Managing a Team? Turn the Small Changes Into Small Wins

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I’m a huge fan of small wins when it comes to organizational change. (I believe Kotter is as well. Read his iconic article here). I’ve watched small wins reignite hope and forge forward progress.

I’m also a fan of Seth Godin. (If you know me well, this isn’t a much of a secret.) Not a professor of organization theory, or a psychologist — he has an uncanny ability to distill a semester’s worth of readings concerning organizational topics into a few profound paragraphs. I suspect he has an innate sense that allows him to fully understand human beings.

Here is an except from a recent blog post:

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The worst kind of problem is precisely the kind of problem we’re not spending time worrying about. It’s not the cataclysmic disaster, the urgent emergency or the five-alarm fire. No, the worst kinds of problems are chronic. They grow slowly over time and are more and more difficult to solve if we wait…Seth Godin

You see it is the small things — those micro-events that repeat over and over again — that define an organization. It is the small things that speak volumes about a brand, to clients, customers and employees. Conversely, it is the small things that can become chronic points of contention. They are the overlooked bad habits of your team or organization. The less than stellar experiences that leave your organization weakened.

It is also the small things that offer us a tremendous opportunity to build trust and devotion among our customers & clients. These seemingly small events, can offer the possibility of growth and connection. They allow an organization to build a more worthy foundation. A stronger future.

My opinion concerning the smalls things isn’t random. It developed after years of observing the repeated ineffectiveness of top-down organizational change efforts. There are clear reasons that 70% of transformation efforts fail. Deeply connecting people to change is one looming abyss that we must consider. Why should they invest — if they feel they aren’t a part of the solution?

The small things are not a detached, heavily engineered project that must be monitored, poked and prodded, to affect change. They are simple. They are owned by your team. Those that know the work.

These small things are a gift.

These small things — can become the small wins that matter.

The wins that drive positive change.

I challenge you (your team, your department) to identify 5 “small things” that would make a huge difference to your customers, your employees, your patients. Find a way to transact these opportunities into a re-imagined reality.

Build that new habit, which changes the entire game.

You see, the small things — really aren’t small at all.

Have you applied this technique? Share your experience with our community.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

It’s the End of American Idol: I Won’t Downplay Its Impact

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They’ve recently marked the end of the long-running show American Idol.

It was time.

However, it was more than the run-of-the-mill reality show. Its format augmented talent discovery by engaging us in the discovery process. A modern version of an old story we love to enjoy — the show allowed us to play a role in offering contestants the chance to change their lives and the face of music.

Some did.

How remarkable.

Whether you are still watching Idol today really isn’t important. (To be honest, I’ve opted to watch The Voice the last couple of years). It is the mechanism of talent identification that American Idol employed that mattered.

We have been exposed to artists (and genres of music) that we would have likely never experienced. At certain points during the show’s run,  I even became emotionally engaged with the process. (I stopped watching Season 3 after Jennifer Hudson was eliminated. Glad to see that she went on to meet her destiny.)

Yes, the process was far from perfect. However, we can learn from it. Moreover, I can’t help but think of how many talented contributors that function just under our radar, within our own organizations. How do we find them? How do we nurture their talent and align their gifts with organizational goals? How do we play an active role in that process?

The onus is upon us to do so.

I fear that much of what our contributors can bring, remains undiscovered. This because we haven’t developed the proper mechanisms to unlock their potential. That must change.

They deserve their moment.

How many moments are we missing?

Here is exactly to what I am referring. We might have missed this. Enough said.

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What are you doing within your organization to identify and nurture talent? Share your strategies here.

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Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach. She holds the role of Senior Consultant at Allied Talent and also serves as the Director of Thought Leadership at Kilberry Leadership Advisors.

Kick-Start Your Work Day

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I start most days with YouTube.

That may seem odd to you — but it works for me. Today, Gregg Allman, George Harrison, Green Day, and The Verve are my colleagues. My partners in crime. My morning coffee mates.

Yesterday, it was Aretha. Tomorrow it might be Chopin. I’m not sure. I’m completely open.

We often forget that we must leave ourselves the room to be our best. (Certainly our brains require this.) When pushed to the limit and working on only fumes, we’re likely to fail.

I’m not sure what works for you, as the seeds of creativity are quite different for each and every one of us. That’s the beauty of the workplace. We are individuals. So are the required roots of creativity.

So start your day with what works for you. Take the time to identify this. Then become brutal in its application. Take that morning walk — or listen to that audio book — or queue up Tony Bennett & Lady Gaga.

Start your day with the proper foundation.

Then push “start”.

What powers you though your day? Share your strategies here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and coach. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto.

The Vital Importance of Being Honest in the Workplace

oath-980x505We’ve all suffered momentary lapses of memory at work. Fuzzy recollections of what occurred on a specific project or initiative — time has a funny way of chipping away at facts and figures. We might lose ourselves in conversation and misspeak or dance around the truth to put another person at ease. However, knowingly misrepresenting who we are or what we have accomplished during our work lives, usually proves detrimental to both work and career. Ultimately, misrepresenting our own history has the potential to derail both promising careers and healthy organizations, alike.

As a role increases in both scope and exposure — being mindful of how we present ourselves and remaining true to our word — becomes an even greater responsibility.

Honesty about credentials and work experiences can affect nearly every aspect of our work lives going forward — and has proven to do so in many realms including government, sports and news/entertainment. Moreover, this dynamic can impact how we fill our most vital roles in organizations today — limiting our ability to match skills with organizational needs.

Of late, this issue has very publicly affected those that we most need to trust. (Network anchor Brian Williams has been suspended for an inaccuracy describing his work experiences. This week it was revealed that VA Secretary Robert McDonald miscommunicated that he served in Special Forces, when he served in the 82nd Airborne Division. He has issued a formal apology. Personally, I thank him for his service to our country. )

From inaccurate resumes to name dropping, the selection process is wrought with misrepresentations and dishonesty. During our actual tenure within an organization, other looming issues with transparency can develop. These situations can lead to problems — both undetected and catastrophic.

For organizations to remain effective, it is imperative that we not only identify needed competencies and utilize state of the art selection strategies. We must also attempt to remain transparent as contributors — so that roles are matched effectively with the appropriate candidate. This includes respecting the exchange agreement that exists between employers and employees. However, whether workplace cultures encourage honesty during selection and tenure, is another topic to carefully consider.

Breaches during these processes can create a myriad of cascading problems, for all of us.

What are your thoughts? Have you been tempted to stretch the truth, where your work history is concerned? Have you hired an employee and their resume was later deemed inaccurate? Is lying a necessary evil to move forward today?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto/NewYork. Her blog The Office Blend, has been recognized by Forbes as a “Top 100 Website for Your Career” in both 2012 and 2013.

Lower Photo: Win McNamee / Getty Images
This post previously appeared at LinkedIn.

The Good, Bad & the Ugly: What I’ve Learned From My Bosses

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Photo by Jason Rosewell on Unsplash

One of former my bosses had a penchant for passive-aggressive behavior. I’m certain his role was a stressful one — that likely contributed to his demeanor. However, the cumulative effect of his behavior on the team, was far worse than any root cause. I was never sure if he despised me personally, or was plagued with extremely poor people skills. I’ll never know. I suppose it really doesn’t matter.

He had no business supervising my work — or anyone else for that matter. He was toxic.

I’ve also worked with the best of what bosses can be. I freely admit that I didn’t realize how great they really were, until reflecting upon my experiences. They made the role seem effortless. That’s how professionals are — they make a difficult task look incredibly easy.

Many of us have experienced a wide range of bosses. Some are well suited to supervising others. Some — well — the fit just wasn’t there. (At least, not at that moment in time.) Of course, we learn a thing or two from all of them, the good and the bad. Even the ugly.

In retrospect, here is what I saw:

  • Great bosses are transparent. Great bosses don’t hesitate to share what you have done right — and the situations that you might need to improve. This isn’t reserved for an end of the year review, it is ongoing and timely. They know when to hit you with the tough stuff — and when to back off. There is never a hidden agenda to contend with. They simply want to help you develop and succeed.
  • They don’t hover. A stretch assignment is a great opportunity to grow. The best of the best bosses know this. While on maternity leave, one of my supervisors allowed me to present a yearly customer research study to the Board of Directors. She never micro-managed, but guided my work, so that I was well prepared. This was very early in my career, and I never forgot how it felt to stand in front of that group. It was empowering. I thank her everyday for that.
  • They never leave anyone high and dry. The boss that I mentioned above, would leave us in the lurch to deal with well-known, extremely difficult clients, or unfinished work that ultimately required his approval. It was extremely stressful. Looking back, these situations could have been a relevant teaching moment for all of us. Instead they were a nightmare. He never sat down with us to discuss strategy, prepare us and offer advice. Shame on him.
  • They see you — beyond today. The most extraordinary thing about a great boss, is that they see what you have to offer — even if you may not. Their honed perspective allows them to see your bright future, even while you might be mired in today’s challenges. They continue to help drive you forward, even when you fail. That is a priceless gift.

Describe your best boss below. What did you learn from them?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto and speaks to groups about making work what it should be.

Utilizing Mindfulness to Tackle the Job Interview

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When we lose ourselves in a stressful moment — a workplace situation can quickly go from challenging to a potential disaster.

Job interviews are a common trigger a host of powerful emotional responses; anticipation, excitement, even fear. If you’ve sat in the interview chair, you are acutely aware of the critical struggle to remain calm and focused. As much as we attempt to stay calm — our minds can race out of control — not unlike a runaway train.

“Managing yourself” through this stressful dynamic is key.

Could the practice of mindfulness help us through an interview? Recent research tells us that yes, it can.

Tough workplace scenarios can cause our “fight of flight” response to kick in — and job interviews certainly qualify. Labeled an “Amygdala Hijacks”, by psychologist Daniel Goleman, these moments are characterized by neurological processes where our “rational brain” (Neo-cortex) becomes overpowered by our emotional brain. This renders places us in a weakened position to deal with these situations effectively.

Mindfulness — defined as “The psychological state where you focus on the events of the present moment” — allows us to observe the events of our lives from a safer distance, without necessarily reacting in that moment. One element, is the notion of equanimity, or “non-reactivity” to the events happening around us. Mindfulness tells us to pay attention and acknowledge both one’s inner experience and the outer world, without reacting.

Discussed at length concerning its impact on both our psychological and physical well-being (See here and here), mindfulness can help us remain balanced in many situations that might normally derail us. Interestingly, one recent study links mindfulness to effective workplace behavior. The research reveals that mindfulness may help with roles that require a series of decisions in quick succession — not unlike the multiple decisions/responses we face during a job interview. Managing our automatic responses, (such as becoming nervous or flustered) and re-focusing that energy toward staying composed is key.

How might mindfulness help us in a job interview? Above all, you want to well represent your skills and experience. Regrets concerning what you may have forgotten to mention, (or did mention and shouldn’t have) can prove critical. During an interview we can become overwhelmed and “lose our heads, “so to speak — quickly losing focus on the goals of the current conversation. (You might find yourself either rushing ahead or reviewing your last answer.) If you are unable to remain fully present, you may miss important conversational cues that will help you present yourself well.

We needn’t wait for your next interview to develop techniques to become more mindful. Weaving techniques into our every day lives can prove worthy.

Try these techniques:

  • Practice the art of “micro-meditation. These are 1-3 minute periods of time to stop (perhaps when you feel most distracted) and breathe. While you are waiting for an interview to begin (seems these are always delayed), utilize the following acronym taught at Google: S.B.N.R.R. — Stop. Breathe. Notice. Reflect. Respond.
  • Tame the “inner voice”. Don’t let an inner monologue take over. (For many of us it is a panicked conversation.) Be aware of a “less than supportive” inner dialogue, that might rear it ugly head. Consciously interrupt it and replace it with a more positive message.
  • Refocus on your ultimate goal. Remind yourself of the purpose of the interview: to accurately portray yourself as a contributor. We all have triggers that cause us to lose focus and react with fear or anger. Monitor these (certain topics, etc.) and remind yourself to stay ahead of an emotional response pattern.
  • Breathe. While, we can’t halt the interview — we can silently “tap ourselves on the shoulder” to stay focused. When you feel your mind racing, mentally pause and “tap”. Collect yourself and return to the moment.
  • Bring along a mental list. Enter the interview with 3 or 4 critical points about yourself, that you want to leave with the interviewer. Use a reminder to circle back and inject these points into the conversation (try wearing your watch upside down or a green rubber band on your wrist).

How do you stay calm and focused during an interview? Share your strategies.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a Senior Consultant at Allied Talent. She is also serves as an Influencer at LinkedIn.

Monday Motivation: The TED Talks — Susan Colantuono — The Career Advice You Probably Didn’t Get

Leadership skills should be developed at every level. Unfortunately, the advice we are given to move ahead, is often incomplete. (Women should pay particular attention to the message posed in this fantastic presentation.)