Tag Archives: change leadership

Making Innovation the Way We Do Business (easy as ABC)

Making Innovation the Way We Do Business (easy as ABC)

GUEST POST from Robyn Bolton

“We need to be more innovative.”

How many times have you said or heard that? It’s how most innovation efforts start. It’s a statement that reflects leaders’ genuine desire to return to the “good ol’ days” when the company routinely created and launched new products and enjoyed the publicity and growth that followed.

But what does it mean to be more innovative?

Innovation’s ABCs

A is for Architecture

Architecture includes most of the elements people think of when they start the work to become more innovative – strategy, structure, processes, metrics, governance, and incentives.

Each of these elements answers fundamental questions:

  • Strategy: Why is innovation important? How does it contribute to our overall strategy?
  • Structure: Who does the work of innovation?
  • Process: How is the work done?
  • Metrics: How will we know when we’re successful? How will we measure progress?
  • Governance: Who makes decisions? How and when are decisions made?
  • Incentives: Why should people invest their time, money, and political capital? How will they be rewarded?

When it comes to your business, you can answer all these questions. The same is true if you’re serious about innovation. If you can’t answer the questions, you have work to do. If you don’t want to do the work, then you don’t want to be innovative. You want to look innovative*.

B is for Behavior

Innovation isn’t an idea problem. It’s a leadership problem.

Leaders that talk about innovation, delegate it to subordinates and routinely pull resources from innovation to “shore up” current operations don’t want to be innovative. They want to look innovative.

Leaders who roll up their sleeves and work alongside innovation teams, ask questions and listen with open minds, and invest and protect innovation resources want to be innovative.

To be fair, it’s incredibly challenging to be a great leader of both innovation and operations. It’s the equivalent of writing equally well with your right and left hands. But it is possible. More importantly, it’s essential.

C is for Culture

Culture is invisible, pervasive, and personal. It is also the make-or-break factor for innovation because it surrounds innovation architecture, teams, and leaders.

Culture can expand to encourage and support exploration, creativity, and risk-taking. Or it can constrict, unleashing antibodies that swarm, suffocate, and kill anything that threatens the status quo.

Trying to control or change culture is like trying to hold water in your fist. But if you let go just a bit, create the right conditions, and wait patiently, change is possible.

Easy as 123

The most common mistake executives make in the pursuit of being “more innovative” is that they focus on only A or only B or only C.  But, as I always tell my clients, the answer is “and, not or.”

  1. Start with Architecture because it’s logical, rational, and produces tangible outputs like org charts, process flows, and instruction manuals filled with templates and tools. Architecture is comforting because it helps us know what to do and how.
  2. Use Architecture to encourage Behavior because the best way to learn something is to do it. With Architecture in place (but well before it’s finished), bring leaders into the work – talking to customers, sharing their ideas, and creating prototypes. When leaders do the work of innovation, they quickly realize what’s possible (and what’s not) and are open to learning how to engage (behave) in a way that supports innovation.
  3. Leverage Architecture and Behavior to engage Culture by creating the artifacts, rituals, and evidence that innovation can happen in your company, is happening and will continue to happen. As people see “innovation” evolve from a buzzword to a small investment to “the way we do business,” their skepticism will fade, and their support will grow.

Just like the Jackson 5 said

ABC, It’s easy a 123

Architecture, behavior, culture – they’re all essential to enabling an innovation capability that repeatedly creates new revenue.

And while starting with architecture, building new leadership behaviors, and investing until the culture changes isn’t easy, it’s the 123 steps required to “be more innovative.”

Image credit: Wikimedia Commons

What's Next - New York City on November 17 2022

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Four Things You Need to Succeed in The Good Place

Four Things You Need to Succeed in The Good Place

GUEST POST from Robyn Bolton

You have, no doubt, seen the design squiggle. The ubiquitous scribble is all loopy and knotty in the beginning until it finally sorts itself into a straight line by the end.

It illustrates the design process – “the journey of researching, uncovering insights, generating creative concepts, iteration of prototypes and eventually concluding in one single designed solution” – and its elegant simplicity has led it to be adopted by all sorts of other disciplines, including innovation.

But when I showed it to a client, her immediate response was, “It’s Jeremy Bearimy!”*

Wha????

And that is how I discovered The Good Place, a sitcom about four humans who die, go to The Good Place, and struggle to learn what it means to be good.

The show, created by Michael Schur of The Office and Parks and Recreation fame, is a brilliant treatise on ethics and moral philosophy. It also contains valuable wisdom about what innovators need to succeed.

Questions

With all due respect, “It’s the way it’s always been done” is an excuse that’s been used for hundreds of years to justify racism, misogyny…

Tahani Al-Jamil

This quote was a gut punch from the show’s fourth and final season. As innovators, we often hear people ask why change is needed. “If it ain’t broke, don’t fix it!” they proclaim.

But sometimes it is broke, and we don’t know it. At the very least, it can always be better.

So, while “it’s the way it’s always been done” at your company probably (hopefully) doesn’t include racism, misogyny, sexism, and other genuinely horrible things, framing the status quo as an enabler of those horrors is a harsh wake-up call to the dangers of an unquestioning commitment to continuing to do things the way they’ve always been done.

Decisions (not just Ideas)

If you’re always frozen in fear and taking too long to figure out what to do, you’ll miss your opportunity, and maybe get sucked into the propeller of a swamp boat.

Jason Mendoza

Even though Jason Mendoza is the resident idiot of The Good Place, he occasionally (and very accidentally) has moments of profound insight. This one to a situation that innovators are all too familiar with – analysis paralysis.

How often do requests for more data, more (or more relevant) benchmarks, or input from more people slow down decisions and progress? These requests are rarely rooted in doubt about the data, benchmarks, or information you presented. They are rooted in fear – the fear of making the wrong decision, being blamed or shamed, and losing a reputation or even a job.

But worse than being wrong, blamed, shamed, or unemployed is missing an opportunity to radically improve your business, team, or even the world. It’s the business equivalent of getting sucked into the propeller of a swamp boat.

Actions (not just decisions)

In football, trying to run out the clock and hoping for the best never works. It’s called “prevent defense.” You don’t take any chances and just try and hold on to your lead. But prevent defense just PREVENTS you from winning! It’s always better to try something.

Jason Mendoza

Jason does it again, this time invoking a lesson learned from his beloved Jacksonville Jaguars.

Few companies publicly admit to adopting a prevent defense, even though most companies engage in it. They play prevent defense when they don’t invest in innovation, focus exclusively on maintaining or incrementally improving what they currently do, or confine their innovation efforts to events like hackathons and shark tanks.

Incremental improvements and innovation theater keep you competitive. But they won’t get you ahead of the competition or make you a leader in your industry. In fact, they prevent it by making you feel good and safe when you’re really just running out the clock.

Perseverance

Come on, you know how this works. You fail and then you try something else. And you fail again and again, and you fail a thousand times, and you keep trying because maybe the 1,001st idea might work. Now, I’m gonna and try to find our 1,001st idea.

Michael

It’s hard to explain this quote without sharing massive spoilers, so let’s just say that The Good Place is an experiment that fails. A lot.

But it’s also an experiment that generates profound learning and universe-altering changes, things that would not have been possible without the failures.

Yes, smart innovators know when to kill a project. They also know when to try one more time. Wise innovators know the difference.

One final bit of wisdom

Innovation is hard. You will run into more resistance than expected, and things will rarely work out as planned. As long as you keep trying and learning, you won’t fail.

To paraphrase Jason Mendoza (again), you’re not a failed innovator, you’re pre-successful.

*For those of you who are, like I was, unfamiliar with Jeremy Bearimy, here’s a clip explaining it (WARNING: SPOILERS)

What's Next - New York City on November 17 2022

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3 Ways to Get Customer Insights without Talking to Customers

3 Ways to Get Customer Insights without Talking to Customers

GUEST POST from Robyn Bolton

Most of my advice to leaders who want to use innovation to grow their businesses boils down to two things*:

  1. Talk (and listen) to customers
  2. Do something

But what if you don’t want to talk to customers?

After all, talking to customers can be scary because you don’t know what they’ll say. It can be triggering if they say something mean about your product, your business, or even you as a person. It can be draining, especially if you’re an introvert.

Plus, there are so many ways to avoid talking to customers – Send a survey, hire a research firm to write a report, invoke the famous Steve Jobs quote about never doing customer research.

Isn’t it just better to stay tucked away in the office, read reports, state opinions as if they are facts (those opinions are based on experience, after all), and make decisions?

Nope.

It is not better. It is also not safer, easier, or more efficient.

To make the best decisions, you need the best data, which comes from your customers.

But that doesn’t mean you need to talk to them to get it.

The best data

The best data helps you understand why your customers do what they do. This is why Jobs to be Done is such a powerful tool – it uncovers the emotional and social Jobs to be Done that drive our behavior and choices (functional Jobs to be Done are usually used to justify our choices).

But discovering Jobs to be Done typically requires you to talk to people, build rapport and trust in a one-on-one conversation, and ask Why? dozens of times so surface emotional and social JTBD.

Luckily, there are other ways to find Jobs to be Done that don’t require you to become an unlicensed therapist.

Observe your customers

Go where your customers are (or could be) experiencing the problem you hope to solve and try to blend in. Watch what people are doing and what they’re not doing. Notice whether people are alone or with others (and who those others are – kids, partners, colleagues, etc.). Listen to the environment (is it loud or quiet? If there’s noise, what kind of noise?) and to what people are saying to each other.

Be curious. Write down everything you’re observing. Wonder why and write down your hypotheses. Share your observations with your colleagues. Ask them to go out, observe, wonder, and share. Together you may discover answers or work up the courage to have a conversation.

Quick note – Don’t be creepy about this. Don’t lurk behind clothing racks, follow people through stores, peep through windows, linger too long, or wear sunglasses, a trench coat, and a fedora on a 90-degree day, so you look inconspicuous. If people start giving you weird looks, find a new place to people-watch.

Observe yourself

Humans are fascinating, and because you are a human, you are fascinating. So, observe yourself when you’re experiencing the problem you’re hoping to solve. Notice where you are, who is with you, the environment, and how you feel. Watch what you do and don’t do. Wonder why you chose one solution over another (or none).

Be curious. Write down everything you did, saw, and felt and why. Ask your colleagues to do the same. Share your observations with your colleagues and find points of commonality and divergence, then get curious all over again.

Quick note – This only works if you have approximately the same demographic and psychographic profiles and important and unsatisfied Jobs to be Done of your target customers.

Be your customer

What if your business solves a problem that can’t be easily observed? What if you don’t have the problem that your business is trying to solve?

Become your customer (and observe yourself).

Several years ago, I worked with a client that made adult incontinence products. I couldn’t observe people using their products, and I do not have important (or unsatisfied) Jobs to be Done that the products can solve.

So, for one day, I became a customer. I went to Target and purchased their product. I went home, wore, and used the product. I developed a deep empathy for the customer and wrote down roughly 1 million ways to innovate the product and experience.

Quick note – Depending on what’s required to “be your customer,” you may need to give people a heads up. My husband was incredibly patient and understanding but also a little concerned on the day of the experiment.

It’s about what you learn, not how you learn it

It’s easy to fall into the trap of thinking there is one best way to get insights. I’m 100% guilty (one-on-one conversations are a hill I have died on multiple times).

Ultimately, when it comes to innovation and decision-making, the more important thing is having, believing, and using insights into why customers do what they do and want what they want. How you get those insights is an important but secondary consideration.

* Each of those two things contains A TON of essential stuff that must be done the right way at the right time otherwise, they won’t work, but we’ll get into those things in another article

Image Credit: Pixabay

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Reset and Reconnect in a Chaotic World

Reset and Reconnect in a Chaotic World

GUEST POST from Janet Sernack

Meeting face to face, for a lovely lunch recently, with a coaching colleague, we were both shocked to discover how stressed and anxious we were feeling about being asked to deliver live workshops and face-to-face coaching to clients once again.

We shared how emotionally, mentally, and physically overwhelmed we felt, despite having decades of knowledge, experience, and skills in being able to deliver deep learning programs and face-to-face coaching sessions, about doing live gigs again! We also agreed, that despite the range of largely effective emotionally intelligent coping strategies we developed to help ourselves and our clients self-regulate, self-manage, to better adapt to the pandemic-imposed work-from-home restrictions that the past two and half years of working, alone, and in isolation, online, had taken its toll.

We acknowledged and accepted that we along with many of our clients were all suffering from elevated levels of stress, discomfort, and anxiety. We then agreed that it was time to focus on exploring how to better help ourselves and our clients reconnect and reset by enabling them to create states of well-being, emotional agility, and mental fitness, where they can feel good, can function well, and be effective and innovative in an increasingly chaotic world.

To seek new ways of enabling ourselves and our clients to deal effectively with a range of unresourceful feelings including helplessness, powerlessness, and fearfulness about an uncertain future. 

We noticed that these feelings often caused many of our clients to contract and freeze, and become immobilised as a result of what we describe as a “bubble” of self-induced silo-based behaviours. That often evolved into extreme self-centeredness, and unconscious selfishness, which ultimately increased their feelings of isolation and loneliness, and lack of belonging, resulting in defensive and avoidant behaviours, in what is becoming an increasingly chaotic world.

How are these ways of being and acting impacting organisations?

Partnering in a wide range of online global coaching sessions, we noticed that a number of common trends emerged as to how our client’s teams and organisations, are being impacted at the cultural level:

  • Immobilization – many people are unable to self-manage their work from home workloads and are quietly burning out, through being overly task-focused and busy, whilst others are preferring to work autonomously, and not waste hours commuting.
  • Lacking safety and trust – many organisations are freezing all of their change initiatives, learning programs, and projects, causing people to fear loss and overall job insecurity, where many people are contracting more deeply within their “bubbles” and become even more distrustful of leadership and even more passively defensive and avoidant.
  • Lacking clarity and foresight – many organisations have slipped into being so reactive, focussing only on delivering short-term results, and are not communicating a clear strategy for leading the way forwards.

Resulting in:

  • Increased resistance to change and going back to the office adds to people’s inertia, and to their sense of disconnection and lack of belonging.
  • Increased risk adversity and conventional (cost cutting), tactical and short-term focus, inhibits any investment in Research and Development or the skills development required in developing and executing a future innovation strategy.
  • People have become even more fearful of failure, and are not stretching themselves to adapt, grow, learn and innovate with disruption, and often choosing to merely change jobs, in a competitive job marketplace, driven by scarcity, as a perceived short term solution.

A unique moment in time

This has created an opportunity, in this unique moment in time, to focus on being kinder to ourselves and to others by helping and supporting each other, respectfully and compassionately, creatively and courageously, to reconnect and reset. Despite rising levels of economic, civic, and social uncertainty and unrest.

What made sense yesterday may not make so much sense today.

Many of the mental models we applied yesterday may not be relevant for tomorrow because corporate culture, civic and social structures have drastically changed and digitalization has become commonplace, noting that we are shifting from a VUCA to BANI world where:

  • Brittle has replaced Volatility.
  • Anxiety reflects Uncertainty.
  • Non-linearity is an addition to Complexity.
  • Incomprehensibility is ultimately the consequence of our non-linear world and goes one step further than Ambiguity.

Paradoxically, this has created new openings to genuinely explore and discover new thresholds to adapt, generate new mindsets, develop skill sets, and power up our toolkits to keep pace with the effects of the emerging BANI world and capture complex systems by asking a  key generative or catalytic question:

How might you support and enable others to think and act differently in such a world, where old patterns seem to crumble while new ideas and systems still need to be created, invented, innovated, and established?

As the world of work changes, so does the need for everyone to consider how to be more open-hearted, minded, and willed with one another.

A final word from Gallop CEO Jon Preston in the Gallop Global Emotions Report:

“All over the world, people are trying to understand the rise of violence, hatred, and increased radicalization. They will continue to argue over what the best policy responses should be and what role social media plays in fueling negative emotions.

However, policymakers must understand why so many more people are experiencing unprecedented negative emotions and focus on the drivers of a great life.

Our shared humanity and wellbeing depend on it”.

When we generously and kindly demonstrate care, respect, and appreciation for the value everyone brings, we can also demonstrate helpfulness and support, through our unconditional willingness to reconnect and reset.

Resulting in an ability to co-create a better sense of belonging and a more optimistic outlook, through enhancing our emotional intelligence.  To effectively self-regulation and self-manage the superpowers and strategies required to thrive, flourish and flow, and make transformational changes in the face of relentless uncertainty, disruption, and a chaotic world.

This is the first in a series of three blogs on the theme of reconnecting and resetting, to create, invent and innovate in an increasingly chaotic world. You can also register for our free 45-minute masterclass on Thursday, 25th August, to discover new ways of re-connecting through the complexity and chaos of dis-connection to create, invent and innovate in the future! Find out more.

Image credit: Pixabay

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The Battle Against the Half-Life of Learning

The Battle Against the Half-Life of Learning

GUEST POST from Douglas Ferguson

Leading with learning in mind is a necessary skill to consistently innovate as a team. Continually learning and revisiting skill sets is crucial to combating the half-life of learning.

As leaders, it’s important to make time available to our employees to freshen up their skills and knowledge through programs and tools. It’s equally important to ask ourselves, “how am I helping to provide the right resources?”.

Below, we’ll discuss the following:

  • What is the half-life of learning?
  • How can we contribute as leaders?
  • Why should individual growth be the focus?

What is the half-life of learning?

Now, what is the half-life of learning? For one, it’s something that is not talked about frequently enough. It affects all of us, no matter what we specialize in and touch day-to-day. It lives within marketing campaigns, our bodies, the living things around us, our skill sets, and more.

Put succinctly, it’s the halfway point of one’s strength becoming ineffective. Regarding learning or knowledge, the half-life is the halfway point for a current skill set or facts to no longer be true or effective. 

Ernest Rutherford discovered the concept of a half-life within the context of science. He deduced that it takes a certain period of time for an element to decay halfway.

For example, we can ask, “what’s the half-life of caffeine in a group of 100 people?“ Caffeine’s half-life is about five fours. By the fifth hour, the caffeine’s effects have fully diminished within half (50/100) of the people. Within the half-life period of the next five hours, the effects expire on half of the remaining 50 people (25/100), and so on. Like any other element, its effects vary per person, but the half-life serves as a comprehensible range for its lifespan.

We can also practically apply this to work. Within marketing, how long can a campaign represent relevant and effective information? Within learning, how long are someone’s learned skills still relevant?

Say that you’ve been operating with skills you learned years ago. Since then, your competitive advantage with those learned skills has diminished. The World Economic Forum claims that “the half-life of a job skill is about five years (meaning that every five years, that skill is about half as valuable as it was before).”

How can we contribute as leaders?

Suppose you consciously support your employees in real learning, educating themselves, participating in important programs within their specialty, etc… In that case, they remain relevant in their field and are significantly more valuable in their role. It’s a no-brainer when spelled out. As leaders, we need to make this a priority and hold ourselves and others accountable for staying ahead rather than playing catch-up.

We lose information without practice and reinforcement. Putting this concept into practice is critical to working against the half-life of learning.

How are we approaching accountability in this realm? These organizations offer structuring opportunities for learning and upkeep accountability. At Voltage Control, we have programs designed to keep organizations on track and sustain change.

Maintaining a competitive advantage requires this continual learning. An environment for innovation can only be cultivated by staying ahead of the curve with knowledge and skills.

What are the best resources for knowledge? Knowledge can be taught with content. Find the relevant educational content, and commit to time with it regularly. Are there education programs that employees can attend? Who in the space is in the business of educating others? We should be absorbing information that’s new to us.

It’s also key to observe trends within certain fields. What is changing within their expertise in the next ten years, and is knowledge or experience required?

What are the best resources for skills? They’ve learned through experience with others. The more we can encourage collaboration amongst individuals, the better our team. We develop skills by learning from those with more or different experiences, so it’s important to have confidence in your team’s structure and provide room for growth within the company, as well as to educate individuals about the half-life of learning so that they’re invested in their growth.

Setting aside time specifically for continuing education in both knowledge and skills is vital.

Where are we headed?

As innovators, not only do we need to be ready to address change. We need to expect it and get well ahead of it.

Within the workplace, demand does not match supply long-term. In 2020, the World Economic Forum claimed, “This lack of attention to upscaling will lead to an urgent disparity between workers and jobs. In the future, nine out of 10 jobs will require digital skills, yet today 44% of Europeans age 16 to 43 lack even basic digital abilities. In Europe, the impending skills gap will lead to 1.67 million unfilled vacancies for ICT professionals by 2025.”

The world around us is constantly evolving.

The half-life of learning is something to be embraced. It’s an opportunity to recognize that everyone’s skills fade and that innovation will always play a role in our lives. It’s a matter of whether we choose to continue learning or accept our past experience as the extent of it. Learning and management play equal roles in the workplace. To impact our work, leaders need to allow employees the time and resources to develop and learn information relevant to business goals.

Why should individual growth be the focus?

Keeping this half-life of learning in mind is crucial from a hiring perspective. Degrees from decades ago have little to nothing to do with the knowledge that’s relevant now. Thinking long-term, it’s also important to consider how roles need to evolve with time. Automation is likely to greatly impact needed skill sets in the current decade. For example, McKinsey claims, “6 of 10 current occupations have more than 30% of technically automatable activities.” They claim that while job opportunities will still exist, a significant portion of the population will need to learn new skill sets to remain relevant.

People need to feel that there’s room for groove within their rules and that their responsibilities can develop as they do. How are we allowing employees to explore their interests and strengths? Are we using them to our advantage within the organization? Are we allowing them the flexibility to understand their strengths and value?

Article originally published on VoltageControl.com

Image Credit: Pixabay

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‘Fail Fast’ is BS. Do This Instead

'Fail Fast' is BS. Do This Instead

GUEST POST from Robyn Bolton

“Fail Fast”

It’s an innovation mantra uttered by everyone, from an entry-level programmer at a start-up to a Fortune 100 CEO.

But let’s be honest.

NO ONE WANTS TO FAIL!

(at any speed)

The reality is that we work in companies that reward success and relentlessly encourage us to become great at a specific skill, role, or function. As a result, our natural and rational aversion to failure is amplified, and most of us won’t even start something if there’s a chance that we won’t be great at it right away.

It’s why, despite your best efforts to encourage your team to take risks and embrace “failure,” nothing changes.

A Story of Failure?

A few weeks ago, while on vacation, I dusted off an old copy of Drawing on the Right Side of the Brain by Betty Edwards. As a kid, I was reasonably good at drawing, so I wasn’t worried about being bad, just rusty.

Then I read the first exercise: Before beginning instruction, draw each of the following:

  • “A Person, Drawn from Memory”
  • “Self-Portrait”
  • “My Hand”

I stared at the page. Thoughts raced through my head:

  • You have to be kidding me! These are the three most challenging things to draw. Even for a professional!
  • How am I supposed to do this without instructions?
  • Maybe I’ll skip this step, read the rest of the book to get the instructions I need, then come back and try this once I have all the information.
  • Forget it. I’m not doing this.

Confronted by not one but THREE things to be bad at, I was ready to quit.

Then I took a deep breath, picked up my trusty #2 pencil, and started to draw.

The results were terrible.

A Story of Success

It would be easy to look at my drawings and declare them a failure – my husband is missing his upper lip, I look like a witch straight out of Grimm’s Fairy Tales, and the thumb on my left hand is the same length as my index finger.

But I didn’t fail*.

I started

I did my best

I learned a lot

I did better the next time.

By these standards, my first attempts were a success**

Ask for what you want

Isn’t that what you want your team to do?

To stop analyzing and posturing and start doing.

To do their best with what they have and know now, instead of worrying about all the possibilities.

To admit their mistakes and share their learnings.

To respond to what they learned, even if it means shutting down a project, and keep growing.

Ask them to do those things.

Ask them to “Learn fast.”

Your people want to learn. They want to get smarter and do better. Encourage that.

Ask them to keep learning.

Your team will forget that their first attempt will be uncomfortable and their first result terrible. That’s how learning starts. It’s called “growing pains,” not “growing tickles,” for a reason.

Ask them to share what they learned.

Your team will want to hide their mistakes, but that doesn’t make anyone better or wiser. Sharing what they did and what they learned makes everyone better. Reward them for it.

Ask the team what’s next

It’s not enough to learn one thing quickly. You need to keep learning. Your team is in the trenches, and they know what works, what doesn’t, and why. Ask for their opinions, listen carefully, discuss, and decide together what to learn next.

You don’t want your team to fail.

You want them to succeed.

Ask them to do what’s necessary to achieve that

“Act Now. Learn Fast.”

*Achieving perfect (or even realistic) results on my first attempt is impossible. You can’t fail at something impossible

** To be clear, I’m not making a case for “participation trophies.”  You gotta do more than just show up (or read the book). You gotta do the work. But remember, sometimes success is simply starting.

Image Credit: Unsplash

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Cultivate Innovation by Managing with Empathy

Cultivate Innovation by Managing with Empathy

GUEST POST from Douglas Ferguson

Managing with empathy is a leader’s superpower. Empathy opens the door to increased innovation, collaboration, and engagement.

Experts assert that empathy is the single most important skill in today’s workplace and the numbers don’t lie: 76% of workers with empathetic leaders are reportedly more motivated and engaged than those who experience leadership with less empathy.

Leaders can harness the power of empathy to create a more collaborative and engaged culture at work. In this article, we explore empathetic leadership in the following topics:

  • What is Workplace Empathy?
  • Becoming an Empathetic Leader
  • The Benefits of Managing a Team With Empathy
  • The Connection Between Empathy and innovation

What is Workplace Empathy?

Managing with empathy requires a keen understanding of the nuances of workplace empathy and empathetic leadership. Empathy allows one to understand another person’s emotions, actions, and thoughts. Our emotional or social intelligence helps us practice empathy and understand the mindsets and emotions of others.

Empathy belongs in the workplace. While work-related responsibilities should be top of mind, your team members won’t be able to do their best work if they feel as though their emotions and feelings are invalidated or ignored. It’s crucial that team members feel as though their feelings and emotions are prioritized both in their professional and personal lives. With the power of empathy, team leaders and managers can shift company culture for the better and motivate their team to be the best version of themselves.

Empathetic leaders understand the three types of empathy:

1. Cognitive Empathy

Cognitive empathy relates to connecting to another person’s mentality and understanding how certain situations influence their thoughts. Cognitive empathy is related to “theory of mind” that explores how someone can think like another and predict what their future behavior may be.

2. Somatic Empathy

Somatic empathy occurs when one experiences a physical response to another’s feelings or experience.

3. Affective Empathy

Affective empathy involves understanding another’s emotions and responding most appropriately.

Becoming an Empathetic Leader

Managing with empathy is possible for all leaders and team members willing to start within. To connect emotionally with others, you have to first prioritize your connection with yourself. By cultivating your emotional intelligence and understanding your own emotions and feelings, you’ll be better equipped to lead with empathy.

In today’s ever-changing climate, workers have to navigate the likes of diverse workforces, virtualized teams, and global economic challenges. Being able to adapt and sympathize with the perspective and experiences of others will help you improve your empathetic leadership.

Consider the following steps to amplify your emotional intelligence and grow your leadership skills:

1. Listen

Listening to your team is one of the fastest ways to start managing with empathy. With every conversation comes the opportunity to build a better relationship and affirm your team member’s emotions. In each conversation, be sure to pay attention, avoid distractions, and wait for the person to finish before you speak.

In addition to letting your team members fully share their opinions, the art of listening requires you to fully understand the emotions that are behind each conversation. This includes understanding nonverbal cues, identifying the tone of voice, and paying attention to body language. If you’re working remotely, managing with empathy can be particularly challenging. Take advantage of voice notes, video chats, SMS messaging, and sending photos and videos to ensure you’re virtually communicating as comprehensively as possible.

2. Get Personal

Though personal bonds in the workplace are often discouraged, building healthy professional relationships is an effective way to start managing with empathy. By forming personal connections with your team members, you’ll encourage a culture of open communication and alignment. As you both connect, you’ll find commonalities in your shared vision and values.

3. Adopt their Point of View

As an empathetic leader, it’s essential to gain emotional insight into what your team is feeling and thinking by adopting their point of view. Whether your company is remote or in-person, it isn’t always easy to understand the perspective or emotional state of your team. While some leaders shy away from discussing emotions and feelings at work, the truth is that learning more about each employee’s emotional state will help you understand how they approach their work and why they work the way they do.

4. Get Leadership Training

Managing with empathy doesn’t always come naturally. Take the opportunity to invest in leadership training to learn how to better incorporate your emotional intelligence and empathy into your management style. With the help of professional leaders, you’ll learn how to emotionally connect with your team and manage the personal and professional challenges that come your way. Consider courses in facilitation and change management as you learn the ins and outs of empathetic leadership.

The Benefits of Managing a Team With Empathy

Don’t put empathy on the backburner. While it takes time and intention to cultivate a company culture rooted in empathy, making the journey to create an emotionally intelligent environment is worth it.

Consider the following benefits of managing with empathy:

1. Better Relationships

Better relationships are a direct benefit of managing with empathy. Empathy helps team members emotionally connect as they identify personal interests and can freely communicate with each other. Use empathy to deepen relationships by asking questions about how others feel and providing careful and thoughtful responses.

2. Enhanced Teamwork

Empathy is a key ingredient in designing stronger teams. Managing with empathy encourages a desire for team members to help each other and work together. As you learn more about the challenges your team faces, you’ll naturally want to assist them in finding solutions. This type of cooperation encourages a culture of camaraderie where team members feel as though they are a critical part of each other’s success.

3. A Stronger Work-Life Balance

Empathy is a natural part of a stronger work-life balance. At times, challenges from one’s personal life can affect the way team members approach work obligations. Understanding their challenges will help you shape a better work-life balance for your team. Whether they need more time off or want more remote work, listening to and understanding their needs will help them create a healthier balance between their personal and professional lives.

4. Increased Innovation

A workforce of engaged and emotionally aligned employees allows for increased innovation. A workplace culture of empathy helps to develop soft skills such as curiosity, generosity, and equality, which encourages team members to design new creative and collaborative solutions.

The Link Between Empathy and Innovation

The link between innovation and empathy is undeniable. Empathetic leadership allows us to understand and relate to each other in a deeply profound and authentic way. Empathy is an incredible tool for innovation as it works to encourage companies and teams to center the needs and feelings of others.

By encouraging team members to adopt another’s point of view, leaders can utilize empathy as a problem-solving framework. Empathy places the experience and satisfaction of others at the heart of the creative and collaborative process. These empathetic techniques and behaviors are undoubtedly linked to the most effective designs, products, and creative solutions.

In the workplace, empathy naturally reinforces a culture of innovation as it encourages and validates the feelings and opinions of others. Regardless of the problems at hand, human-centered thinking encourages organizations to empathetically eliminate their biases, reservations, and judgment to arrive at the solution that benefits the end-user and their fellow team members the most.

If innovation is at the heart of your company, it’s time to start managing with empathy. Voltage Control offers custom programs built around connection, psychological safety, community, and play. Connect with us today to learn how to use empathetic leadership for the greatest good.

Article originally published at VoltageControl.com

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Taking Personal Responsibility – Seeing Self as Cause

Taking Personal Responsibility – Seeing Self as Cause

GUEST POST from Janet Sernack

In our last two blogs on Taking Personal Responsibility, we stated that when people aren’t taking personal responsibility, they cannot be accountable, they will fail in their jobs, and their teams, and fail to grow as individuals and as leaders. Taking personal responsibility is an especially crucial capability to develop self-awareness and self-regulation skills in the decade of both disruption and transformation. It all starts with seeing self as the cause of what happens to us, rather than baling it on the effects events and problems have on us! Where people can learn to recognize the structures at play in their lives and change them so that they can create what they really want to create in their lives, teams, or organizations.

In the last two blogs, we shared a range of tips for shifting people’s location, by creating a line of choice, to help them shift from being below the line and blaming others for their reactive response, to getting above the line quickly.  Through shifting their language from “you, they and them” to “I, we and us” and bravely disrupting and calling out people when they do slip below the line. How doing this allows people to also systemically shift across the maturity continuum, from dependence to independence and ultimately towards interdependence.

In a recent newsletter Otto Scharmer, from the Presencing Institute states “Between action and non-action there is a place. A portal into the unknown. But what are we each called to contribute to the vision of the emerging future? Perhaps these times are simply doorways into the heart of the storm, a necessary journey through the cycles of time required to create change”.

Creating the place – the sacred pause

When I made a significant career change from a design and marketing management consultant to becoming a corporate trainer, one of the core principles I was expected to teach to senior corporate managers and leaders was taking personal responsibility.

Little knowing, that at the end of the workshop, going back to my hotel room and beating myself up, for all of the “wrongs” in the delivery of the learning program, was totally out of integrity with this core principle.

Realising that when people say – those that teach need to learn, I had mistakenly thought that I had to take responsibility for enacting the small imperfections I had delivered during the day, by berating myself, making myself “wrong” and through below the line self-depreciation!

Where I perfectly acted out the harmful process of self-blame, rather than rationally assessing the impact of each small imperfection, shifting to being above the line where I could intentionally apply the sacred pause:

  • Hit my pause button to get present, accept my emotional state,
  • Connect with what really happened to unpack the reality of the situation and eliminate my distortions around it,
  • Check-in and acknowledge how I was truly feeling about what happened,
  • Acknowledge some of the many things that I had done really well,
  • Ask myself what is the outcome/result I want for participants next program?
  • Ask myself what can I really learn from this situation?
  • Consciously choose what to do differently the next time I ran the program.

I still often find myself struggling with creating the Sacred Space between Stimulus and Response and have noticed in my global coaching practice, that many of my well-intentioned clients struggle with this too.

The impact of the last two and a half years of working at home, alone, online, with minimal social interactions and contact, has caused many of them to languish in their reactivity, and for some of them, into drowning in a very full emotional boat, rather than riding the wave of disruptive change.

Being the creative cause

In our work at ImagineNation, whether we help people, leaders and teams adapt, innovate and grow through disruption, their ability to develop true self-awareness and be above the line is often the most valuable and fundamental skill set they develop.

It then enables us to make the distinction that creating is completely different from reacting or responding to the circumstances people find themselves in by applying the sacred pause.

When people shift towards seeing self as the cause they are able to create and co-create what they want in their lives, teams or organization by learning to create by creating, starting with asking the question:

  • What result do you want to create in your life?
  • What is the reality of your current situation?

This creates a state of tension, it is this tension that seeks resolution.

In his ground-breaking book The Path of Least Resistance Robert Fritz, goes on to describe and rank these desired results as “Fundamental Choices, Primary Choices, and Secondary Choices.”

Because there is one thing that we can all do right and is totally in our control – is to shift towards seeing self as the cause and make a set of conscious choices, with open hearts, minds, and wills, as to how we think, feel and choose to act.

“We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.”

We all have the options and choices in taking responsibility, empowering ourselves and others to be imaginative and creative, and using the range of rapid changes, ongoing disruption, uncertainty, and the adverse pandemic consequences, as levers for shifting and controlling, the way we think, feel.

Benefits of seeing self as the cause and being above the line

Applying the sacred pause to make change choices in how we act – and being brave and bold in shifting across the maturity continuum, will help us to cultivate the creativity, interdependence, and systemic thinking we all need right now because it:

  • Helps people self-regulate their reactive emotional responses, be more open-hearted and emotionally agile, and helps develop psychologically safe work environments where people can collaborate and experiment, and fail without the fear of retribution or punishment.
  • Enables people to be more open-minded, imaginative, and curious and creates a safe space for continuous learning, maximizing diversity and inclusion, and proactive intentional change and transformation.
  • Promotes ownership of a problem or challenging situation and helps develop constructive and creative responses to problems and an ability to take intelligent actions.
  • Gives people an opportunity to impact positively on others and build empowered trusted and collaborative relationships.
  • Enables entrepreneurs and innovators to invent creative solutions and drive successful innovative outcomes.
  • Building the foundations for accountability, where people focus their locus of control on what they promise to deliver, enables them to be intrinsically motivated, and take smart risks on negotiating outcomes that they can be counted on for delivering.

Tips for seeing self as the cause and operating above the line

Taking personal responsibility and seeing self as the cause involves:

  • Acknowledging that “I/we had a role or contributed in some way, to the fact that this has not worked out the way “I/we wanted.”
  • Clarifying the outcome or result in you want from a specific situation or a problem.
  • Seeking alternatives and options for making intelligent choices and actions, and using the language of “I/we can” and “I/we will” to achieve the outcome.
  • Replacing avoiding, being cynical and argumentative, blaming, shaming, controlling, and complaining with courageous, compassionate, and creative language and acts of intention.
  • People become victors who operate from “self as cause” where they are empowered to be the creative forces in their own lives by making fundamental, primary, and secondary change choices.
  • Trust your inner knowing and deep wisdom that everything has a specific and definable cause and that each and every one of us has the freedom to choose how to respond to it.

Back to leadership basics

As Stephen Covey says, people need to deeply and honestly say “I am what I am today because of the choices I made yesterday” because it’s not what happens to us, it’s our reactive response to what happens that hurts us.

Being willing to step back, retreat, and reflect on the gap between the results you want, and the results you are getting all starts with stepping inward, backward, and forwards, using the sacred pause, to ask:

  • What happened? What were the key driving forces behind it?
  • How am I/we truly feeling about it?
  • What was my/our role in causing this situation, or result?
  • What can I/we learn from it?
  • What is the result/outcome I want to create in the future?
  • What can I/we then do to create it?

As a corporate trainer, consultant and coach, I found out the hard way that developing the self-awareness and self-regulation skills in taking personal responsibility and seeing self as the cause is the basis of the personal power and freedom that is so important to me, and almost everyone else I am currently interacting with.

It’s the foundation for transcending paralysis, overwhelm, and stuck-ness and activating our sense of agency to transform society and ourselves.

This is the third and final blog in a series of blogs on the theme of taking responsibility – going back to leadership basics. Read the previous two here:

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Taking Personal Responsibility – Creating the Line of Choice

Taking Personal Responsibility - Creating the Line of Choice

GUEST POST from Janet Sernack

In our last blog, we described how people’s personal power is diminished when they don’t take personal responsibility for the impact of their behaviors and actions and the results they cause. Where many people are feeling minimized and marginalized, anxious as a result of being isolated and lonely, worrying about losing their security and freedom, and dealing with the instability in their working environments.  Resulting in many people disengaging from the important conversations, job functions, key relationships, workplaces, and in some instances, even from society. Where managers and leaders lack the basic self-awareness and self-regulation skills to control the only controllable in uncertain and unstable times, is to choose how to respond, rather than react to it.

We have a unique moment in time to shift their defensiveness through being compassionate, creative, and courageous towards helping managers and leaders unfreeze and mobilize to exit our comfort zones.  To take intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

Why do people avoid taking personal responsibility?

People typically avoid taking personal responsibility for reasons ranging from simple laziness, risk adversity, or a fear of failure, to feeling change fatigued, overwhelmed, or even victimized by the scale of a problem or a situation.

Resulting in a range of different automatic defensive, and a range of non-productive reactive responses including:

  • Avoidant behavior, where feel victimized and targeted, people passively “wriggle” and the buck gets passed onto others, and the real problem or issue does not get addressed or resolved.
  • Controlling behavior, where people ignore their role in causing or resolving the real problem or issue, and aggressively push others towards their mandate or solution, denying others any agency.
  • Argumentative behavior, where people play the binary “right-wrong” game, and self-righteously, triggered by their own values, oppose other people’s perspectives in order to be right and make the other person wrong.

Creating the line of choice

At Corporate Vision, we added a thick line of “choice” between “personal responsibility” and “blame, justification and denial” to intentionally create space for people to consider taking more emotionally hygienic options rather than:

  • Dumping their “emotional boats” inappropriately onto others, even those they may deeply care about,
  • Sinking into their habitual, and largely unconscious default patterns when facing complex problems, which results in the delivery of the same results they always have.
  • Not regulating their automatic reactive responses to challenging situations, and not creating the vital space to pause and reflect to think about what to do next.

To enable them to shift towards taking response-ability (an ability to respond) and introducing more useful options for responding in emotionally agile, considered, constructive, inclusive, and creative ways to the problem or the challenge.

Noticing that when we, or others we interact with, do slip below the line to notice whether to “camp” there for the long term or to simply choose to make the “visit” a short one!

Doing this demonstrates the self-awareness and self-regulation skills enabling people to take personal responsibility. Which initiates ownership and a willingness to be proactive, solutions, and achievement orientated – all of which are essential qualities for 21st century conscious leadership that result in innovative outcomes that result in success, growth, and sustainability.

Shifting your location – from “you, they and them” to “I, we and us”

Developing the foundations for transformational and conscious leadership involves:

  • Supporting people to acknowledge and accept that the problem or challenge is not “out there” and is within their locus of control or influence.
  • Shifting the “Maturity Continuum” to enable leaders and managers to be both independent and interdependent.
  • Creating a line of choice to think, act and do things differently.
  • Calling out people when they slip below the line.

It involves supporting people to let go of their expectation that “they” or someone else, from the outside, will fix it, and supporting them to adopt a stance where:

  • “I” or “we” can and are empowered to do it,
  • “I” or “we” are responsible for getting above the line,
  • “I” or “we” can choose a different way of being, thinking, and acting intelligently in this situation.

Developing conscious leadership

At any time, everyone is either above or below the line because it is elemental to the type of conscious leadership we all need to survive and thrive, in a world where people are seeking leaders, managers, and working environments that require interdependence.

To operate in the paradigm of “we” – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.

We cooperate together by creating the line of choice where we call out to ourselves and others when we slip below it, to get above the line as quickly as possible.

Where interdependent people and communities combine their efforts, and their self-awareness and self-regulation skills with the efforts of others to achieve their growth and greatest success by increasing:

  • Transparency and trust,
  • Achievement and accountability,
  • Diversity and inclusion,
  • Experimentation and collaboration.

All of these are founded on the core principle of taking personal responsibility, which is an especially crucial capability to develop self-awareness and self-regulation skills in the decade of both disruption and transformation.

Bravely calling out self and others

When we take responsibility for managing our own, “below the line” reactive responses, by habitually creating the line of choice, we can bravely call out ourselves and others when we slip below it.

Because when we don’t call ourselves and others we interact with, we are unconsciously colluding with their emotional boats, default patterns, and automatic reactive responses, which inhibit their ability to effect positive change.

When we safely awaken ourselves and others, we can get back above the line quickly and choose different ways of being, thinking, and acting intelligently in the situation.

Alternately, people aren’t taking personal responsibility, they cannot be accountable, they will fail in their jobs, and their teams, and fail to grow as individuals and as leaders.

In fact, developing a habitual practice of emotionally intelligent and conscious leadership by safely and bravely disrupting ourselves and our people, in the face of ongoing uncertainty, accelerating change, and continuous disruption.

This is the second in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Taking Personal Responsibility – Back to Leadership Basics

Taking Personal Responsibility – Back to Leadership Basics

GUEST POST from Janet Sernack

I was first introduced to the principle of Taking Personal Responsibility when I attended a number of experiential workshops facilitated by Robert Kiyosaki who is now well known globally as the successful entrepreneurial author of the “Rich Dad Poor Dad” book series. At that time, in the late 1980s, the concept simply involved taking personal responsibility for your role in getting the results you get, in both challenging and problematic situations.

This principle has since evolved as the most crucial foundation for developing our emotionally intelligent, conscious, and transformational leadership capabilities. Largely through focusing on the development of self-awareness and self-regulation skillsets, which are especially important skills to cultivate in times of extreme uncertainty.

Blaming, Justifying, and Denying

Taking personal responsibility involves encouraging people to step up and out of blaming themselves or others, out of justifying their position or denying what is really going on to largely avoid the cognitive, emotional, and visceral results and consequences of their actions.

Which are essentially, largely unconscious defensive reactions to the problem or situation. So, it sounds quite simple, yet, even now, it’s still largely a countercultural principle, and a neurologically challenging one, because we are wired to survive (fight/flight/freeze) in the face of what we perceive as danger!

Especially when many of us are living in an oppositional blaming and shaming political environment, or within a passively or aggressively defensive organizational culture. Where a large section of the community, has been forced by the constraints of the pandemic, into fearing that their security and survival needs will not be met. Alternately, the great resignation and the nature of the virtual hybrid workplace have increased some people’s fears about even being able to get their jobs done!

All of this creates distorted thoughts and language that focus on “scarcity” where many people are fearing that they are not “enough” and do not have “enough” to deal with their current circumstances. Rather than leaning towards exploring and eliciting the possibilities and opportunities available in our abundant world.  As there is no clear playbook about how people can effectively and responsibly lead and manage in this unique 21st-century context, many people are floundering, languishing into largely emotionally overwhelmed states.

Where it is easier, and sometimes safer, to be a victim, blame and shame others for their helpless or powerless situation, or to justify and deny any need to change their perspective about it, never mind their role in causing their own anxious and unresourceful emotional states.

Back to Leadership Basics

Yet, it is more important than ever, for leaders and managers to help people:

  • Take ownership of their consequences and be responsible for the emotional, cognitive, and visceral results of their actions,
  • Authentically connect, empower, and enable people and communities to flourish,
  • Provide safe, transparent, trusted environments and interdependence where people can dare to think differently and potentially thrive.

This means that the range of crises, uncertainty, and disruptions we are experiencing now is forcing us to go back to basic 101 management and leadership principles.

According to McKinsey & Co in a recent article “A Leaders Guide – communicating with teams, stakeholders and communities during Covid 19” – “Crises come in different intensities. As a “landscape-scale” event, the coronavirus has created great uncertainty, elevated stress and anxiety, and prompted tunnel vision, in which people focus only on the present rather than toward the future. During such a crisis, when information is unavailable or inconsistent, and when people feel unsure about what they know (or anyone knows), behavioral science points to an increased human desire for transparency, guidance, and making sense out of what has happened”.

The Maturity Continuum – Shifting to I and We

The principle of taking personal responsibility has evolved and been enhanced significantly through the work of Steve Covey, in the “Seven Habits of Effective People” and provides the core foundations for transformational and conscious leadership through the “Maturity Continuum”:

  1. Dependence is the paradigm of you – you take care of me; you come through for me; you didn’t come through for me; I blame you for the results. Dependent and approval-seeking people need others to get what they want.
  2. Independence is the paradigm of I – can do it; I am responsible; I am self-reliant; I can choose. Independent people get what they want through their own efforts.
  3. Interdependence is the paradigm of we – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together. Interdependent people combine their efforts with the efforts of others to achieve their greatest success.

Putting the Maturity Continuum to Work

In the early 2000s I was an associate of Corporate Vision, Australia’s first culture change and transformation consultancy, now the globally successful Walking the Talk organisation, for fourteen years.

Where every culture, leadership, team development, or change program we designed and presented, introduced taking personal responsibility, as a fundamental, core learning principle. Aligning it with the principle of – For things to change first I must change, which deeply challenged and disrupted people’s belief systems, habitual mindsets, thinking styles, and ways of acting.

As a seasoned coach of twenty years, these two core principles seem to still profoundly challenge the majority of my coaching clients across the world, no matter how senior their role or position is, or how knowledgeable, skilled, and experienced they are!

Where many managers and leaders have failed to self-regulate, lack self-awareness, and have unconsciously slipped into feeling victimized, powerless, helpless, and in some instances, even hopeless about their futures where some are:

  • Feeling frozen, inert, paralyzed, overwhelmed, and immobilized in their abilities to affect any kind of positive change in both their work and home environments.
  • Unconsciously slipping into blaming and shaming others for their situations,
  • Justifying their inertia through a range of “reasonable reasons” and “elaborate stories” about how it’s “not their fault” or it’s not “up to them” to make any change.
  • Simply denying their current consequences, or the importance of needing to take positive actions, and make changes.
  • Unmotivated, lack any desire for control, or have the personal power to affect change in their situation.

Initiating Taking Personal Responsibility

To accept and share responsibility starts with being bravely willing to courageously connect with our whole selves and consciously stepping back to hit our internal pause button, retreat into silence and stillness, and compassionately ask:

  1. What happened?
  2. What can I/we learn from it?
  3. What can I/we then do to create it?

Taking personal responsibility becomes a compassionate, creative, and courageous exercise in continuous learning, self-awareness, and emotional self-regulation in ways that safely disrupt people’s defensiveness and awaken them to the possibility of being personally powerful in tough situations.

It is also the basis for taking intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

This is the first in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out more about our work at ImagineNation™

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus,  human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context. Find out more about our products and tools.

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