I’m Worried About a Belief in Manifesting. Here Are the Reasons Why.

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Strategies that may help us move forward can be worth their weight in gold. But rest assured, I’ll put that strategy through its paces before I endorse it. We should always take a closer look at the advice we are offered — breaking things down and exploring how things might really work. Where manifesting is concerned it is easy to understand its allure. (In a sea of self-care trends it does appear to embrace positivity.) But, while it purports to offer help when life or work become challenging — it falls woefully short in the efficacy department.

That is a serious problem.

Here are my specific concerns with the idea manifesting. You may or may not agree with my reasoning. (You can read more on the topic here.)

Problem #1. For an idea to hold water, “the proof” so to speak, “lies in the pudding.” To improve our lives I believe that “doing” — actual behavioral change — is necessary. Indeed, thoughts are the starting point of change. Yet, thoughts are never the complete story when we desire progress. We cannot simply wish for things to develop. We have to act. Without a behavioral plan of action, false hope can follow.

We must act to change our lives. Only our behaviors can truly accomplish this.

Problem #2. Let’s consider the underlying premise of manifesting. When our thoughts are unleashed into the universe, they somehow create more of the same energy. Logically, this leads me to ask questions such as: “Will my negative thoughts concerning my difficult client, bring more of the same toward me?” or “Did a new client prospect ghost me because my vibrational energy was low and broadcasted my concerns?” Essentially, this line of reasoning implies that whatever you put out there thought-wise, the universe magically (and inexplicably) slaps it back into your face. That shifts the power away from us.

Manifesting shifts power into the great unknown. It professes to offer control, but actually hands off that control to an entity outside of ourselves.

Problem #3. Let’s consider, what all of this implies about emotions that are not positive. Are we also saying that negative feelings are worthless? That they should be stomped out and ignored? I hold the firm belief that all emotions tell us something vital. That our nagging “inner-speak” is alerting us to the work that needs to be done — and this work might bring our work lives into alignment.

We can acknowledge what is wrong, yet challenge its impact upon our future.

Weighing in on the side of manifesting, I do know that hope matters. Hope leads us to try again and again, to reach for the goals that matter to us. However, while we might fulfill the “hope criterion” with manifesting, we must also take things one step further and build self-efficacy through deliberate action. That builds confidence. Which hopefully leads us to act in a way that supports our goals.

Manifest that.

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 the Harvard Business Review, Talent Zoo, Forbes, Quartz and The Huffington Post.

Fuel For Your Work Life: My Absolute Favorite Reads of 2019

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Annie Spratt @unsplash

Looking for a fresh perspective to inspire your work life to new heights in 2020? Personally, I love perusing other blogger “best of” lists — so I’m throwing my hat in the ring. In 2019, my favorite articles seemed to center upon two key work-focused themes: 1) building foundations & 2) strategies to achieve forward progress. My current work in core stability likely influenced this, and the topics include quite a few stability basics — such as self-care, resilience and failure. (BTW, stay tuned. I’m putting all of this to good use with a new member based work life community launching in 2020.)

Meanwhile, here are the articles that set my mind abuzz. Please note: while I discovered these sources in 2019 some are a bit older. I’ve also included one of my own.

My favorites in no particular order. Comments welcomed.

Have another to share? List it in comments.

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, BBC Work Life, Quartz and The Huffington Post.

 

A Kinder Take on Resolutions with Positive Psychology

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We all engage in goal setting. Yet goals can either help or hurt us, depending on their inherent ability to energize. New Year’s resolutions can suffer the same outcome. They are essentially goals — wrapped in a loaded, time-stamped, end-of-the-year package. As a coach, I’ve harped on clients to refine or even lose goals that no longer serve them. Resolutions can also let us down, as they are often of the lofty, vague variety — and often fail to direct us in a meaningful way.

I’m wondering if we can craft work-focused New Year’s resolutions that are better for us?

One strategy, is to apply what we already know about Positive Psychology. With its roots in humanistic psychology, positive psychology theorizes that we have the power to re-frame our life experiences to help us become more positive and productive. Resolutions could stand a re-framing. So let’s follow this thread.

Consider the following passage:

“Positive psychology is…a call for psychological science and practice to be as concerned with strength as with weakness; as interested in building the best things in life as in repairing the worst; and as concerned with making the lives of normal people fulfilling as with healing pathology,” – Christopher Peterson

We could re-frame resolutions with a nod toward what is right — and not wrong — with our work lives. As we look toward the New Year, we might recognize what has worked well and what we have actually accomplished during the previous year. (Sustaining energy requires that we actively acknowledge the good.) Taking the time to remind ourselves of what we already have accomplished, can provide the fuel that we need to build both energy and resilience.

So — ask yourself: What brought you a sense of accomplishment during 2019? A sense of meaning? Joy?

First, carefully consider what you have already accomplished, by drafting a list of steps in the right direction. (Remember, that no step is too small to acknowledge.) Celebrate the successes and take something from failures or disappointments. Secondly, craft a few behaviorally-defined resolutions for 2020, which build upon your progress. Try to avoid broad, overwhelming resolutions such as “Find a better job.” Be specific, yet supportive, of your on-going journey. Integrate what you have learned from both the highs and lows of 2019.

Think of yourself actively completing these resolutions. What are you actually doing?

Here’s how this might look regarding one of my 2020 resolutions: To identify/develop opportunities for collaboration regarding my work in core stability. Please note: I did not identify the right collaboration opportunity during 2019. There were stumbling blocks — yet there has been progress. Acknowledging the latter is quite important.

Progress in 2019:

  • Continued to refine concept message and mission.
  • Engaged in many useful conversations (virtually and IRL) regarding core stability as applied to both people & organizations.
  • Wrote & published the concept’s “origin story” and its guiding principles.
  • Began identifying HR/HR Tech micro-influencers whose work aligns with my own.

What’s Next in 2020:

  • Hone list of possible HR/HR Tech contacts.
  • Reach out on social media, where possible.
  • Write an email a week regarding potential collaborations.
  • Schedule one conversation per week regarding possible collabs.
  • Continue to define research parameters: subjects, scope, funding.

Let me know if this process brings you any “resolution” clarity.

Happy New Year to all of you!

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, BBC Work Life, Quartz and The Huffington Post.

Have You Ignored Your Work Life Non-Negotiables?

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Photo by Christina @ wocintechchat.com on Unsplash

In a world where we are inundated by messages concerning work & career, it can be difficult to connect with our own needs. Clarity is vital to build work life alignment — and if you are struggling in some way (feeling disconnected, exhausted or frustrated), know that something foundational may have been overlooked.

As a psychologist and coach, I’ve learned that clients often have a sense of why things feel off-track, but they may fight or even ignore their instincts. We each have a work life blueprint, comprised of the elements that we require to become engaged and productive. Yet, over the course of time we can lose touch with our personal set of non-negotiables. We might relegate these elements as “nice to haves” or they have become somewhat of a “moving target”.

This can create a host of issues.

The longer we fail to acknowledge what we truly require to excel — the greater the potential to feel frustrated, disengaged or disconnected from our work lives.

Carving out the time to focus on these elements is critical. In many cases, we over-extend ourselves and mortgage our work life future, without completing this exploration. Above all, it is essential to answer this question: What do I personally require to succeed?

To explore your work life non-negotiables — complete the following exercise from The Core Training Series. Begin by reflecting upon general work life topics, such as focal industry, working solo vs. within an organization, on-site vs. remote work and ideal supervisory style. Then move to consider more specific topics, such as needed rest, pace of learning/development or opportunities for creativity.

Remember the list of identified elements is uniquely your own.

Be honest. Be specific.

Craft a vision of the elements that you require to excel.

Follow these this prompt to help you: Broadly considering the roles, events and conversations that were remarkable in some way or have had a significant impact upon your work life.

  • What stands out about these experiences? What was happening at the time in life and at work? What elements played a role in your reaction to these experiences?
  • Overall, what elements seem to consistently energize you?
  • Overall, what elements leave you feeling frustrated, exhausted or unmotivated?
  • Were there elements that caused you to leave (or consider leaving) a role or organization?
  • Were there specific elements that caused you to remain longer than you would have in another similar situation?
  • What elements draw you toward a a role or organization?

Remember to take notes. Try to record 5-10 elements. You can refine your list as you process further.

Respect your list and attempt to integrate as many of your non-negotiables as reasonably possible over the longer-term. (Adjustments will take time). Remember this is a challenge. You may find that it takes time and considerable reflection to identify/align your list with your work life.

However, the potential benefits are worth the trouble.

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.

 

 

Listening to Your Work Environment

 

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Photo by Joshua Earle on Unsplash

Warning. This post is a little heavier than usual. Yet, I feel this topic is worth the discussion. If you work within an organization or team, you’ll likely identify with the topic — or at least have an inkling that you’ve lived this.

In 2016, I first discussed the importance of internal stability — which might be described as an organization’s culture core. (See the post here.) Reader response to that post and the discussions which followed, fueled my interest in both individual and organizational core stability. Of late, I’ve been exploring a set of stability-enhancing constructs (for example, the psychological contract) that either build an organization’s cultural potential to help us excel.

Declared vs. Operating Culture
What became obvious is that these stability-enhancing constructs cannot help us, if declared culture — does not align with the behavior that we actually see & experience. Interestingly, we often conflate the notion of declared culture and the real-time operating culture. The frustration that develops can not only affect individual contributors and teams — but the ability of the larger organization to be effective.

In many cases, we have the right intention, but the foundation remains weak. The proof, so to speak, is not in the pudding.

In recent trainings, we have been exploring “dark side” elements that fight organizational core stability — and how these obstruct an organization’s positive cultural intentions. When organizations seek excellence, these dark-side elements can work against progress and ultimately drive behavior. They live as destructive undercurrents within your culture and can destroy positive investment in that same culture.

Righting the course demands that we pay attention to the environment and expose its reality. If not, we function within cultures that exert silent, negative pressure, as we fail to acknowledge the operating “energy field”. This dynamic can manifest in in a variety of ways. We might invest in training — and nothing seems to change, or we reiterate the organization’s mission & values — but somehow behavior (and metrics) remain out of alignment. These are symptoms of this ongoing tension.

The Undercurrents
Taking the time to identify and expose what is standing in the way of progress is a vital  conversation. This demands that we listen intently to the environment in which we work and to those are immersed within it. In my work with high-performance teams, this has become an important diagnostic exercise. The process is rooted in my early exposure to the auto industry and later on, to the Toyota Production System. Tantamount to Toyota’s system is the philosophy of Jidoka — where production could be stopped at any moment, if an employee detected an issue that affects quality (More here.) Jidoka is built on a deep respect for human wisdom within manufacturing environments. It supports “listening” intently to that environment. (See my collaboration with Toyota here.)

We often underestimate an undercurrent working against excellence. In some cases, the issue has been detected — but not fully addressed. Here is a quick reference guide to help your team “stop the line” so to speak, when they detect a problem. (A slide from a current talk):

Have you found yourself in an environment where the operating culture overpowered the declared culture? How did you proceed?

More about The Core Philosophy here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who explores challenge and change in work life. A charter member of the LinkedIn Influencer Program since 2012 — her thoughts on work life and core stability have appeared in various outlets including Harvard Business Review, Forbes, Quartz and The Huffington Post.

Saving a Valued Employee With One Foot Out the Door

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Photo by Tim Mossholder on Unsplash

It’s rarely good news when a valued team member expresses serious thoughts of leaving. In some cases there may have been signs of disconnect, yet those signs were not interpreted as evidence of a deeper problem. In other cases, we’ve recognized that an employee’s experience has not been ideal, but failed to address the fallout. Ultimately,  managers are caught completely off-guard — and a response in the moment is difficult to construct. Yet, timely decisive action is necessary to avoid a one-way pass into the “departure lounge”.

One option to direct this response, is to apply the notion of core stability and the psychological constructs that contribute. This may help a manager understand where things fell apart and offer clues to a possible resolution.

Consider the case of Michael, a research analyst who had been recently promoted. His new role focused on the development of a new insight survey, which would hopefully become a strong revenue center for the organization. Michael jumped into the development phase excited and good faith, preparing the necessary business plans with supporting numbers. But, the process inexplicably stalled in upper management with no direction toward a resolution. His manager failed to notice that while Michael appeared to persevere, repeated revisions of his plan had drained his psychological resources. With his former duties re-assigned, he felt he could no longer contribute in a meaningful way. After repeated attempts to right the ship, he gave notice.

Unfortunately, becoming attuned to an employee’s level psychological capital (Hope, self-efficacy, resilience, optimism) is not as commonplace as it should be. Furthermore, breaches of the psychological contract are common and are often left undetected.

What can a manager do in these situations?

  1. Assess the damage. Sit down with your employee for a candid heart to heart. Explore the situation and inquire about the events that have created the most stress or exhaustion. Apply the construct of the psychological contract, to determine if there has been a breach of the employer-employee exchange relationship. In the case of Michael, he felt that a promise had been made to invest in his expertise, yet he was repeatedly rebuffed. On some level, he felt the organization had misled him down a dead-end path with little support.
  2. Own up. If possible, intervene. Acknowledge that you should have been more aware. If you suspect that a breach has indeed occurred, inquire what you might do to rectify the situation. For Michael, offering to serve as an advocate and exploring the obstacles standing in the way of an accepted business plan would be in order. A timely, targeted resolution to restore faith is vital. It is possible that the individual’s psychological resources can be bolstered.
  3. Ask for time. Ultimately, time is necessary to put a course of action into motion. Clarify that course and ask for time (breathing room) so they might reconsider their thoughts of leaving. In some cases, a breach of the psychological contract can be mended — but the associated emotions require time (and forward progress) to settle. In Michael’s case, the project stall couldn’t be rectified. That offered him the information needed to make an informed decision.

Sadly, not all situations can be saved. However, acting once a problem is revealed may help your employee see his or her relationship with the organization in a better light. If not, lay the groundwork for a possible return in the future.

Have you ever found yourself in a situation like this? Were you the manager or the employee? What happened?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist who explores challenge and change in work life. A charter member of the LinkedIn Influencer Program since 2012 — her thoughts on work life have appeared in various outlets including Harvard Business Review, Forbes, Quartz and The Huffington Post.

When Starting a New Role, Mind the Vernacular

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Landing in the whirl of a new work environment can be an overwhelming experience. With a quick influx of people, projects and information — it may feel as if you are trying to gain balance while the ground shifts beneath you. Regaining some measure of stability and establishing a “new normal” is important for newcomers, as they can quickly lose their way. Managers can support them by staying close at the outset, and remaining attuned to their work life needs/goals longer-term. Newcomers should doggedly seek clarity to help them move forward. This includes the finer points of their new environment.

As we all know, teams are essentially micro-cultures with developed mores and operating principles. The simple notion of “How the work gets done around here” can be filled with nuance and confusion for newcomers. One area to consider carefully, is the vernacular used to communicate vital information about the work.

As many of us have learned when entering an established group, understanding what is being said — and what lives between the lines — is vital.

What to do as a newcomer:

  • Look around. Consider if you have landed in a group of individuals that are similar to you, or if you are from a dissimilar industry or background. Do you bring a novel area of expertise? Do you come from an industry/organization where the culture might be vastly different from your new environment? Answering these questions may alert you to the potential for a language disconnect.
  • Explore the language. People have a way of “talking, but not talking”. They may express one thing, attempting to appear one way (such as flexible and forgiving) — yet their behavior might reveal something else. Consider the case of deadlines for example. Be sure to clarify what specific phrases such as “Get to it when you can”  or “This is a priority” truly mean to this group.
  • Watch for cultural cues. The operating “language” of a group can also dictate how they communicate when facing problems. For example, environments can vary in both their “directness” and speed to correct a misstep. This ultimately affects your feedback loop. Some cultures will be quick to address a problem. Yet, others may let you languish.
  • Set the tone. What you personally require communication-wise to remain effective is also important. If language seems to be getting in the way, take steps toward clarification. While you may not be able to change the vernacular, it may help you personally to bring clarity and avoid stressful situations down the road.

Have you ever misunderstood the vernacular in a new role? What happened?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She explores challenge and change in work life. A charter member of the LinkedIn Influencer Program since 2012 — her thoughts on work life have appeared in various outlets including Harvard Business Review, Forbes, Quartz and The Huffington Post.