Tag Archives: truth

Give Love and Truth to Everyone

Give Love and Truth to Everyone

GUEST POST from Mike Shipulski

If you see someone doing something that’s not quite right, you have a choice – call them on their behavior or let it go.

In general, I have found it’s more effective to ignore behavior you deem unskillful if you can. If no one will get hurt, say nothing. If it won’t start a trend, ignore it. And if it’s a one-time event, look the other way. If it won’t cause standardization on a worst practice, it never happened.

When you don’t give attention to other’s unskillful behavior, you don’t give it the energy it needs to happen again. Just as a plant dies when it’s not watered, unskillful behavior will wither on the vine if it’s ignored. Ignore it and it will die. But the real reason to ignore unskillful behavior is that it frees up time to amplify skillful behavior.

If you’re going to spend your energy doing anything, reinforce skillful behavior. When you see someone acting skillfully, call it out. In front of their peers, tell them what you liked and why you liked it. Tell them how their behavior will make a difference for the company. Say it in a way that others hear. Say it in a way that everyone knows this behavior is special. And if you want to guarantee that the behavior will happen again, send an email of praise to the boss of the person that did the behavior and copy them on the email. The power of sending an email of praise is undervalued by a factor of ten.

When someone sends your boss an email that praises you for your behavior, how do you feel?

When someone sends your boss an email that praises you for your behavior, will you do more of that behavior or less?

When someone sends your boss an email that praises you for your behavior, what do you think of the person that sent it?

When someone sends your boss an email that praises you for your behavior, will you do more of what the sender thinks important or less?

And now the hard part. When you see someone behaving unskillfully and that will damage your company’s brand, you must call them on their behavior. To have the most positive influence, give your feedback as soon as you see it. In a cause-and-effect way, the person learns that the unskillful behavior results in a private discussion on the negative impact of their behavior. There’s no question in their mind about why the private discussion happened and, because you suggested a more skillful approach, there’s clarity on how to behave next time. The first time you see the unskillful behavior, they deserve to be held accountable in private. They also deserve a clear explanation of the impacts of their behavior and a recipe to follow going forward.

And now the harder part. If, after the private explanation of the unskillful behavior that should stop and the skillful behavior should start, they repeat the unskillful behavior, you’ve got to escalate. Level 1 escalation is to hold a private session with the offender’s leader. This gives the direct leader a chance to intervene and reinforce how the behavior should change. This is a skillful escalation on your part.

And now the hardest part. If, after the private discussion with the direct leader, the unskillful behavior happens again, you’ve got to escalate. Remember, this unskillful behavior is so unskillful it will hurt the brand. It’s now time to transition from private accountability to public accountability. Yes, you’ve got to call out the unskillful behavior in front of everyone. This may seem harsh, but it’s not. They and their direct leader have earned every bit of the public truth-telling that will soon follow.

Now, before going public, it’s time to ask yourself two questions. Does this unskillful behavior rise to the level of neglect? And, does this unskillful behavior violate a first principle? Meaning, does the unskillful behavior undermine a fundamental, or foundational element, of how the work is done? Take your time with these questions, because the situation is about to get real. Really real. And really uncomfortable.

And if you answer yes to one of those two questions, you’ve earned the right to ask yourself a third. Have you reached bedrock? Meaning, your position grounded deeply in what you believe. Meaning, you’ve reached a threshold where things are non-negotiable. Meaning, no matter what the negative consequences to your career, you’re willing to stand tall and take the bullets. Because the bullets will fly.

If you’ve reached bedrock, call out the unskillful behavior publicly and vehemently. Show no weakness and give no ground. And when the push-back comes, double down. Stand on your bedrock, and tell the truth. Be effective, and tell the truth. As Ram Dass said, love everyone and tell the truth.

If you want to make a difference, amplify skillful behavior. Send emails of praise. And if that doesn’t work, send more emails of praise. Praise publicly and praise vehemently. Pour gasoline on the fire. And ignore unskillful behavior, when you can.

And when you can’t ignore the unskillful behavior, before going public make sure the behavior violates a first principle. And make sure you’re standing on bedrock. And once you pass those tests, love everyone and tell the truth.

Image credit: Dall-E

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Creating a Giving Cycle

Creating a Giving Cycle

GUEST POST from Mike Shipulski

The best gifts are the ones that demonstrate to the recipients that you understand them. You understand what they want; you understand their size (I’m and men’s large); you understand their favorite color; you know what they already have; you know what they’re missing, and you know what they need.

On birthdays and holidays, everyone knows it’s time to give gifts and this makes it easy for us to know them for what they are. And, just to make sure everyone knows the gift is a gift, we wrap them in colorful paper or place them in a fancy basket and formally present them. But gifts given at work are different.

Work isn’t about birthdays and holidays, it’s about the work. There’s no fixed day or date to give them. And there’s no expectation that gifts are supposed to be given. And gifts given at work are not the type that can be wrapped in colorful paper. In that way, gifts given at work are rare. And when they are given, often they’re not recognized as gifts.

1. The Gift of a Challenge

When you give someone a challenge, that’s a gift. Yes, the task is difficult. Yes, the request is unreasonable. Yes, it’s something they’ve never done before. And, yes, you believe they’re up to the challenge. And, yes, you’re telling them they’re worthy of the work. And whether the complete 100% of the challenge or only 5% of it, you praise them. You tell them, Holy sh*t! That was amazing. I gave you an impossible task and you took it on. Most people wouldn’t have even tried and you put your whole self into it. You gave it a go. Wow. I hope you’re proud of what you did because I am. The trick for the giver is to praise.

2. The Gift of Support

When you support someone that shouldn’t need it, that’s a gift. When the work is clearly within a person’s responsibility and the situation temporarily outgrows them, and you give them what they need, that’s a gift. Yes, it’s their responsibility. Yes, they should be able to handle it. And, yes, you recognize the support they need. Yes, you give them support in a veiled way so that others don’t recognize the gift-giving. And, yes, you do it in a way that the receiver doesn’t have to acknowledge the support and they can save face. The trick for the giver is to give without leaving fingerprints.

3. The Gift of LEVEL TWO Support

When you give the gift of support defined above and the gift is left unopened, it’s time to give the gift of level 2 support. Yes, you did what you could to signal you left a gift on their doorstep. Yes, they should have seen it for what it was. And, yes, it’s time to send a level 2 gift to their boss in the form of an email sent in confidence. Tell their boss what you tried to do and why you tried to do it. And tell them the guidance you tried to give. This one is called level 2 giving because two people get gifts and because it’s higher-level giving. The trick for the giver is to give in confidence and leave no fingerprints.

4. The Gift of Truth

When you give someone the truth of the situation when you know they don’t want to hear it, that’s a gift. Yes, they misunderstand the situation. Yes, it’s their responsibility to understand it. Yes, they don’t want your gift of truth. And, yes, you give it to them because they’re off-track. Yes, you give it to them because you care about them. And, yes you give the gift respectfully and privately. You don’t give a take-it-or-leave-it ultimatum. And you don’t make the decision for them. You tell them why you see it differently and tell them you hope they see your gift as it was intended – as a gift. The trick for the giver is to give respectfully and be okay whether the gift is opened or not.

5. The Gift of Forgiveness

When someone has mistreated you or hurt you, and you help them anyway, that’s a gift. Yes, they need help. Yes, the pain is still there. And, yes, you help them anyway. They hurt you because of the causes and conditions of their situation. It wasn’t personal. They would have treated anyone that way. And, yes, this is the most difficult gift to give. And that’s why it’s last on the list. And the trick for the giver is to feel the hurt and give anyway. It will help the hurt go away.

It may not seem this way, but the gifts are for the giver. Givers grow by giving. And best of all for the givers, they get to watch as their gifts grow getters into givers. And that’s magical. And that brings joy.

And the giving cycle spirals on.

Image credit: Pexels

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Top 10 Human-Centered Change & Innovation Articles of July 2024

Top 10 Human-Centered Change & Innovation Articles of July 2024Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are July’s ten most popular innovation posts:

  1. Organizational Debt Syndrome Poses a Threat — by Stefan Lindegaard
  2. Do Nothing More Often — by Robyn Bolton
  3. Is Disruption About to Claim a New Victim? — by Robyn Bolton
  4. What Top Innovators Do Differently — by Greg Satell
  5. Four Hidden Secrets of Innovation — by Greg Gatell
  6. Rise of the Atomic Consultant — by Braden Kelley
  7. Do You Bring Your Whole Self to Work? — by Mike Shipulski
  8. Giving Your Team a Sense of Shared Purpose — by David Burkus
  9. Creating Effective Digital Teams — by Howard Tiersky
  10. Smarter Risk Taking — by Janet Sernack

BONUS – Here are five more strong articles published in June that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Success Requires You to Make Time for the Truth

Success Requires You to Make Time for the Truth

GUEST POST from Mike Shipulski

Company leaders deserve to know the truth, but they can no longer take the time to learn it.

Company leaders are pushed too hard to grow the business and can no longer take the time to listen to all perspectives, no longer take the time to process those perspectives, and no longer take the time to make nuanced decisions. Simply put, company leaders are under too much pressure to grow the business. It’s unhealthy pressure and it’s too severe. And it’s not good for the company or the people that work there.

What’s best for the company is to take the time to learn the truth.

Getting to the truth moves things forward. Sure, you may not see things correctly, but when you say it like you see it, everyone’s understanding gets closer to the truth. And when you do see things clearly and correctly, saying what you see moves the company’s work in a more profitable direction. There’s nothing worse than spending time and money to do the work only to learn what someone already knew.

What’s best for the company is to tell the truth as you see it.

All of us have good intentions but all of us are doing at least two jobs. And it’s especially difficult for company leaders, whose responsibility is to develop the broadest perspective. Trouble is, to develop that broad perspective sometime comes at the expense of digging into the details. Perfectly understandable, as that’s the nature of their work. But subject matter experts (SMEs) must take the time to dig into the details because that’s the nature of their work. SMEs have an obligation to think things through, communicate clearly, and stick to their guns. When asked broad questions, good SMEs go down to bedrock and give detailed answers. And when asked hypotheticals, good SMEs don’t speculate outside their domain of confidence. And when asked why-didn’t-you’s, good SMEs answer with what they did and why they did it.

Regardless of the question, the best SMEs always tell the truth.

SMEs know when the project is behind. And they know the answer that everyone thinks will get the project get back on schedule. And the know the truth as they see it. And when there’s a mismatch between the answer that might get the project back on schedule and the truth as they see it, they must say it like they see it. Yes, it costs a lot of money when the project is delayed, but telling the truth is the fastest route to commercialization. In the short term, it’s easier to give the answer that everyone thinks will get things back on track. But truth is, it’s not faster because the truth comes out in the end. You can’t defy the physics and you can’t transcend the fundamentals. You must respect the truth. The Universe doesn’t care if the truth is inconvenient. In the end, the Universe makes sure the truth carries the day.

We’re all busy. And we all have jobs to do. But it’s always the best to take the time to understand the details, respect the physics, and stay true to the fundamentals.

When there’s a tough decision, understand the fundamentals and the decision will find you.

When there’s disagreement, take the time to understand the physics, even the organizational kind. And the right decision will meet you where you are.

When the road gets rocky, ask your best SMEs what to do, and do that.

When it comes to making good decisions, sometimes slower is faster.

Image credit: Unsplash

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Truth Can Set You Free – If You Tell It

Truth Can Set You Free - If You Tell It

GUEST POST from Mike Shipulski

Your truth is what you see. Your truth is what you think. Your truth is what feel. Your truth is what you say. Your truth is what you do.

If you see something, say something.

If no one wants to hear it, that’s on them.

If your truth differs from common believe, I want to hear it.

If your truth differs from common believe and no one wants to hear it, that’s troubling.

If you don’t speak your truth, that’s on you.

If you speak it and they dismiss it, that’s on them.

Your truth is your truth, and no one can take that away from you.

When someone tries to take your truth from you, shame on them.

Your truth is your truth. Full stop.

And even if it turns out to be misaligned with how things are, it’s still your responsibility to tell it.

If your company makes it difficult for you to speak your truth, you’re still obliged to speak it.

If your company makes it difficult for you to speak your truth, they don’t value you.

When your truth turns out to be misaligned with how things are, thank you for telling it.

You’ve provided a valuable perspective that helped us see things more clearly.

If you’re striving for your next promotion, it can be difficult to speak your dissenting truth.

If it’s difficult to speak your dissenting truth, instead of promotion, think relocation.

If you feel you must yell your dissenting truth, you’re not confident in it.

If you’re confident in your truth and you still feel you must yell it, you have a bigger problem.

When you know your truth is standing on bedrock, there’s no need to argue.

When someone argues with your bedrock truth, that’s a problem for them.

If you can put your hand over mouth and point to your truth, you have bedrock truth.

When you write a report grounded in bedrock truth, it’s the same as putting your hand over your mouth and pointing to the truth.

If you speak your truth and it doesn’t bring about the change you want, sometimes that happens.

And sometimes it brings about its opposite.

Your truth doesn’t have to be right to be useful.

But for your truth to be useful, you must be uncompromising with it.

You don’t have to know why you believe your truth; you just have to believe it.

It’s not your responsibility to make others believe your truth; it’s your responsibility to tell it.

When your truth contradicts success, expect dismissal and disbelief.

When your truth meets with dismissal and disbelief, you may be onto something.

Tomorrow’s truth will likely be different than today’s.

But you don’t have a responsibility to be consistent; you have a responsibility to the truth.

Image credit: Dall-E via Bing

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Do the Right Thing

Do the Right Thing

GUEST POST from Mike Shipulski

100% agreement means there’s less than 100% truth. If, as a senior leader, you know there are differing opinions left unsaid, what would you do? Would you chastise the untruthful who are afraid to speak their minds? Would you simply ignore what you know to be true and play Angry Birds on your phone? Would you make it safe for the fearful to share their truth? Or would you take it on the chin and speak their truth? As a senior leader, I’d do the last one.

Best practice is sometimes a worst practice. If, as a senior leader, you know a more senior leader is putting immense pressure put on the team to follow a best practice, yet the context requires a new practice, what would you do? Would you go along with the ruse and support the worst practice? Would you keep your mouth shut and play tick-tack-toe until the meeting is over? Would you suggest a new practice, help the team implement it, and take the heat from the Status Quo Police? As a senior leader, I’d do the last one.

Truth builds trust. If, as a senior leader, you know the justification for a new project has been doctored, what would you do? Would you go along with the charade because it’s easy? Would call out the duplicity and preserve the trust you’ve earned from the team over the last decade? As a senior leader, I’d do the last one.

The loudest voice isn’t the rightest voice. If, as a senior leader, you know a more senior leader is using their positional power to strong-arm the team into a decision that is not supported by the data, what would you do? Would you go along with it, even though you know it’s wrong? Would you ask a probing question that makes it clear there is some serious steamrolling going on? And if that doesn’t work, would you be more direct and call out the steamrolling for what it is? As a senior leader, I’d do the last two.

What’s best for the company is not always best for your career. When you speak truth to power in the name of doing what’s best for the company, your career may suffer. When you see duplicity and call it by name, the company will be better for it, but your career may not. When you protect people from the steam roller, the team will thank you, but it may cost you a promotion. When you tell the truth, the right work happens and you earn the trust and respect of most everyone. As a senior leader, if your career suffers, so be it.

When you do the right thing, people remember. When, in a trying time, you have someone’s back, they remember. When a team is unduly pressured and you put yourself between them and the pressure, they remember. When you step in front of the steamroller, people remember. And when you silence the loudest voice so the right decision is made, people remember. As a senior leader, I want to be remembered.

How Do You Want to Be Remembered?

  1. Do you want to be remembered as someone who played Angry Birds or advocated for those too afraid to speak their truth?
  2. Do you want to be remembered as someone who doodled on their notepad or spoke truth to power?
  3. Do you want to be remembered as someone who kept their mouth shut or called out the inconvenient truth?
  4. Do you want to be remembered as someone who did all they could to advance their career or someone who earned the trust and respect of those they worked with?

In the four cases above, I choose the latter.

Image credit: Unsplash

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Only Telling Your Truth Will Set You Free

Only Telling Your Truth Will Set You Free

GUEST POST from Mike Shipulski

Every day, tell your truth.

Even if unpopular, tell your truth.

Especially if unpopular, tell your truth.

It’s not your obligation to convince others of your truth, but it is your obligation to share it.

Your truth is yours, and that’s enough. Tell it.

If someone doesn’t share your truth, you’ve done your part.

Your truth is birthed from your experiences, and that’s why your truth is unique and valid.

Your truth can be sharpened by listening to others’ truths, but you’ve got to listen.

If you don’t listen to others’ truths, yours will stagnate.

Stagnant truth is outdated truth.

Outdated truth is less useful than updated truth.

Image credit: Pixabay

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Hard Facts Are a Hard Thing

Hard Facts Are a Hard Thing

GUEST POST from Greg Satell

In 1977, Ken Olsen, the founder and CEO of Digital Equipment Corporation, reportedly said, “There is no reason for any individual to have a computer in his home.” It was an amazingly foolish thing to say and, ever since, observers have pointed to Olsen’s comment to show how supposed experts can be wildly wrong.

The problem is that Olsen was misquoted. In fact, his company was actually in the business of selling personal computers and he had one in his own home. This happens more often than you would think. Other famous quotes, such IBM CEO Thomas Watson predicting that there would be a global market for only five computers, are similarly false.

There is great fun in bashing experts, which is why so many inaccurate quotes get repeated so often. If the experts are always getting it wrong, then we are liberated from the constraints of expertise and the burden of evidence. That’s the hard thing about hard facts. They can be so elusive that it’s easy to believe doubt their existence. Yet they do exist and they matter.

The Search for Absolute Truth

In the early 20th century, science and technology emerged as a rising force in western society. The new wonders of electricity, automobiles and telecommunication were quickly shaping how people lived, worked and thought. Empirical verification, rather than theoretical musing, became the standard by which ideas were measured.

It was against this backdrop that Moritz Schlick formed the Vienna Circle, which became the center of the logical positivist movement and aimed to bring a more scientific approach to human thought. Throughout the 20’s and 30’s, the movement spread and became a symbol of the new technological age.

At the core of logical positivism was Ludwig Wittgenstein’s theory of atomic facts, the idea the world could be reduced to a set of statements that could be verified as being true or false—no opinions or speculation allowed. Those statements, in turn, would be governed by a set of logical algorithms which would determine the validity of any argument.

It was, to the great thinkers of the day, both a grand vision and an exciting challenge. If all facts could be absolutely verified, then we could confirm ideas with absolute certainty. Unfortunately, the effort would fail so miserably that Wittgenstein himself would eventually disown it. Instead of building a world of verifiable objective reality, we would be plunged into uncertainty.

The Fall of Logic and the Rise of Uncertainty

Ironically, while the logical positivist movement was gaining steam, two seemingly obscure developments threatened to undermine it. The first was a hole at the center of logic called Russell’s Paradox, which suggested that some statements could be both true and false. The second was quantum mechanics, a strange new science in which even physical objects could defy measurement.

Yet the battle for absolute facts would not go down without a fight. David Hilbert, the most revered mathematician of the time, created a program to resolve Russell’s Paradox. Albert Einstein, for his part, argued passionately against the probabilistic quantum universe, declaring that “God does not play dice with the universe.”

Alas, it was all for naught. Kurt Gödel would prove that every logical system is flawed with contradictions. Alan Turing would show that all numbers are not computable. The Einstein-Bohr debates would be resolved in Bohr’s favor, destroying Einstein’s vision of an objective physical reality and leaving us with an uncertain universe.

These developments weren’t all bad. In fact, they were what made modern computing possible. However, they left us with an uncomfortable uncertainty. Facts could no longer be absolutely verifiable, but would stand until they could be falsified. We could, after thorough testing, become highly confident in our facts, but never completely sure.

Science, Truth and Falsifiability

In Richard Feynman’s 1974 commencement speech at Cal-Tech, he recounted going to a new-age resort where people were learning reflexology. A man was sitting in a hot tub rubbing a woman’s big toe and asking the instructor, “Is this the pituitary?” Unable to contain himself, the great physicist blurted out, “You’re a hell of a long way from the pituitary, man.”

His point was that it’s relatively easy to make something appear “scientific” by, for example, having people wear white coats or present charts and tables, but that doesn’t make it real science. True science is testable and falsifiable. You can’t merely state what you believe to be true, but must give others a means to test it and prove you wrong.

This is important because it’s very easy for things to look like the truth, but actually be false. That’s why we need to be careful, especially when we believe something to be true. The burden is even greater when it is something that “everybody knows.” That’s when we need to redouble our efforts, dig in and make sure we verify our facts.

“We’ve learned from experience that the truth will out,” Feynman said. “The first principle is that you must not fool yourself—and you are the easiest person to fool.” Truth doesn’t reveal itself so easily, but it’s out there and we can find it if we are willing to make the effort.

The Lie of a Post-Truth World

Writing a non-fiction book can be a grueling process. You not only need to gather hundreds of pages of facts and mold them into a coherent story that interests the reader, but also to verify that those facts are true. For both of my books, Mapping Innovation and Cascades, I spent countless hours consulting sources and sending out fact checks.

Still, I lived in fear knowing that whatever I put on the page would permanently be there for anyone to discredit. In fact, I would later find two minor inaccuracies in my first book (ironically, both had been checked with primary sources). These were not, to be sure, material errors, but they wounded me. I’m sure, in time, others will be uncovered as well.

Yet I don’t believe that those errors diminish the validity of the greater project. In fact, I think that those imperfections serve to underline the larger truth that the search for knowledge is always a journey, elusive and just out of reach. We can struggle for a lifetime to grasp even a small part of it, but to shake free even a few seemingly insignificant nuggets can be a gift.

Yet all too often people value belief more than facts. That’s why they repeat things that aren’t factual, because they believe they point to some deeper truth that defy facts in evidence. Yet that is not truth. It is just a way of fooling yourself and, if you’re persuasive, fooling others as well. Still, as Feynman pointed out long ago, “We’ve learned from experience that the truth will out.”

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Tell the Truth, Even When It’s Hard

Tell the Truth, Even When It's Hard

GUEST POST from Mike Shipulski

Our behavior is a result of causes and conditions. One thing paves the way for the next. Elements of the first thing create a preferential path for the next thing. If someone gets praised for doing A, more people will do A, even when A is the wrong behavior. If someone gets chastised for doing B, B won’t happen again, even when B is the right behavior.

The most troubling set of causes and conditions are those that block people from telling their truth. When everyone knows it’s a bad idea, but no one is willing to say it out loud, that’s a big problem. In fact, it may be the biggest problem.

When people think they won’t be taken seriously, they keep their truth to themselves. When people know they will be dismissed, they keep quiet. When people feel the situation is hopeless because there’s no way they’ll be listened to, they say nothing.

When people see others not taken seriously, that creates conditions for future truths to be withheld. When people see others being dismissed, that creates conditions for future truths to be kept quiet. When people see others in others from not being listened to, that creates conditions for future truths to remain unsaid.

And causes and conditions are self-strengthening. The more causes and conditions are reinforced, the more the behaviors become ingrained. The more people are stifled, the more they will keep quiet. The more people are dismissed, the more they’ll shut up. The more people’s truths are ignored, the more they’ll remain unsaid.

Here are three rules for truth-telling that will help you and your company move forward:

  • Without truth-telling, there can be no truth-telling.
  • The longer truth-telling is stifled, the harder it is for truth-telling to reemerge.
  • Truth-telling begets truth-telling.

Image credit — Jinterwas

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