Marla Gottschalk

A Little About Introverts (and the Workplace)

February 9, 2013January 4, 2019by Marla Gottschalk21 Comments

jessica-f-763325-unsplash — Photo by Jessica F on Unsplash

I am a “card-carrying” introvert — leaning toward the introverted end of the introvert/extrovert continuum.

As expressed by Susan Cain – I am also proud of it (I too, thought of summer camp as a confusing form of torture). I’m one of those individuals who gathers strength from focusing “inward” and would rather brainstorm on my own than among a group of people. Like other introverts, I rehearse what I am going to say in a team environment — and feel more than a little drained after attending a party. I tend to “choke” if things go wrong, and I’m put on the spot. Meetings without defined agendas are problematic, as gathering my opinions before weighing in on a topic is important. Speaking in front of others can be challenging — however, the conversations that emerge are wonderful.

Like many introverts, I am also a bit misunderstood. As a youngster, I was continually asked why I wasn’t “smiling” at social gatherings, when in actuality I was having a perfectly good time observing the scene and watching others. (Just not waving my arms and jumping up and down with glee.) In college some of the other students in my dormitory let me know that at first meeting they found me “stuck up” or “shy”. But, that just wasn’t the case. I thoroughly enjoyed social gathering with friends and love to laugh.

At LinkedIn, I’ve written about a challenging task for introverts — working on a team. (You can read “A Note About Introverts and Teams” here.) I spent the better part of a month reading about introversion and how this might impact workplace experiences. This included how introverts process information and how they might be most effective overall. I also had the opportunity to interview businesses that have developed novel methods to ensure that all voices are heard within a group setting. (These techniques were quite amazing).

But, by far – the most interesting aspect of the post were the comments from readers. Fellow introverts, team members and managers who just want the best and most productive outcome for all of us in the workplace. These comments let me know that our differences can combine to form a stronger team environment – and that mutual understanding and respect is really where our efforts should lie.

Are you a “card-carrying” introvert? What are your workplace experiences? Tell your story.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.

Organizational Culture

Set your counter-productive strategies out to sea with story

February 1, 2013August 5, 2013by Marla Gottschalk3 Comments

My husband recently recounted an organizational change process that he had observed at a European client. Interestingly, it was based upon the story of the ancient ritual of a Viking funeral. In the process, the group symbolically “sent” their old strategies (hopefully along with the accompanying mindset) “out to sea”. They marked the occasion of this change with a considerable amount of respect – reflecting on what had passed – and anticipating what lay ahead. An honorable “end” so to speak, of the outdated but once useful philosophy, that would help usher in a whole new way of doing business.

In fact, they were utilizing storytelling to spark a change. As we all have experienced, change within an organization can be a difficult process – it is often wrought with fear and uncertainty. Weaving stories about the future during a change effort – can create a mental path for your employees to tread on that journey. In most cases, organizations do not have the luxury of waiting for a change to “ignite” on its own. Storytelling can help start the process.

In many cases we acknowledge that things need to improve – and processes need to flex – but it’s often difficult to rally around that cause. Something is needed to get the process going. Something simple – yet symbolic – that signifies the end of the old and the start of something new.

Some ideas to incorporate storytelling into your change effort:

Tell the story of “why”. Gather your team and discuss why you have reached the impasse. Have team members tell of of their experiences – and offer everyone an opportunity to voice their feelings about why the change needs to occur.
Talk of the future. Look forward and tell the story of how actions can translate into success. Utilize a “Springboard Story” which describes how your organization will function more effectively because of the change.
Give change the deference it deserves. Acknowledge that change is difficult. Be clear that the effort to come, deserves respect.
Add pomp. Just as a product launch can motivate a group – a little ceremony can give a change effort momentum. Be sure to mark the beginning of the journey somehow.
Recognize behavioral change. As time goes on, be sure to offer encouragement and reward positive change. Always remember – unlearning old ways can be an arduous task.

How do you embark on the journey of change within your organization? Tell us your story.

Read more about this topic here: The Four Stories You Need to Lead Deep Organizational Change, Steve Denning, Forbes.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.

Uncategorized

Sunday Notes: What’s in a name?

January 20, 2013January 23, 2013by Marla GottschalkLeave a Comment

Have you noticed how key workplace topics are renamed and re-branded over the years? Lately, I’ve been observing more of this.

When organizational culture became the latest “buzz” – everyone became hyper-focused upon the concept. Can culture be measured? Who was measuring it? How is it done? But those in the organizational development realm had really been examining (and measuring) culture all along. It might have been labeled an “attitude survey” or “employee insights”, but key aspects of culture always lived (and were revealed) there. We knew that without taking the “pulse” of an organization, we couldn’t help them become healthier with a new training program or hiring initiative. We may have not called it a “culture assessment” – but in essence it was.

The same re-branding process applies to evolving roles in the workplace. At first glance, it appears that some of the newer job categories are highly revolutionary – but that’s really not accurate. These roles have simply evolved. For example, the role of Community Manager seems to have materialized with the rise of social media – but that is really not the case. The is role has much older roots. As explained by Tim McDonald, Founder of My Community Manager:

” It is important to realize that a community manager may or may not leverage social media. It’s grown because of social media. We’ve seen them in the form of receptionists, non-profit organizers, dock foreman, and many others, but didn’t call them community managers.”

This is absolutely true. The importance of connecting with a community of clients or customers, didn’t originate with the advent of social media. The basic need has always existed – and has been a priority for intelligent organizations. Just as the culture of an organization has always been at the core of organizational success.

We update enduring workplace concepts, and they become interesting to us once again. This gives us another opportunity to master the subject and create value.

The names may have changed – but the primary power behind the ideas has not.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. You can also find her on Twitter and Linkedin.

Creativity

Why We Should Still Practice the “70-20-10” Rule

January 16, 2013October 14, 2019by Marla Gottschalk6 Comments

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We all need a viable strategy to stretch ourselves and hopefully, reach our potential. However, it’s unlikely that we’ve committed to a firm strategy to do so. Implementing a guiding philosophy to remain on the “cutting edge” could help, allowing us to see the innovative paths that may exist in our own work lives.

Personally, I find it difficult to spark change (and follow through) in my work life. (Old habits die hard, don’t they?) I make promises to spend more time exploring new work life territory — but it seems that without fail, I miss that mark.

I also needed a concrete plan to sustain momentum toward that goal. I hoped that with measured practice, changing things up would become second nature.

But why reinvent the wheel?

To that end, I am all for borrowing established (and successful) strategies that can provide structure — “tried and true” methods that can be adapted to our own careers. That’s exactly why I chose the 70-20-10 rule, made popular by Google. The 70-20-10 rule is simple, yet remarkably powerful. It prescribes that you spend 70% of your time in the core areas of your work, 20% of your time on tasks related to your core and 10% devoted to tasks that are completely “off-road”. (The “secret sauce”.)

The rule can be readily applied to many, many types of roles and functions, including those that focus on sales and process improvement. Try it on for size and see what it does for your work.

A couple of ways to apply it:

Staffing a team. The larger part of the team (70%) should include those directly related to the work at hand at hand. However, 20% could be in areas or functions related to the issue or project at hand, and 10% of team members could be composed of those in unrelated functions — those that could offer an entirely fresh perspective.
Sales efforts. If you sell for a living, take another look at your potential customers. Of course, your core target group would include potential clients with a profile very similar to your current clients. However, go the extra mile and identify 20% that are somewhat different, but still may find a fit or use for your products. The other 10%? These are customers that may require you to develop an innovative product application or service packages to win their business. Explore this path, as there is no telling what will be discovered.
Networking. We all have a tendency to gravitate towards the familiar — however this can limit us. Make a concerted effort to build relationships with people in new functional areas, that are still tangentially related to your core. (For example, if I exclusively networked with other psychologists, I wouldn’t learn nearly as much about HR tech.) You may not have the language mastered in these “off-road” functions, but you can certainly develop a working vocabulary. You may also happen upon a very worthwhile collaboration.

Here are a just a few reasons to try the method:

Ideas don’t develop themselves. If we don’t designate time to explore new paths, our thoughts cannot “cross-pollinate” — an innovation basic. Many interesting developments seem to develop through “serendipity”. Serendipity doesn’t occur in a vacuum.
Our brains need a change of pace. Have you read The Eureka Phenomena? Asimov’s classic article, helps us understand that the brain works on more than one level. Changing gears for a period of time, can actually help your mind “settle” and solve problems.
We all need real challenge. The 70-20-10 can help “gamify” work, and make it novel. I place the “off road” 10% in that category. That somehow works for me.

Have you applied the 70-20-10 in your line of work? Tell us how.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.

Career

The Great Escape: Is it Really Time for a New Job?

January 5, 2013April 17, 2020by Marla GottschalkLeave a Comment

Businesswoman Awkwardly Bending over Yellow Counter

It’s a shock — the sheer number of individuals ready to venture into new work life territory. Surveys have revealed some troubling numbers and I am convinced that there is quite a lot of pent-up demand for job shifting. The state of our recovering economy (which has essentially curtailed free movement within the job market) has taken its grueling toll on attitudes toward work. Job engagement is waning. Other workplace consequences cannot be far behind.

However, I’ve not given up hope. Interestingly, employees will stay for the content of the work (Read Blessing-White’s research report here.) So taking a very close look at your current situation piece by piece — might be in order. What’s really bugging you at work? Might things be changed for the better? I recommend taking serious stock and sorting your thoughts before you leap over that proverbial “cubicle wall”.

A few ideas to gain some perspective:

What can I do to salvage my current role? Feel free to take control of the situation at any time. Start with a long, hard look at all of the the forces that are operating. Sometimes it can seem easier to throw up your hands and say ” I am done!”, rather than investing any more mental energy into an already frustrating situation. However, if you don’t — this can simply be short-sighted. If you leave, before you’ve had one solid conversation with your boss, it’s entirely possible that you are taking the easy way out.

What is it about my current role that really bothers me? Is it a problem with a specific co-worker? Not enjoying the content of the work? It’s amazing how you may not have had a real conversation with yourself about the specific reasons you are unhappy. Make a list of the possible contributors to your feelings. Rank order them in terms of importance. Label the top 2 or 3 as “deal breakers.” Take the “deal breakers” that you have identified and meet with your supervisor to discuss them. Start that dialogue now.

Are there personal reasons that may be affecting my opinion? Stress in other areas of your life, can easily spill over into your work life. In general, try not to make career decisions when other things in your life are in flux. If possible, let some time pass before you consider a change. Work-related decisions that are made during times of great stress, are generally poor decisions.

What is the state of opportunity in my field? Please, please, please look before you leap. If the market in your line of work still appears to be somewhat tight — stay put and work on modifying your current role. Want to expand your horizons? Prepare for a “career pivot” and arrange for an “in-house” mini internship within your organization. Know an inspiring coworker? Ask to make that person your mentor and move forward in that way, while staying put for just a while longer.

Being happy at work can greatly enhance your life — and change just may be the only avenue to achieve this. However, examine the aspects of your work that you might revise, before you take the leap.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.

Career

Brand Yourself as a High Potential

December 24, 2012January 3, 2019by Marla Gottschalk26 Comments

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You might argue — but it is my opinion that you cannot expect to walk through the office door a virtuoso.

Whether you are new to the workplace or simply changing direction, it takes a bit of time to establish your reputation and set yourself apart from the crowd. This is perfectly fine — as good things can come with patience. It’s not a sprint to climb the staircase of success, it is definitely a “steady and paced” endeavor.

Tom Peter’s classic article, The Brand Called You, emphasized the importance of developing your own career brand in our fast-paced world of work — and I fully agree with his premise. Standing out in a sea of competition can be daunting, and branding is a savvy option to consider. You are your own brand — and you alone have the control to develop that brand wisely.

Keeping your nose to the grindstone is a great place to start. However, a solid “brand” strategy is even better. You need to set a projected path and make the most of every interaction. Whatever you are doing, make a commitment to do it well — no matter what the task. Ultimately, it is your behavior that will identify you as something extraordinary.

What will you be adding to the workplace equation? Strive to be unique. Be remarkable. Be courageous. Make a solid commitment that your actions (and your attitude) mesh with the brand of a “high potential” contributor.

A few ideas. Try a couple of them to start:

Start listening and talk less. Brand yourself as a strategic listener — a critical workplace skill. Key here, is having the smarts to stay quiet and absorb the knowledge that is around you. Grow this way, as this can serve you well.
Underscore you strengths. Brand your strengths. What are the 2 or 3 areas of expertise that comprise your core value to an organization? Be sure you can speak to these. In fact, develop an elevator pitch explaining your brand — just in case someone directly poses this question. Always be ready to tell your strategic story.
Be mindful of an “Achilles heel.” Your weaknesses can hold you back, so be sure to identify these early on — and brand yourself as someone who is self-aware. It may not be the most pleasant of tasks to consider, but tackling impediments head on, can help catapult your career forward.
Be the link. Moving forward in an organization requires a broader focus today, so brand yourself as the “link”. How does your function (and your specific role) contribute to the success of your organization? Be sure you understand these connections and educate others about them.
Read more. Brand yourself as an expert. There are great sites, blogs and book titles to help you get a strong grip on your specific industry. For starters — find out what your boss is reading. Develop talking points that engage others and encourage progress.
Find mentors and a sponsor. Navigating the world of work can be a challenge — and seeking different perspectives can be a huge advantage. Don’t limit yourself to one mentor, build a set of them and brand yourself as a life-long learner. Don’t overlook the need for an internal sponsor, someone to help you gain exposure and key “stretch assignments”.
Raise your hand for projects that everyone is avoiding. Brand yourself as a team player. Remember that the tougher the assignment, the more you’ll stand to learn.
Learn to collaborate. Brand yourself as someone who gets things done. Gather information about how decisions are made. Be aware of the respective contributions of other teams in varying functions. Help to create an atmosphere of creativity and innovation.
Chart a self-improvement course. Brand yourself as a “self-starter”. Don’t wait for others to suggest training and development opportunities — always have a list on your radar. Stay alert for development opportunities that will make an impact on your career path and prepare you for the next steps. Don’t ignore the basics (presentation skills, for example), as they are career building blocks.

Do you have a strategy to build your own brand? Share your ideas here.

A version of this post previously appeared at Talent Zoo

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. You can also find her on Twitter and Linkedin.

Uncategorized

Saturday Thought Starter – TEDTalks – Dan Pink – The Puzzle of Motivation

December 22, 2012December 22, 2012by Marla GottschalkLeave a Comment

Motivation and rewards – what is the real currency for your employees? This relationship is much more complicated than you might think…

Uncategorized

Why negative information is so darn powerful

December 22, 2012October 11, 2020by Marla GottschalkLeave a Comment

Have you ever heard of the “criticism sandwich”?

This communication strategy purports that if you present negative information in the midst of positive information, it will cushion the impact of the “less than stellar” bits. Well – think again. Our brains seem to be hard-wired to pay much closer to attention to negative information – likely a product of evolution and the “survival of the fittest”. When we hear negative information, it carries more impact and seems to stick with us longer.

In my latest post on LinkedIn, How to hear what you don’t want to hear, I explore methods to cope with negative information, opinion or feedback. Managing the stress that comes with the territory is key. But take heart – you are not alone.

Do you have a strategy to cope with negative information that works for you? Please share it with us – we’ll all be grateful.

Dr. Marla Gottschalk is a Workplace Psychologist. Connect with her and continue the conversation on Twitter and Linkedin.

Organizational Culture

A little less talk, a little more action please

December 12, 2012November 6, 2018by Marla Gottschalk1 Comment

I am not entirely sure of the source of the quote,”Less talk. More do.” (I’ve asked Tom Peters on Twitter, but he says it is not his.) I do know that when it comes to customer service, you’d better back up your declaration of being “customer-centric” with some pretty solid behaviors.

As we all have learned, a single standout interaction with a customer can define a business – for better – or for worse.

In a recent post at LinkedIn, “It’s not really about you: It’s about your customers”, I explore the never ending search to become more effective as an organization. Interestingly, this quest is often rooted in how we view and respond to our customers. Do the behaviors of your business match your expressed philosophy? There is no time like the present to consider this carefully.

Dr. Marla Gottschalk is a Workplace Psychologist. Connect with her and continue the conversation on Twitter and Linkedin.

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Sunday Notes: Taking responsibility to make work a better place

December 9, 2012December 12, 2012by Marla Gottschalk1 Comment

We all share responsibility to forge a better workplace. As managers. As employees. As organizations. Even as customers of those organizations. How should we come together to mold a better workplace? This goal might boil down to our personal work life basics.

Some ideas to consider:

Become more transparent. Honesty is a basic – and its value holds in all facets of the workplace. In a nutshell, tell the truth. If you are a recruiter, let the candidate know everything you know about a role, both good and bad. If you are giving a performance review, tell the whole story. (Don’t skim over the weaknesses that will hold someone back in the future). If you are a customer, don’t walk away upset. Diplomatically express your problem – it is worth mustering the courage to do so.
Sharpen your listening skills. Make it a point to lessen the signal noise, and really listen to your employees and your customers. Separate yourself from the potential stress you feel this may bring – or worse yet, the fear of the change that may follow. Progress starts with an open mind – and an open mind develops when you truly hear the concerns of others.
Become hopeful. Remaining optimistic, and maintaining energy levels when things are challenging is a difficult task – but one that is worthwhile. Make every attempt not to give up on an employee, co-worker, a project or yourself. If there is an issue – trouble-shoot and attempt to devise a plan to impact the situation. Not the solution? Step back, reflect and formulate another route. Develop the frame of mind that one more try may hold the ultimate key.

Some related reading to support your quest: