Author: Marla Gottschalk

I seem to have developed the habit of personifying social media outlets.

That may sound a bit off. But trust me, it’s not the first time I’ve engaged in this strategy. As a consultant, I’ve always thought of organizations as having a distinct vibe or personality, separate from the clients that I meet. (Some are depressed. Others frenetic.) Over the years, I’ve developed a strong propensity to craft stories out of disjointed facts, observations and conversations. It may be a bad habit. Yet, it helps me makes sense of things at the start of a project, when there are one million details to consider.

This habit seems to have extended to social media. To be quite honest, I usually find Facebook tedious and bit needy. Instagram often feels fickle & hyped up on pretty places (which I truly enjoy, btw) & success-oriented quotes. LinkedIn nearly always feels focused & fair (I have more than my share of followers over there, so I am likely biased.). Twitter feels balanced on most days; a bit like my memory of my high school cafeteria at lunchtime, except for the realm of politics. You are clearly aware that all of the groups are present, but no one really cares if they hang out near you.

My assessment of a social media definitely impacts my willingness to enter into a relationship with them. My patience can be worn thin, just as I would feel when ready to leave a noisy party.

These days, I’m only willing to invest my time and trouble where I feel loosely accepted. I’ll scale back, if I have a clear and present sense that the algorithm is on a path to “ostracize” me. (I’m a proud sort.) I’ve also learned some hard lessons. When re-starting on Instagram, I re-shared a random photo of an old structure in London and the photographer reported me to the powers that be. This unfolded even though I had clearly attributed her, took the photo down immediately & tendered an apology. Turns out she was somewhat of a big deal over there. I explained that my articles are often shared without my direct permission, but if attributed I’m usually ok with it. But, alas this was her foul to call. The onus was on me.

Lesson learned: Don’t share great photos on Instagram? Well, I now know that Instagram is a business for many — and I whole-hardheartedly respect that.

If a coaching client were to ask me about this topic, I know how I would respond: Spend time where you feel uplifted. If something feels wrong, stay away. Build your personal brand where you feel aligned with the “vibe” & you can express yourself.

By now, you’re likely getting the sense that my relationships with social media bear a resemblance a Rorschach assessment. I concur. It is entirely possible that social media has re-ignited my teenage insecurities & I am projecting.

On the other hand, it may simply be a lack of stimulation during the marathon that is this pandemic.

I’m unsure.

You make the call.

Have you ever personified social media?

Share your experiences.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who focuses on empowering work through the development of a strong foundation. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including the Harvard Business Review, Talent Zoo, Forbes, Quartz and The Huffington Post.

Our early experiences with work are foundational. We tend to write these jobs off as our careers progress, likely because of our age or the role. Yet, whether these occurred at 16 or 22, with a second look — there is always more there than meets the eye. While these roles may not correlate with what we do down the line, they offer opportunities to learn about people, expectations & environments. When I work with developing leaders, history is never ignored & always respected. The Core Intensive begins with exercises that explore the past, and first jobs (along with first bosses) — are often a common discussion topic. For better or worse, these experiences shape us.

The moment I turned 16, my father inquired about where I intended to work.

To be quite honest, this came completely out of the blue. We hadn’t really discussed work in any concrete fashion until that moment. We did have frequent conversations about school work, most often chemistry and my assessment that I didn’t have the brain power to pass the course (he was having none of that). Yet, the expression on his face as he posed the question, let me know that the conversation was a serious one. I needed to find a job — and pronto.

Well, I did find that job.

Luckily, a friend let me know that the floor manager of a large, local movie theater was looking for recommendations to fill a role. It was my first job interview. Mrs. Killeen was an impressive individual, apart from her title & responsibilities — as I could feel her strength and experience during the interview. She informed me of duties; ensuring that all patrons had a ticket, helping them to their seats if necessary, keeping an eye on theater doors, aisles. She also explained that from the moment my employment started I was a part of a team, a representative of that business and a part of the theater workers union. (She also explained that my parents could come anytime “on the house”. I can recall how she would greet them like visiting diplomats, letting them pass through the velvet ropes.)

At 16 of course, the importance of all of this landed completely over my head.

The job included long hours on your feet and knowing your way around a broom & dustpan. In between Saturday matinées, you spent a great deal of time picking up popcorn containers and drink cups. Saturday evenings were often sold out and busy beyond belief. I felt sorry for my co-workers in the ticket booth & behind the refreshment counter. When a new blockbuster was released, it was a absolute madhouse. We would often have to shift patrons to make room for all ticket holders in a sold-out house, which had to be carried out with respect and some measure of authority. As you can imagine, we took the brunt of complaints. (That never got easier.)

Yet — the experience held glorious moments.

We would of course, see the same movie scores of times. To help the time pass, we would memorize the dialogue and take on the roles at the back of the theater. When we screened a comedy, I never tired of hearing a packed Saturday night crowd roaring in laughter. (Sometimes people were nearly rolling in the aisles.) That fed my soul somehow and I’ll never forget how that looked & felt. (Comedies remain my favorite genre.)

I learned much in that building, about the heart of work & how bringing a bit of joy to people’s lives is a reward in itself. When I did well, I was recognized. When I made mistakes, I was put on the right track. I formed strong bonds with colleagues. When I went off to college, I would come back to work on breaks. It was a solid place to come back to. It felt like home.

Of course, with time, everything ends. I recall hearing that Mrs. Killeen had retired.

The building no longer functions as a theater.

But, as I pass it on Orchard Lake road — my mind is alive with thoughts of Saturday nights, spilled popcorn and laughter.

What was your first work experience? What did you take away from it?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who focuses on empowering work through the development of a strong foundation. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including the Harvard Business Review, Talent Zoo, Forbes, Quartz and The Huffington Post.

So, as the fates would have it, the pandemic is not a sprint — but a grueling marathon. Work (for some of us) is still present, although likely in some morphed form. The pace or tenor may have been revised. Colleagues may have scattered. Yet hopefully, your heart, passion and loyalty are still present, although possibly bruised and battered.

A lot has happened. Every day there is more to digest.

Yet fall has still arrived. The days are still becoming shorter (at least here in Michigan) and my garden is still quickly fading. The tide still returns. Soon winter will come. Mother nature hasn’t bothered to blink an eye.

What are we to make of all of it? What comes next?

As as a young college student (pre-major), I drafted a rather depressing, dream-based short story named “The Far Side”. It mused of a dystopian world, where those with a useful profession were transported in the dead of night to an undisclosed location, in an effort to save the world (from itself). Some sort of traumatic event had already occurred — and while traveling through seemingly endless darkness and barren landscapes, there was a palpable sadness among the passengers. Yet, at the same time a resolute calm. A firm sense of determination. All I knew at that moment, was the aching pain of becoming separated from my family. I was unsure of their fate and on which side of the sorting algorithm had I fallen. Was I deemed useful?

At the time, I was a struggling college student on many levels. My parents had just divorced, Microeconomics was proving a relentless challenge and my tiny, insular world seemed to be collapsing. But, I had an inner sense that training to do something useful, was one key to getting past my present.

Feeling useful is important to all of us. It is a vital part of our work life core, especially when things are literally going sideways. Whether we are blessed with fame, wealth or acclaim really does not matter. Striving to be useful — is something of note that we can all achieve.

What matters is that we apply our training, our gifts, empathy and strengths.

That we create a small, useful ripple, in this vast ocean of a world.

Not simply for the betterment of others, or for the world — but for ourselves.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who focuses on empowering work through the development of a strong foundation. A charter member of the LinkedIn Influencer Program, her thoughts on work life have appeared in various outlets including the Harvard Business Review, Talent Zoo, Forbes, Quartz and The Huffington Post.

We would all like to build a strong, stable organizational culture. Yet, we often underestimate the enormity of the challenge to do so. I’ve spent years as a consultant, diagnosing organizational issues — and if I have learned one cogent lesson it is this: It is always difficult to face what has gone wrong.

In a sense, we dance around the issues. We build compensatory mechanisms to manage the fallout. We make excuses.

In the end, we often treat the entire situation like a spoiled child that we would rather not upset. Yet, to truly build a stronger organization — we must honestly examine and address the elements that have contributed to its current state. (In my practice, I often utilize the philosophy of Core Stability to support the exploration phase of a client relationship. See a definition below.)

Organizational Core Stability: A confluence of elements including, but not limited to: 1) clarity surrounding the development/communication of mission, goals, strategy and expressed values, 2) clear governance, 3) alignment of resource priorities, 4) shared performance metrics.

No argument here, facing the music can be a painful process. There can be discussions of blame, of thwarted efforts to improve, of unrelenting, stubborn obstacles. However, examining the discord — note by note — is the only way to move forward. (I’ve found that my role is just as much about cushioning the blow, as it is diagnostic.)

If your organization has begun this process, take heart — and remember the following:

1. No one sets out to build a sick culture. I’m going to absolve everyone of their guilt in the name of forward progress. Horrible cultures seem to take on  a life of their own. Time, growth, and the wrong metrics — push organizations further down the wrong path — somewhat like a bully that is intent to steal your lunch money. The resulting condition can serve as a devastating blow, yet no one wanted it to happen.

2. Letting go of blame can be liberating. When we let go of blame, of silos and functional turf, we can get to the business of changing things. Stabilizing the organization is the first step on the road the rehabilitation. Internal organizational stability requires that you examine topics such as governance, decision-making, resources and how you treat your people. Rebuilding your culture starts from the nucleus and moves outward. (Moreover, “dark-side” elements, such as narratives that over-ride healthy habits, must be unearthed and quickly addressed.)

3. Start small and behave differently. The proof is in the pudding as they say — and the best way to improve a sick culture is for it to behave differently. If you manage a team or department, make no mistake, it is a living, breathing micro culture. Know that if observed behaviors do not change in line with a declared change, there is little hope of rehabilitation. The culture will continue to decline and the organization will lose both people and opportunities.

Change is often about forgiveness.
About re-focusing toward the future and leaving painful narratives behind.
In a sense, this must be extended to the larger organization as well.

Allow it to move on.

Have you ever been involved in an effort to change an unhealthy culture? Was it successful? What were the greatest challenges?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and a charter member of the LinkedIn Influencer Program. Her training series The Core — helps people & organizations build a stronger work life foundation. Her thoughts on work life have appeared in the Harvard Business Review, Forbes, Quartz and The Huffington Post.

There is nothing so stable as change. – Bob Dylan

I’ve not felt like writing in weeks. I have 45 open drafts. That’s a record (even for me).

There is a malaise that meets me at my desk on many mornings. I would characterize this as a lack of energy. A bit of resistance to do the work I normally love.  (Indeed, I am grateful to still have a role to occupy my mind.) I will hypothesize that the pace of both challenge and change in our world, has finally caught up with me.

Of course, none of us has all of the answers. We can only bring our collected knowledge and best intentions to forge ahead.

As I usually do, I’ve talked to others about their work as well — how it has changed (for better and worse), how it will remain so for some time, how we must adapt. What I’ve learned, is that we are entering a new phase of work life, “post” the arrival of Covid. The changes we are going through come with an element of loss and we should open to speak about all of it.

We are each affected differently, that goes without saying. But, as aptly expressed in this HBR article: “If we can name it, we can manage it.” I’ll start. You can join in the comments section if you wish.

I am quickly realizing that this crisis isn’t a sprint. It is a marathon. We are in this for the long-haul. Some of the elements of work life that once were — may never return. Some of the changes will be useful. Other changes will likely make us feel oddly out of sync. (We seem to be moving through a crash course in “digital transformation,” in real-time.)

I also know that we should draw from our foundation, our built work life core — to help us along. We must acknowledge what we can bring with us on this journey. More specifically — that we can bring along the good, as well as the challenging. (A strong nod to positive psychology here.) Bolstering our resolve with the positive, is vital. This may be a useful strategy in our arsenal to combat all of the work life twists and turns, yet to come.

What we’ve built.

We bring along the elements of our work lives that we have nurtured. The strong teams. The great colleagues. The challenge of the work. The healthy cultural landscapes.

These elements will help us adapt, help us face the changes with resilience.

Of course, when the dust settles we’ll have decide if we still fit — and at least assess where we find ourselves within our current organization. The outcomes of which will not be easy to predict. It is hard to know what choices (good or bad) an organization will make. What choices you must make. Yet, I do know that you should pause to re-evaluate constructs such as the psychological contract. Discuss it openly. Declare what you need to stay engaged and healthy. Managers should have an open and honest conversation with each one of their employees to take stock.

Ultimately, our world of work is now characterized by change.

To keep pace — look to your core.

Lean in to the great things you have built.

Please Note: The articles on this site are the intellectual property of the author — and cannot be used commercially without expressed written consent.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist & speaker, who explores the value of core stability to empower work & career. Her course, The Core Masterclass teach managers how to build core stability for themselves and their team.

empathy
noun

em·​pa·​thy | \ ˈem-pə-thē\

Definition of empathy
1 : the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner

I’m sure you can think of a heated or stressful work life situation, where you felt that a perfect comeback was in order. A precise (possibly biting) response that might preclude any future discussion or debate. The perfect word salad, to prove your point and end any confusion concerning who was in the right.

However, I’d like to pitch a radical technique that I often discuss with coaching clients. A technique that could change the tenor of the moment. A technique that might offer an alternative avenue to help you through a frustrating situation.

So — here it is.

Double-down on empathy. The ability to put yourself in the other person’s shoes and possibly walk in their world for just a moment. Empathy is an often undervalued work life strategy for a number of reasons. This may be pride-based. Ego-based. Habit-based.

Here are a few thoughts about empathy — and how we might make a habit of maximizing its potential.

• The gut response. Our “fight or flight” reflex often stops us from applying empathy. We might anger quickly or have little patience to move beyond the initial emotional hurdle. In these cases, a lack of empathy might operate as a means of protection.
• We right empathy off. I challenge you to pick a work life scenario (if it is recurring, even better) that you would not normally apply empathy. Now try it on. Is there a colleague that you interact with regularly, that you just can’t seem to tolerate? Is there a client you find particularly grating? These could be opportunities to see issues from a very different perspective.
• Finding empathetic inspiration. We often undervalue our own potential for empathy. Think of situations where you have felt true empathy for someone else at work — and remind yourself that this emotion lives within you. Moreover, think of situations where you would have personally benefited from empathy. How might another have behaved to make you feel supported? Now take that knowledge and apply it.
• Be “empathy” accountable. With any behavioral change, you should monitor progress. This demands that you reflect on what you have been doing that is different. Be sure to note when you’ve infused more empathy within your daily work life. Record what you said and did. How did this affect others? How did the change make you feel?

Infusing empathy into work life, likely has benefits that we simply cannot measure. Have you noticed this dynamic? Share your experiences in comments.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who explores the value of core stability to empower work & career. She helps people & teams build a stronger work life foundation through The Core Masterclass. A charter member of the LinkedIn Influencer Program, she has been featured at the Harvard Business Review, Talent Zoo and The Huffington Post.

Rose update: We’ve lost one. The others are hanging on. (It’s quite hot and dry here at the moment.)

I’ve become painfully protective of my morning ritual. If I’m up early enough, I can log in an hour’s worth of reading & writing before anyone invades my cocoon. There is a designated YouTube playlist bookmarked to avoid any aberrant selections. My notebook is handy. I filter in the birds — and filter out the news.

It’s my own thing. It is specific and highly idiosyncratic.

Your journey through the current pandemic is a personal one. In a sense, we have all been thrown head first into the annals of history — and left to our own devices. Each day can be a challenge. Each moment unsettling. Yet, there have been increased moments of clarity. You may have noticed them.

If there is one thing that I’ve learned over the last months it is this: Abundance isn’t really about more. It is not about doing more — or achieving more — or earning more. It is about identifying the moments that bring you more. The moments that expand your world. That fuel you. That become your work life fire.

(Less noise, more signal perhaps?)

Finding more of these moments is the priority. I’ve learned that fewer, in many cases is better, and we can apply minimalism to our work lives. With that — here are a few common work life elements that could be recast with this strategy in mind:

• Your Network. The number of people with whom we “connect” has grown precipitously over the last decade. While these so called networks may be expansive, they usually have “inspiration” gaps. Take a closer look at your network. Are there individuals that help you feel creative or energized? Someone you can riff with about the state of your industry? You cannot give back to the world — if the fuel is not present.
• Your Goals. How we view goals, has been a deep concern of mine for some time. Most specifically, their often inelastic nature. We tend to collect goals over time, but fail to consider which goals actually serve us. This can cloud our view and dampen focus. In my course, we spend a fair amount of time reflecting on the goals that live in our heads, but fail to inspire or direct us. Try not to fall into the “crowded” trap.
• Maintenance. Self-care is a worthy goal. Yet, I’ve seen it become an obsessive chore rather than a dynamic to truly restore ourselves. Integrating self-care options within our daily lives doesn’t need to be a drawn out or elaborate process. Simple solutions, such as jotting down thought & ideas in a notebook to clear your mind or a daily walk, are worthy solutions that have been utilized for centuries.

Do you capture abundance with less? Share your story.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who explores the value of core stability to empower work & career. She helps people & teams build a stronger work life foundation through The Core Masterclass and Work Life 101. A charter member of the LinkedIn Influencer Program, she has been featured at the Harvard Business Review, Talent Zoo and The Huffington Post.