Uncategorized – Page 13 – Marla Gottschalk

Considering Grit

March 30, 2015February 7, 2019by Marla GottschalkLeave a Comment

I’ve just watched Michigan State University’s basketball team beat Louisville to reach the Final Four, as they continue to follow an unlikely path through the NCAA tournament. If you follow college basketball religiously — or simply get caught up in the excitement as I do — you’ll note that surprise outcomes occur quite regularly.

That’s really why I watch. I always root for the underdog. In this case, it was my Alma Mater.

As it turns out, they didn’t need my help.

A few key elements are usually present in these upsets. In this case, a fantastic combination of youth, talent and exquisitely seasoned coaching. However, there is another secret ingredient that psychologists have been observing, that likely played a role — grit.

Grit can take a solid competitor and transform them into a warrior. (Leaders that can stoke grit likely have the ability to do the same in the workplace.) In this classic research, Angela Duckworth of the University of Pennsylvania, explored the attitudes and conditions that contributed to achieving valued outcomes. What became evident was that talent is not always enough — perseverance was also required. (See her TED Talk here.)

When I watched the reaction of the players as the final buzzer sounded, it was clear they knew that had done something extraordinary. They had met a Goliath and pulled through, again.

I do realize that Michigan State’s path may end here — as they face Duke in the next match-up. However, this matters little.

With a hefty dose of grit, they’ve already met their true potential on that court.

That is a win in itself.

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.

Photo Credit: Maddie Meyer/Getty Images

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The Dangerous Business of Workplace Advice

March 19, 2015March 1, 2020by Marla Gottschalk1 Comment

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In my profession, I am in the business of offering advice.

That may not seem like a perilous role — but I assure you it is. Even when individuals seek me out as a workplace coach (and pay my advice), they are not always open to receive what I have to offer. This may be related to something researchers have named “Feedback Orientation”. (Read here.) Yet, this may have more to do with the fact that people are quite complicated.

Although clients may thank me months later, I often hear the “sound of crickets” as an initial response to my honest advice.

It is difficult to sort out responsibility when a career isn’t moving along as expected. It is even more difficult, to realize that we alone own some of that responsibility. Moving through this is a process.

During our work lives, many of us will be in the tenuous position of offering workplace advice. Here are a few guidelines, learned from years of both revelation and push-back.

Gauge receptivity early. People are endlessly complicated — and we don’t own a crystal ball. When someone seeks advice, we assume they truly want that advice. Warning: this is not always the case. Sometimes they need to vent and aren’t really looking for advice of any kind.
Stay in tepid water. A good rule of thumb is this: Don’t open any door they haven’t already cracked open. When discussing loaded topics, things can get sticky very quickly. You may not know the complete history of a specific issue or problem. Remain cautious.
Timing is everything. Don’t lay down the law when someone already feels beaten down by the workplace. Have the foresight to take on a topic in stages. When an individual has had a less than positive experience (passed over for promotion, etc.), they need time to heal. They may also need to stay in process mode for a longer bit of time. So, hold back.
Focus on skill building. I’ve found that in many cases, skill-building offers the confidence to move on effectively. Steer your contact toward longer-term mentoring or training goals.

Of course, if someone seeks your advice — try to help.

Even if your only advice is to seek out a professional, lending a listening ear can be valuable.

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In Work Life — Kindness Matters

February 2, 2015January 4, 2019by Marla Gottschalk5 Comments

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Kindness applies so clearly to our work lives. However, we rarely exercise the option to use it. We’ve all suffered workplace disappointments and detours. However, many of these low points could have been tempered with a small dose of kindness. The opportunities for kindness are really endless. We just have to be mindful that they exist.

Here are just a couple of examples from my own career, where kindness might have changed the eventual outcome.

Applying for a job. Most of us have been either ignored, put off or minimized during the hiring process. So, do not post a role that has really already filled — or if a decision will not be made for months, don’t promise an update within a week. (Someone might turn down an opportunity with you in mind.)
A sharp change in direction. I was to gather data for my dissertation at a large auto company. One week before the process was to begin, a newly hired VP of HR stated: “We have ivy-league schools clambering to study us, why would I allow you to do so?”. (BTW, I attended Wayne State University, located in the heart of Detroit. It took 6 months to re-group with another sample). Explaining why they couldn’t comply without insult, would have been a better route.
Organizational downsizing. I was caught in one of these early in my career. After offering my heart and soul to the organization for nearly 2 years, they offered me a cardboard box (and out placement, if I signed a document to not sue) at 4:00 on a Friday afternoon. If I had known my role was in danger, I could have looked for another role. Instead they chose to be cold and perfunctory, to avoid a real conversation and potential legal issues. Real leaders know better.

I’m sure you have your own work life stories to reflect upon. How would an act of kindness have changed the situation?

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

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Is 2015 a Career Transition Year for You?

January 1, 2015January 4, 2019by Marla Gottschalk4 Comments

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People change — that’s a given. Organizations change. That is also a given. What we desire (or require) from our work lives, evolves right alongside these elements. Although pay and benefits certainly play a role — remaining in our current role has much to do with the enjoyment derived from the work we complete. So why is it that so many of us hesitate to make a change, when the fit just isn’t there?

I often enter people’s lives when they are moving from one career chapter to another. In many cases, this transition can become quite a stressful experience. (But, not for the reasons that you might initially think of.) I’ve found that the “nuts and bolts” of this transition, are often not as challenging as the emotional struggle that occurs beforehand. We clearly fight change, for a multitude of reasons.

Transitions are not easy, but we can tackle a change. When you are at the fringe of a new beginning — things can appear very, very fuzzy. This creates much trepidation and worry, so a strategy will help.

Here is my best advice to help you move through this:

Accept the need to move on. We spend a lot of time forcing situations to work, that are ultimately doomed to fail long-term. This will not stop the inevitable. Change is difficult — but often worth the trouble. Entertain the notion that you can discover a better option.
Set your vision. Determine exactly what you are striving for — and offer that vision the respect it deserves, by defining the “edges”. (“I’m unhappy” is not a call to action.) Do the required research that will offer direction. What is working? What is missing from your work life? What role are you aiming for? What must you do, to move in the right direction?
Do something — anything. We often dismiss change, because change looks insurmountable. Tackle the process in much smaller steps — but start somewhere. For example, begin by completing one action a day to drive you forward. (One call, one conversation, one e-mail, one new network connection.) Not unlike earned interest, your actions will compound daily.
Give things time. It is often a shock to realize that your current work life, will become a part of your past. You must offer yourself time to grieve for what has transpired, and develop a positive outlook for the future. Rome wasn’t built in a day. You’ll tackle the individual elements (where, when, how) as they come. Have hope that the right solution will emerge.

Have you successfully changed your career for the better? Share your story (and 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.

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The Office Blend: 2014 in Review

December 30, 2014December 30, 2014by Marla GottschalkLeave a Comment

The WordPress.com stats helper monkeys prepared a 2014 annual report for this blog. Here’s the story.

Here’s a little infromation:

The Louvre Museum has 8.5 million visitors per year. This blog was viewed about 120,000 times in 2014. If it were an exhibit at the Louvre Museum, it would take about 5 days for that many people to see it.

Click here to see the complete report.

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You’re Wrong if You Think Your Career Won’t Change

December 14, 2014October 15, 2015by Marla Gottschalk3 Comments

We underestimate our own potential to evolve.

I know that I’ve made that mistake.

As a graduate student in psychology, I was certain I knew my path. At that early juncture, my interests centered solely on the development of selection tests. (Focusing on topics such as motivation or aligning work with strengths, never occurred to me.) As most of us do, I surmised that with the passage of time, I would remain relatively constant as an individual — and that satisfaction with that career direction would remain.

However, time has a way of changing us.

In fact, that original career trajectory, is far from how I would define myself today. Truth be told — we all evolve — and in many cases, it is difficult to detect the changes as they are occurring. They overtake us somehow.

Does this impact work and career? Of course.

A series of studies conducted by Harvard psychologist Dan Gilbert (See the TED Talk below), have explored the process of how we view personal change over time and its impact upon our lives. Their research revealed that we tend to underestimate changes in both our core personality traits (represented by the “Big 5”: conscientiousness, agreeableness, emotional stability, openness to experience and extroversion) and our core values (measured by the Schwartz Value Inventory) over the decades of our lives. The magnitude of the illusion seems to decrease as we age, but it remains present.

We make decisions concerning what will bring us fulfillment in the future, based upon our current state. However, we underestimate how we might change over time. Essentially, we are forced to draw inferences from the past — something Gilbert aptly names, “The End of History Illusion”. We make decisions in life, as if that history has ended. So, as that carefully designed future takes shape — there is a real possibility that it may no longer align with who we have actually become.

We imagine that our history ends today. When, ultimately, our own “history” continues to evolve and shift.

The challenge to apply this dynamic work and career are clear. If we don’t consider or anticipate change — even expect it — we may not be prepared deal with what comes next.

Can we predict exactly how we will change with the twists and turns of life? No, that’s not likely.

However, we can look for the subtle changes that might affect us:

Listen intently. Not to others around you — to your inner voice. If you have the distinct feeling that your work is not bringing the fulfillment it once did, pause and reflect on that realization. Explore how you arrived at this impasse.
Embrace it. People change — it is a fact of life. You are allowed to evolve, as well. A role that brought you happiness at 25, may not suit you at 35. One that was perfectly aligned with your goals before having a child, may no longer suffice. Life and experiences will change the essence of how we might derive energy from our work. This is completely normal.
Respond. Ignoring a seismic shift in career aspirations, will not stop the dynamic from progressing. You do possess free will. Take a moment to determine what may need to change to accommodate your evolution. Start with a list of work life elements that currently bring you a sense of accomplishment and satisfaction — then compare with what you would have chosen 5 or 10 years ago. What changes do you see?

As the researchers observed: “History, it seems is always ending today”.

So instead, strive to embrace your ever-changing work life. A long and healthy career may center on our respect for how we might change over time.

How has your history evolved? How did you respond?

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

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When Settling Cross-Functional Concerns — Lay the Cards on the Table

October 20, 2014January 4, 2019by Marla Gottschalk4 Comments

amanda-c-1132282-unsplash — Photo by Amanda C on Unsplash

When different functions within our own organizations aren’t seeing “eye to eye”, we tend to shy away from bringing them together. We don’t intend to prolong the conflict — but, in reality, that is what occurs. Our instincts are often to act as an intermediary and settle the issue calmly and quickly. But, that is likely not in the best interest of the organization.

Digging into the concerns is often the best route, especially if the conflict directly affects your clients or customers. Often it’s time for things to change — yet we’ve ignored the signs or haven’t had the opportunity to address the issues.

It’s best to lay the cards on the table and expose the root of the problems, even when this is an extreme challenge, as quickly as possible. Hopefully, exploring the developing issues wards off delivery problems related to products and services.

When I’m called in to sort out these types of situations (often at an off-site), my first instinct is to get everyone in the same room and lay the cards on the table. I often couple this with a process exercise that models work flow, that illustrates how their work crosses paths with other functions to deliver great products and services. Of course, I have the benefit of a lowered emotional investment. That’s often what is needed the vet the issues and move forward.

Here is an exercise to try on your own. (I suppose it is a modified “War Game” exercise.)

Start with your functional groups intact. Initially, place contributors in groups sorted by their source function (No more than 6-8 per group. Utilize round tables). Place index cards on the table. Each group will identify key cross-functional issues that are obstacles to delivering the best products or services to customers. (Include two colors of index cards, one for urgent and non-urgent issues. Have each team record 5 issues. One index card for each. Teams can identify 2 issues as urgent.)
Record the issues. Instruct the functional teams to discuss and record the toughest issues they face in relation to interfacing or coordinating, with the other functions. Instruct them to keep customer or product and service delivery in mind. Keep the description as brief as possible and include one example that occurs in practice.
Collect the recorded issues. After issue identification, offer a coffee break. Have leadership sort the issues by content area for distribution. Select a set of cards, with key topic areas represented, for consideration by the re-convened teams.
Mix-up the teams by functional area. Re-convene teams as multi-functional groups for the solution phase. Allow the “solution” teams to choose, then attack 2-3 of the problems, time allowing. They should develop solutions for each that will be presented to the larger group. Each team will work on the issues selected. (30-45 minutes or so.) Then break once again, there will be serendipitous conversation.
Present proposed solutions. Re-convene. The teams should select two presenters. One presenter should be a member of a functional team that hasn’t sourced the issue being addressed.

I’ve never seen a group that didn’t learn something critical from the challenge. There will be more than a couple of heated exchanges, but it is all in the name of progress. Data can be added to the equation after issues are identified. If there is time, the group can identify metrics that can track progress, as time goes on.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto. She is also serves as an Influencer at LinkedIn.

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Losing Talent: Go Ahead, Tell Yourself It’s Mutual

October 3, 2014November 22, 2014by Marla Gottschalk4 Comments

I’ve recently published a post at Linkedin entitled, How Not to Manage a High Performer. (The comments are worth a look.) In the article, I discuss all of the ways we, as managers and organizations as a whole, shoot ourselves in the foot where top talent is concerned. We rely too heavily on their collected experience when things become hectic, and essentially drain them dry. We fail to offer them real challenge. Then we somehow forget to say thanks — for a job truly well done.

The employee-employer relationship may have started out on the right foot — and good intentions were plentiful. However, as time marches on another troubling story emerges. We drop the proverbial “ball”, so to speak and the tenor of the relationship devolves. Then — without fail, the inevitable moment finally arrives when your high performer makes the decision to move on. We’ve forced their hand in many cases, and in truth we’ve actually limited (not energized) their careers.

We’d like to tell ourselves that the feeling is “mutual” — that as an organization we’ve done all that we could. They’ve “outgrown us” or were somewhat “hard to please”. However, that’s likely a little whit lie, we tell ourselves. Organizations can find themselves on the wrong side of that argument each and every day.

The decision to leave is often not mutual or well-timed (we’ve forced their hand), and organizations lose for a numbers of identifiable reasons — most of which are well-known and preventable. (Take a look at the concepts of the Psychological Contract and “Tours of Duty” in The Alliance).

So, I say hooray for talent. Move on. Jump off. Find an organization that is willing to take a moment to learn who you are and what you need to excel. I’ve seen talented, good-hearted, motivated employees suffer at the hand of a completely clueless organization, yet thrive at another. That difference is the responsibility of organizations to affect.

So tell yourself it’s mutual — and that the next employee is simply one click (through ATS) away. Go right ahead.

But, it’s not.

You lose.

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When You Arrive at Your New Job — You Are Still There

September 5, 2014September 6, 2014by Marla Gottschalk2 Comments

My first full-time role after earning my master’s degree, literally imploded one afternoon in a matter of minutes. Not that my relationship with the organization had any indication of going sour — it was a great entrance into the world of work — and began gloriously. Over my tenure, I was offered increased responsibility, earned a promotion and worked with a lot of great people. I felt it was my dream role.

However, there was one colleague in particular, determined to make my ride a very bumpy one. (I was entirely unaware of the brewing competitive dynamic.) When all was said and done, I was left standing in front of my car, at 4:00 PM on a Friday with a box of my personal belongings. It was awful. I cried quite a few tears over that weekend. It took time (and work) to move through that experience.

I listen to stories of work and career nearly every day — and if you listen closely, trends do begin to appear. One that I often see, is “leftover” emotions or associations from previous job experiences. Like other negative experiences outside of our work lives, you have to work through completely them before you can offer the next experience a fair chance. If something is left unresolved (whether related to a person or experience), it may rear its ugly head once again.

Consider the following:

Note the trends. If you find yourself getting tripped up in the same general area where you have experienced issues previously, acknowledge the pattern. For example, you find you lack trust in your co-workers/supervisor or you patently avoid presentations.
Reflect. Be mindful and take a moment to see where the pattern may have originated. What negative experiences are re-surfacing? Were you criticized when making presentations and this now deters you from speaking in front of others? Were you treated unfairly in another role?
Keep things in their place. As human beings we tend to draw similarities between situations and individuals that we meet. However, that dynamic can backfire. Your boss from your role 5 years ago may seem much like your current supervisor — however, they are not the same person. You can create new problems, by treating them as such.
Share your concerns. Talk to your supervisor, mentor or trusted individual about your concerns. The only way to process the “leftovers” is to acknowledge the situation and speak of them openly. Make every effort to move through your obstacles — it is worth the time and trouble.

Of course, we are all individuals. So, be patient with yourself. Hopefully as time goes on, you’ll find your career is back on track.

Have you had this experience? How did you address it?

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Is Loneliness a Growing Factor When We Work Remotely?

August 20, 2014June 3, 2020by Marla Gottschalk17 Comments

thomas-litangen-92623-unsplash — Photo by Thomas Litangen on Unsplash

To be honest, I’ve really never been a “joiner”.

In college, I didn’t feel the need to belong to clubs or pledge a sorority to feel connected. The everyday bustle of college life was more than enough stimulation. I’m not one to spend every weekend night out for dinner — or some kind of gathering. Yet, in an office environment, I did enjoy conversing with other like-minded individuals. Meetings never seemed to be much of a chore, and as long as discussions of challenges and engaging projects were on the docket, I was good.

However, even knowing my ambivalence to social endeavors, I never dreamed I’d miss face-to-face interaction as much as I do.

I’ve been working remotely for years and I’ll freely admit it has its lonely moments. Certain aspects of working from home are fantastic. But, somehow all of the journal articles, posts and projects just aren’t the same, without a work group nearby.

I often wonder if my coaching clients who work remotely, felt the same. (Turns out, many of them do.)

This week I had the chance to read an eye-opening piece at Slate, concerning the stigma associated with an admission that we feel lonely (even if only from time to time). In it, the author describes the immediate inclination we have to connect loneliness with being “less than” or dare I say “loser”. That has to stop, because it’s simply not true.

Research completed by MIT Sloan, has explored this as applied to our work lives, discussing the isolation (and lack of visibility) that may come along when working remotely. These negative by-products won’t affect all of us equally, as we are individuals. However, potential issues should always be on the radar. Discussions are sadly incomplete, if we fail to address the common by-product of even occasional loneliness.

Even with all the available social networks, we need to feel real connection — not simply an increase the amount of ambient chatter.

I have a couple of ideas for this. Here are a few for starters:

During our current crisis:

Check in frequently. Make a concerted effort to speak with someone in your office daily. Whether this is your manager, mentor or colleague — this will help retain a sense of belonging.
Create more opportunities for 1:1s. This doesn’t need to be the typical manager/employee scenario. Encourage more off-line conversations as well.
Acknowledge uncertainties. Life is stressful now. Hiding our concerns about life and work, will only exacerbate issues.
Grieve what has changed. Letting your team commiserate on how work life has changed is a healthy discussion to begin now.
Identify what we can control. With instability, comes the need to discuss what we can control. This includes how we process our own experiences. Explore avenues to help yourself (and other) do this.

Post-crisis:

Visit your home office. Even if you are fully enjoying your remote work life, make plans to visit your home office as time and travel allow. If you are already feeling disconnected and you are within a reasonable distance, get there once a week. If possible, attend meetings that reinforce how you — and your work — fit into the larger picture.
Facilitate “on-site” sabbaticals. If you are affiliated full-time, you might consider spending a couple of weeks a year at the home office. Beyond the challenge of organizing proper a work space, this could allow far-flung colleagues to interact in-person for an extended period of time. This could do wonders for both team-building and strategy concerns.
Join a co-working space. Co-working is the perfect solution if you miss the “goings on” of office life. Most cities have at least a couple to choose from, so visit them and get a sense of the vibe. Sites such as WeWork and the Bond Collective, cater to those who need a place to land for work & meetings.
Schedule “meet-ups”. With differences in location and time zones, in can be difficult to get on the same schedule as your home office. This limits communication and the feeling of being connected. Identify a time of day, when you know you can intersect “time-wise” and speak — and hopefully a ritual will develop.

Do you work remotely? Share your strategies to limit remote loneliness here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist advisor and coach. She also serves as an Influencer at LinkedIn.