This relic concept that you must have a solution to every problem provides a convenience excuse. History provides a reason not to speak up when there are repercussions of how management punished people when they spoke up.

In the world of innovation, there is a common adage that it is better to fail fast than to continuing to pursue bad ideas. In the world of emergency management, those who sound the alarm receive praise even though they do not have the direct ability or resources to solve the problem. Where I live, it is a crime to observe someone in peril and not render assistance. Yet, in business, we require people to have a solution to every problem.

While we do want to discourage whining or complaining, we do not want to discourage good intentions. In so doing, we likely miss opportunities or fail to avoid problems. I propose that it is far better to encourage people to share their concerns even when they do not have a clue about solving it. So how do you create a culture that allows people to speak up?

Lead by example: Present your own concerns or observations and ask your team for their input.

Ask good questions: Here is a simple list of questions that will encourage people to open up.

  • What do you think about what we are considering?
  • Do you have any concerns about the decision?
  • Do you think we are missing anything?
  • How do you feel about the direction we are going?

Listen responsively: Practice attentive listening whenever someone is stepping out and voicing their opinion.

Show appreciation: While you may not see the logic or share their concerns, you can appreciate the person for taking their time to voice their opinion. If their concerns point out a real problem, be sure to thank and acknowledge them in an appropriate manner.

With the exponential increase of how fast things change, it is more important than ever before to create an organizational culture that does not require someone to have a solution to every problem. You will be far better off by creating a culture that invites people to speak up even when it is uncomfortable or inconvenient.

What reasons can you offer to eliminate the requirement to have a solution to every problem?

Save Time with Teamwork

One of the things I miss about large corporate life is the camaraderie and teamwork. In other words, I miss the people and the resources they represent. As life gets busy and more demanding, a good team is imperative to success. While teammates may pose some drama from time-to-time, you should save time with teamwork.

Teamwork is as common of word in the business world as recess is to an elementary school child. And yes, at times, teamwork and recess may appear to have more in common than words like communication, production, or bottom-line.

Everybody needs to be part of a team. We simply aren’t good loners, nor are “going-it-alone” strategies successful. The world’s challenges and demands are too complex. Your team may not always appear to be ideal at the beginning or during a season of collaboration, but may turn out to be your key to timely success.

Not all teams appear ideal. Back in the day when I was involved in youth summer camps, we inevitably played Tug-of-War. The one fat kid always volunteered to anchor the rope and started kicking his heels into the ground to gain leverage with the pride of a sumo-wrestler. The rest would find places on the rope and begin positioning to get a good start as the referee attempted to keep the rope centered over the pit. The game began and everyone pulled together. Regardless what we thought of our team or our chances, we were all in it together.

Each year, someone would shout, “Let’s play boys against girls.” As guys, we always thought this was an awesome idea. As we considered our team, we believed our prospect of victory was solid as we peered down the rope to all the girls on the other side. With confidence building, we failed to notice how many girls were on the other end of the rope. We quickly realized after the whistle sounded that many hands make light work. There must have been twice the hands. It was as if we were pulling against a Chevy pickup as they began to pull us into the pit. In Tug-of-War, numbers and beauty always defeated brawn and optimism.

Just as the girls made quick work of us, you can save time with teamwork. Remember the four “A’s” of customer service: Acknowledge, Appreciate, Affirm, and Assure. I think these are just as applicable to being a good team leader or teammate.

As I look back on times when I formerly worked with other people, I believe the following three things were most valuable.

  • Friendship and encouragement
  • Knowledge and problem solving
  • Help and support

Not much really needs to be said about these three areas. They seem to speak for themselves.

I received a nice call from a former colleague the other day who simply wanted to say hello. It was a great reminder of the value of the team and a painful reminder of how much time I could be saving if she was still on my team.

How do you save time with teamwork?

Self-Imposed Traps that Limit Teamwork

The ability to work on a team is a core work skill. Teamwork is critical to solving many of today’s complex problems. Your ability to avoid self-imposed traps that limit teamwork should be carefully considered to become a more successful team player.

Teams work well when a group of people come together to work on a common project or problem in a constructive and efficient manner. This only happens when each team member does his or her part.

When I need some downtime, I often find myself watching nature shows that involve beautiful scenery and wild animals. I am drawn to these shows due to the scenic backdrops more than the plight of the animals. I found myself watching one such show recently where a team of researches went into a large valley in Asia to catch a rare and illusive mountain cat. It was a vast valley where they were able to set only a single trap before nightfall. They admitted their long-shot hopes of success, but gave it a try anyway.

They dissented to their base camp and tuned in their radio receivers that would indicate movement at the trap site. Amazingly enough, the alarm went off in just a couple hours. One group hurriedly got up and began their accent back up the mountain to investigate. To their amazement, they trapped their prey. The show continued in a predictable fashion as they completed their research, attached a tracking collar, and completed their work with its safe release.

The story reminds me how easy it is to step in it. In this case, it was an animal trap. On teams, it may be a plethora of other traps. They can be set by other people who selfishly seek their own agenda or by ourselves when we lower our guard. I want to share my three self-imposed traps that limit teamwork.

  1. Circumstances:  There is no such thing as a perfect circumstance or situation. People are simply not perfect. I often think to myself that if I could ever find the perfect situation, I should avoid it. Since I am not perfect, why would I want to mess it up for others? Avoiding the trap of circumstances require us to focus on the positive aspects of the team and carefully step around or through the negative ones.
  2. Expectations:  Everyone has expectations they hope to realize. Expectations can set for self, others, or the outcome of the group. Some are conscious and others more subconscious. Expectations that focus on the good of others and help the team perform at a higher level are typically good. Avoiding the trap of expectations require us to control self-serving expectations that have negative consequences on the team.
  3. Emotions: When you care about a cause or mission, it is easy to jump in with everything you have including your mind, will, and emotions. This is good, except when you begin operating out of emotion rather than a well-balanced approach. Rising tensions on a team due to disagreement or disharmony is often first seen through emotions. Avoiding the trap of emotions require us to see our emotions as signposts of our hearts and taking early action to recognize what is going on inside us that will limit our influence on the team.

Take the time to identify these traps before you engage in activities with your team. With a little advanced thought and preparation, you should be able to avoid some of the more common or visible traps such as these three.

What are some of your self-imposed traps that limit teamwork?

Writers Note: I have been absent from this blog due to writing training classes, two separate spring breaks, and some personal illness. I appreciate the kind comments I receive from you and look forward to many more interactions as I try to jump back into the grove.

Choose Your Words Carefully

Whatever your mission or cause, if you need the help of other people, you should choose your words carefully to gain their support. Our ultra-sensitive world pays attention to our language.  If you choose the right words, you increase the chance of gaining cooperation.  If you choose the wrong words, you tend to spark conflict.

Many of the current challenges in today’s society are complex.  We face complex issues at home, work, balancing schedules and demands, the expectations of others, as well as our own psychological, spiritual, and emotional baggage.  We may begin thinking life can be navigated alone, but we soon realize that we need each other.

We all need a team if we are going to successfully navigate the challenges we take on or cannot avoid.   Everyone has a need for community, or relatedness.  As human beings, there is something deep within us that seeks the company of others.  As we become more aware of the complexity of our world, teamwork is more important than ever before, especially with the reality of vocational specialization.  As individuals, we simply do not have the knowledge or ability to solve complex problems.

Therefore, it is important to build your team.  This team can take many forms for different purposes.  Regardless of the team you need to assemble, or join, your first step will always be the same.  You need to choose your words carefully.

When a group of people come together, there are several steps that must happen for people to jell.  Leaders need to emerge, roles need to be assumed, values and norms need to be established, outcomes need to be agreed upon, and guidelines need to be established.  Consciously or sub-consciously, there is a lot going on in the formation of any team or group.  This is the reason you must choose your words carefully.

For example, some people have a natural tendency to be polarizing.  They like to debate issues and take strong positions on politics, religion, or some value they hold dearly.  These people are important to any group because they help remind us of our boundaries of right and wrong.  They also remind us that we cannot always choose to sit on the fence.  They play an important role on our team, yet their input often gets ignored or debated because of their strong opinions and forceful communication style.  Without the proper understanding, appropriate communication skill, and understanding of group dynamics, these people often limit their own influence.

Writing can also be another huge challenge.  Have you ever written an angry e-mail?  Have you ever placed too much faith in the spell-checker in your word processor?

Recently, I attempted to type the word, “emulate”.  I wanted to convey the importance of looking toward people worthy of respect and imitating, or learning, from their example. As I carefully proofed my document, I noticed I substituted the word, “immolate.”  The word was not highlighted as a spelling error, yet I did not know its meaning.  I sought the dictionary definition and discovered, to my horror, its true definition.  “Kill or offer as a sacrifice, especially by burning.”  This was definitely not the idea I wanted to convey toward people I admire.

The ability to choose your words carefully is an important skill in order to work together in a manner to solve complex problems.  It is also important if we are going to satisfy our need for human relatedness.  I will share throughout this month some of the lessons I have learned to build my teams.  I welcome your comments about things you have learned as well.

What is the most important element to building or joining a team?

Make Work Fun by Expanding Your Perspective

In today’s job market, it is important to continually find ways to add value to your organization.  You should be able to point to weekly, monthly, and quarterly accomplishments if you desire to find meaning and purpose in your work.  The alternative is boredom, long-days, tedious, arduous, and pointless labor.  By expanding your perspective at work, you will identify the opportunities and challenges that will make work fun.

Border wars are not only a challenge of the US Border Patrol, but also for those who must negotiate intra-company silos created by hierarchical levels, departments, or professional sub-cultures.  By expanding your perspective at work, you may be able to offer valuable solutions.

How much profit, creativity, and opportunities are lost to interdepartmental wars?  Can you find an opportunity by taking the role of peacemaker, ambassador, or reconciler?  These are roles that you earn over time, not simply assume.  Through your consistent open attitude, authentic inquiry, and graciousness responses, you will start to be accepted by other people beyond your individual silo.  It will take patience and perseverance for other people to begin to see you as a worthy and trustworthy source.

Each group within your organization is responsible for their own set objectives and goals.  Ideally, these groups should work together to accomplish work for their mutual benefit.  Unfortunately, best intents bump into each other creating an atmosphere of misunderstanding, not cooperation.

Here is your opportunity to stand out and find new challenges that can make work fun by employing a practical strategy using the acronym RULES.

  • Reach out and initiate conversation.  Ask and offer nothing other than friendship.  Find some common ground, like football or shopping, and build rapport.  Your goal is to increase your approachability.
  • Understand their culture, language, challenges, and issues.  Listening for understanding is a critical if to expanding your perspective beyond your immediate silo.  Over time, you will get a sense of their unique challenges.
  • Learn about issues and challenges you uncover or suspect. Without acting like a “know-it-all”, learn more about their silo.  Borrow a trade or professional magazine over the weekend and return it on Monday morning.  Show genuine interest by engaging in conversation regarding an issue you find interesting.
  • Evaluate their issues from your outsider’s perspective as you learn more about their unique challenges.  While you may not have the depth of understanding to solve a technical problem, you may have insight into socials, cultural, or organizational issues.
  • Solve a problem by offering thoughtful solutions.  It is important to be available and responsive if and when someone from another silo approaches you.  Waiting for them to initiate the conversation will increase the odds that they are at a teachable moment.  You must never force solutions if you are going to earn the role of peacemaker, ambassador, or reconciler.

RULES can be helpful because they provide both direction and boundaries.  When you seek to expand your perspective to become a value-adder, it is important to not over-extend yourself, guess, or allow people to take advantage of your kindness.  You still have a core job to do.  Seeking to help others may create the challenges and personal rewards to make your job more fun, help other people, and benefit your organization.

How have you added value in another silo?

Motivating Your Team with Proper Perspective

You may find that motivating your team with proper perspective can be a frustrating task. You set expectations and define goals. You encourage the team toward higher levels of performance, hold your breath, and hope for the best. If the situation is right, you may even jump in and lend a hand to show moral support and a positive example. It is rewarding when it works, but frustrating when they fall short. There are many reasons attributed to poor performance. One reason we often forget is lack of perspective.

Perspective broadens personal horizons and challenges us to try something new, humble ourselves, demonstrate a bit of graciousness, and perhaps take a risk. Without perspective, we tend to become egocentric and forget those around us.

I propose two main reasons for an improper perspective.

First, our limited understanding and experience of our broader world

During a recent post-game interview, Coach George Karl, of the NBA Denver Nuggets, let the world know what he felt about his team. He described them as arrogant and immature after a loss to the Minnesota Timberwolves. About two weeks later, Karl responded to the team’s loss to the lowly Washington Wizards. They slapped us and embarrassed us. The Wizards were the NBA’s worst team at the time of this loss. Karl was not happy with the team’s performance.

According to ESPN, the Denver Nuggets are the league’s third youngest team averaging less than 25 years of age with the average payroll exceeding $4.3 million. Karl’s comments make sense to me. I too was immature before age 25 and I am quite sure arrogance would have described my behavior if my annual salary exceeded $4 million.

Second, selfish pursuits leading to an inflated view ourselves

We learn to think of ourselves as winners, capable of almost anything we can picture. A positive perspective is very helpful, but it may turn detrimental if that leaves you feeling a sense of false superiority. Feelings of superiority skew perspective and ultimately limit performance. At some point, everyone finishes second in a two-person race. If self-identity is based upon winning, this leads to a letdown.

Feelings of superiority are common. How many people would admit that they are in the bottom half of performers in their organization unless they were truly unhappy with their situation? Yet, without a sense of humility, our perspective becomes skewed. We see the world through the limited vision of our own eyes and begin to interpret our surroundings in a manner that best fits our perception.

If you want to increase personal performance, you must expand your perspective as well as your team. You need to break out of the rut of your own ideas and make inquiry into the broader world and develop a proper self-image.

As a manager or leader, one fundamental responsibility is to keep everyone’s focus on the right perspective. There are many ways to do this, but they must start with a view of the world that goes beyond our four walls and having a proper view of oneself.

How does your perspective impact your motivation?