How Not to Overlook Your Team’s Best Ideas Now

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Photo by Alex wong on Unsplash

I couldn’t think of a better time to remind ourselves of the potential link between resource constraints and innovation. The challenges facing organizations (in multiple sectors) during this crisis, are ominous. Yet, the environment still requires us to develop critical solutions that can impact how we deliver vital goods/services. Interestingly, resource shortages can spur innovation.

We are forced at look at what we do differently, when the game changes.

The paradox: Innovation can already be out there, yet we are unaware of it. There may already be solutions practiced by those on the front lines — those who are closest to the work. Yet the broader organization is unaware of these actions.

This is an important time to gather ideas and “hacks” that have already been applied (and are working). This should be a pressing priority.

A few thoughts:

  • Your employees = expertise. This mindset is fundamental. Those doing the work have intimate knowledge of the existing challenges. Moreover, employees independently solve problems on their own and may have discovered a “Jugaad“, a simple or frugal work-around or hack. Others may have already improvised solutions to a more complicated problem as a temporary fix — one that could be improved and used more widely.
  • Don’t overlook less-established employees. Those newer to your organization bring a different perspective concerning the way things are done. Promote a level of psychological safety that encourages everyone to contribute. Reach out to them. Remain open. Ask them, “What do you see, that I may not see?”.
  • Consider adjacent input. Those who work with you, can also help you innovate. Seek help from the functions that contribute to getting the work done. Consider adjacency, as an immediate source of potential ideas.
  • Utilize your company’s intranet as a lifeline . Recast your intranet — your internal communication mechanism — as your innovation platform. If your past “war game” scenarios have revealed weaknesses in delivering vital goods or services, gather ideas immediately — before the crisis is in full force.
  • Post challenges as they develop. Let your employees know about growing issues that require their attention. Post current challenges plainly to the entire organization of possible. This will be ever-evolving.

Hoping this helps. Leave your ideas below. You could help another organization serve others.

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.

 

 

How Work (and Other Things) Might Help Us Cope.

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Photo by Cathal Mac an Bheatha on Unsplash

It is Spring 2020. We are all struggling to establish a new normal — in times that are anything but normal.

I’ll spare you, and will refrain from sharing advice about how to work remotely. I’m wagering that many of us are well beyond this and are not open to another opportunistic pitch to build someone’s client list. We are in the midst of history being written. That alone, demands that we peel away the layers.

Many of us simply want to protect ourselves, our families and quite possibly our psychological resources. Resources such as hope, self efficacy and resilience, that can be adversely affected as we practice social distancing.

As an alternative, I’ll share few thoughts on how to stay on a somewhat even keel. (Disclaimer: These are my own. They do not have to be yours.) Not surprisingly, this does include work — and seeking a daily measure of joy. I am referring to the type of work, that feeds your soul and occupies your mind. I am also referring to the trusted elements of our lives to which we turn, when feeling unsettled.

What to try now:

  • If possible, continue to do the work you love to do. I’ve just listened to Coldplay’s Chris Martin live streaming an impromptu home-based concert at Instagram (@Coldplay). As a psychologist, I’m thankful that he can continue to share his gift to help others. Try to do the same. Work on topics that bring meaning & value to you.
  • Reach out. Limit feelings of isolation & distance. Technology can obviously work with us here. I couldn’t love Zoom more than I do today, in this very moment. I intend to contact the clients & colleagues, I’ve come to respect over the years. Utilize Facebook video to call friends who are alone (quite reliable) and text your neighbors. I’m hoping this helps in some way.
  • “Lean in” to the things that bring joy. Whether this is music, film, reading, art, walking, observing birds, podcasts, comedy, singing, blogging, or crafting. Do these things when you have a moment. James Altucher just shared his reading list as we self-isolate. Shuttered Broadway performers are singing for us. Museums have shared virtual tours. Improvise. Build these into your daily routine.
  • Complete something. Anything. When we cannot control our circumstances, self-efficacy suffers. This can lead to feelings of helplessness. While you distance, complete smaller projects/tasks that you can pace. Bring feelings of mastery into your “new normal”.

My best to everyone. We are all struggling. Share your concerns.

What are you doing right now to support your psychological foundation?

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.

 

 

4 Lessons That Burnout Can Teach Us About Productivity

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Jack Seeds @Unsplash

Have you ever considered stepping away from something you love? A task that you previously enjoyed — but in the present not as much? A team? A role? An organization?

I realize the question may seem counter-intuitive. Why would we ever consider doing that? Yet, in reality this is precisely what may need to happen.

Most of us deliver value to our clients or customers because we love our work and are committed to progress. However, loving an element of your work life is not synonymous with a vaccine against burnout. In fact, it may leave you somewhat vulnerable. (Writing always checked this box on my side. But that process no longer fed my work life core as it once had. Looking back on the impasse, I hovered near “burnout” for quite some time before deciding to scale back.)

What does burnout look like? How does it present? It’s not as if it sends a note, letting you know of its arrival — and know that crossing into that territory is often undetected. However, there are clear signs that we’ve arrived: Apathy, where there was once passion. Anxiety, where there was previously anticipation. Exhaustion. Dread.

Stepping away or slowing down may be needed.
This will serve you longer-term — helping you to re-engage more productively with your work.

What I’ve learned:

1. When to stop isn’t discussed. We are offered an abundance of advice about how to start something. How to do more. Deliver more value in less time. Be more. Yet there is not nearly enough discussion about when and how (and why) we should walk away. We conveniently forget that remaining productive over the long-haul requires balance & rest.

2. Don’t wait for a savoir. Know this: It is unlikely that someone will approach you to say, “Stop what you are doing well, you seem mentally exhausted.”  You must play the governor of your own psychological resources. Monitor feelings of hope, self-efficacy, resilience and optimism. Pay attention if one has fallen precipitously.

3. Restructure/re-imagine your work. Becoming inflexible concerning how you contribute can become an issue, when we focus on one thing. When we pigeon-hole our contribution into a single form — we can become very, very weary. We fail to explore modifications that might support our energy level.

4. We cannot ignore evolution. When people do something reasonably well — we naturally assume we should continue. We also assume that we will remain motivated indefinitely. That’s not always the case. As contributors, our needs and motivation can subtly shift.

We cannot always step away completely from important aspects of our work. Yet, we can acknowledge how we feel about them. I encourage you take a step back and take the temperature. Explore the options. Talk with someone about how you feel — and brainstorm solutions.

Is there is an aspect of your work life that you no longer enjoy, in the way you once had?

Note to syndicated news outlets: Sharing articles from this site without the express permission of the author is forbidden.

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.

The Art of Management, The Strength Gap & a Litmus Test

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Quotes of the Week

“The conventional definition of management is getting work done through people, but real management is developing people through work.” – Agha Hasan Abedi

“Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.”Paul Hawken.

Thought of the Week

We measure many things regarding work life. Engagement and workplace culture come to mind. We may tire of the topics, but the problem isn’t that we measure these things. The problem is that we measure these things — and do little with the information.

Strengths fall into this category.

We practice a somewhat lazy view of strengths.

That is never our intention, yet this is often the outcome. We spend considerable time and money identifying/measuring strengths, but then we essentially ignore the information. Life gets busy. Deadlines need to be met. Yet the practice of exploring — then ignoring strengths — can bring a certain frustration.

Why did we bother? It is a questionable strategy that makes little sense. People have a inherent drive to be their best selves and do great work. If we’ve got the keys to potential success, why not use them?

Yet, we proceed to throw challenging work at individual contributors who cannot possibly excel — or we under-utilize high performers with work that cannot possibly energize them. We’ve either broken the spirit of a less established employee or de-motivated the high performer who could spend their time in a more valuable way.

The bottom line is that the work needs to be completed. But at what cost? It is important to consider the psychological resources of the team while doing so. These resources provide internal stability within your team. Resources the team will need to utilize during times of stress or challenge. Resources that provide energy.

The Strategy: Value Litmus Test

Take the time to as ask the following 2 questions:

1. Where would the skills and abilities of X, bring the most value to the team?
2. Would X, find that assignment meaningful or fulfilling?

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The Core File is a brief, weekly post about work & organizations. It is designed to offer food for thought for your work week.

To ensure you don’t miss an installment — subscribe by email on the right sidebar.

The Core File: Thoreau, Innovation & Obstacles

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“If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.” – Henry David Thoreau

The problem with “innovation” as a leading organizational goal isn’t only semantics. Indeed, many are weary of the mention and what that word now brings to mind. We should also consider dialing the pressure down — and redirecting the emphasis toward ideas vs. innovation. Taking the time to create language that helps innovation feel  more approachable, seems a wise idea. (Read that discussion here.)

However, there is more much more to this.

Innovation can be unachievable because the chemistry isn’t fully developed. More specifically, we ignore the psychological foundations necessary to support innovation. For example, innovation self-limits if psychological safety isn’t present. All the ingredients must be present.

You can explore this ingredient within your own team.

How does your team really feel about risk-taking? Sharing an idea before it is perfected?

These are good indicators of your team’s chances to innovate.

The Strategy: Goal + Obstacle Method.

  • Know that self-efficacy is built by doing.
  • Know that self-efficacy is also built by moving toward goals + solving obstacles.
  • Yes, you should focus on your goal.
  • But, also acknowledge your most pressing distraction or obstacle.
  • Complete one action a day to address both.
  • So — gather two opinions. Read two articles. One for each.
  • Adjust your actions accordingly.

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The Core File is a brief, weekly post about work & organizations. It is designed to offer food for thought for your work week.

To ensure you don’t miss an installment — subscribe by email on the right sidebar.

 

 

 

How Not to Manage a High Performer

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Photo by Marten Bjork on Unsplash

Note: I originally posted this piece at LinkedIn.

I’ve observed high performers drowning within their own work environments.

Their days are consumed with tasks that drag them far from where they would bring the most value. They are overworked — but vastly underutilized. They can feel stuck and frustrated. They often spend their days putting out their colleagues’ “fires” and must literally hide to secure uninterrupted periods of focused work.

In some ways, they are punished for being well-versed in “how things get done”.

This is wrong on so many levels.

If these practices are commonly occurring within your organization, you should proceed with caution. At the very least, you are tempting the “workplace fates” — and the fates may not be kind.

Research has indicated that your least engaged employees,  may actually be your high performers. This flies in the face of conventional lore and contiguously sets up a dangerous, high risk scenario. The practice of your high performers picking up the slack for under-performers for example, can drone on for a time. However, this will likely create a whole new set of problems. At some point, the “gig” is up. You’ll look up one morning to find your high performer, standing in front of your desk, giving notice.

“Why”, you ask in complete and utter shock.

The most frustrating element in this dynamic? We can do something to prevent their exit. You’ll be left at a loss — but they may feel as if they have narrowly escaped a hostile environment.

Here are a few things to avoid where your top performers are concerned:

  • Punish them for competence. If I’ve heard this once, I’ve heard it one thousand times. Often competent, established employees become responsible for each and every problem employee or departmental snafu. In essence, they have two sets of challenges — those of the entire group — and their own.
  • Fail to challenge them. When things are the busiest and work simply needs to get out the door, you rely on your top performers to keep things flowing. However, this doesn’t mean they wouldn’t like the opportunity to tackle a “stretch assignment” that utilizes their skills and strengths, when things calm down.
  • Fail to consult them when key changes are considered. We don’t always need a hired consultant to guide decisions affecting the business. Consult your established staff. Tapping their knowledge base helps us see the bigger picture for what it really is.
  • Fail to share what they know. It is critical to share their depth of experience with others (not just those in trouble). Set up a master series — and let your high performers lead the way for your less established employees.

Have you had this experience?
How do you recognize your committed, high performers? Share your strategies.

Ready to work with Dr. Gottschalk?  Schedule s strategy session here.

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.

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.

However rest assured, I’ll put that strategy through its paces before I apply it to my own life. I’ve often wondered about manifesting and the LOA (Law of Attraction). But, to tell the truth — not enough to take up its practice. I thought I would finally jot down my thoughts concerning why this is the case.

We should always take a closer look at the advice we are offered. You should break things down and explore how the steps might really work. Where manifesting is concerned, it starts off on the right foot — but then veers off in a worrisome direction. 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 much needed “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.

A Kinder Take on New Year’s Resolutions Using Positive Psychology

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We all engage in goal setting.

Historically, we do more of this as we approach the New Year. I like to look at resolutions as wolf-like goals, but in sheep’s clothing. They are every bit as challenging to accomplish (perhaps, more so); but often vague & unstructured. As we’ve discussed previously, goals can help or hurt us — depending on their inherent ability to energize us. As a workplace strategist, I’ve often advised clients to refine or even lose goals that no longer serve them. Why? Goals can actually let us down and fail to direct our behavior in a meaningful way.

Resolutions often fall prey to this same malaise. So, I’m wondering — can we craft resolutions that are better for us?

One promising strategy, is to apply what we already know about positive psychology to the process. With 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.

Goals & resolutions could stand some re-framing right now. So, let’s pursue 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-cast resolutions (and goals in general) with a nod toward what has gone right and not wrong. As we look toward the future, we might recognize what has worked over the past year — taking the time to remind ourselves of what we have accomplished. To acknowledge all of the positive steps we have forged, even if the end-state has not been reached. This might provide the fuel that we need to protect energy and build resilience.

So — ask yourself: What has brought you some measure of accomplishment recently? Have you overlooked some of the good? Have you cast a shadow over the small successes?

We should take a second look and consider that sustaining energy requires that we actively acknowledge all of our effort. That we acknowledge how small steps have power and can prove instrumental. That we make progress in ways that are often subtle, yet foundational.

Step 1.

Carefully consider a goal or resolution — and take a second look at what you have done to achieve it. Offer yourself credit, for your efforts. (If this a new resolution for 2021, you can jump to Step 2).

  • Draft a list of all of the steps already taken.
  • Do not apply a value judgement as grounds for inclusion.
  • Be sure your list is complete. All steps are progress. No step too small.
  • Now, what was obviously successful?
  • What steps may not have been entirely successful, yet had real value, after a second look? Why?
  • What have you learned from detours, failures or disappointments?
  • How have you managed to actively recover and continue to move forward? (This is also a success.)
  • How did the acquired knowledge in general, inform your journey?

Step 2

Craft behaviorally-anchored steps for the future which build upon progress noted in Step 1. Be sure to integrate what you have learned from previous highs and lows. If this is a new goal or resolution, try to improve upon any broad sweeping statements such as “be healthier” or “beaming an influencer”. Be specific. Think of yourself actively engaging in goal-directed behavior.

  • What are you actually doing?
  • What are the specific steps you will take?
  • Describe these steps. Verbs should figure prominently in your plan: reading, seeking, calling, contacting, developing, etc.
  • Add specificity to every action.

For example, if your broader resolution is “becoming an influencer” — you should note all discrete steps that may contribute to success, applying the specificity rule. For example: ” I will submit 2 pitches a week, to these 4 media outlets for potential articles/posts.”

Consider the following as positive steps, which are often overlooked.

  • Communication Channels. Establishing information networks to support your journey (joining a group, seeking guidance from a professional, engaging with social media).
  • Strategy preparation. Engaging with books, podcasts & articles to explore strategies.
  • The Deep Work. Taking steps to shift your outlook or mindset to support your journey.
  • The Everyday Work. Aligning your goal/resolution with specific habits or daily rituals.

Remember that progress is often synonymous with a collection of small steps — which occur with little fanfare. (I’ve lived this. In 2010, I made a resolution to establish myself as a work life write writer. It was pain-staking, but I tried to revel in the small successes.)

It may be high time — to offer those steps the glory they deserve.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and a charter member of the LinkedIn Influencer Program. Her Core Coaching Series — 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 achieve work life alignment — and if you are struggling in some way (feeling disconnected, exhausted or frustrated), something foundational may have been overlooked.

As a work life strategist, 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 Masterclass. 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.

 

 

The Culture Gap

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Photo by Bruno Figueiredo on Unsplash

If you work within an organization or team, you may immediately identify with the following dynamic and have an inkling that you’ve lived this. At the very least, you may have found the experience frustrating. At its worst, this may have been reason enough to end your relationship a team or organization.

In 2016, I began to explore the existence of an organization’s culture core. Theoretically, the core would provide a foundation that would support not only support its people, but also the work to be done. Of late, I’ve been exploring a set of stability-enhancing constructs that may contribute to a strong, stable core. However, the potential of these constructs to have a positive impact, is not ensured.

Declared vs. Operating Culture

Stability-enhancing constructs cannot help us improve culture if there are silent obstacles blocking the path. This is not uncommon. A state where the declared culture — where what is intended or valued — is not reflected in what is actually occurring on a daily basis. Interestingly, we don’t often consider the gap between declared culture and real-time operating culture. However, the frustration that develops when a gap exists can not only affect individual contributors and teams, but the ability of the larger organization as well. In many cases, the right intention appears present, but things remain the same. The proof, so to speak, is not in the pudding. Add even a modest level of distrust, and even known obstacles are not discussed.

In a recent training delivery, we were deep in the process of exploring possible limiting factors — it became clear how these undercurrents can obstruct positive cultural intentions. Righting the course demands that we pay close attention to the cultural environment and expose its reality. If not, we are forced to function within cultures that carry along silent, negative pressure. This can be detected, in a variety of ways. We might invest in training — yet nothing seems to change. We might re-communicate the organization’s mission & values, but somehow behavior remain out of alignment. In some cases, the issues have been detected or accepted as “the way things are”, and those working within the culture may not feel empowered to share what they observe.

Identify the Undercurrent

Understanding what may stand in the way of progress is vital. This demands that we listen intently to the environments in which we work — and to those who are immersed within it. In my work with high-performance teams, this has become a key 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. To those who understand it best.

To improve culture, we must mind the gap and listen closely.

Then we must respect what we hear.

Have you found yourself in an environment where the operating culture did not live up to the the declared culture? How did you proceed?

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.

Ready to work with Dr. Gottschalk? Schedule s strategy session 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.