The Office Blend Blog

I often wonder if I’m getting it right. Are we posing the right questions? Are the right employees responding? Are we obtaining a clear picture of what is really happening within an organization? Based upon the available data, will valuable employees remain engaged? Will they walk away?

What am I missing?

Each time I examine diagnostic results, I obsess over these questions.

When we consider how wrong the vast majority of pollsters were in predicting the outcome of the Presidential election, I quake in my boots. The Atlantic, skillfully takes us through why things went woefully wrong — and poses an unnerving question we must all contemplate when making data-based predictions concerning human behavior:

Did we all believe Clinton would win because of bad data, or did we ignore bad data because we believed Clinton would win?

Yes, confirmation bias may have played a role here. When we become too sure of any future outcome, we essentially stop considering the other potential end points.

We must also consider technique. One polling organization, the USC Dornslife/LA Times Election Poll seemed to have the ability to capture what was really happening. Interestingly, their methods were a departure from other polls, with a stable panel of 3200, from which daily polls were pulled. Moreover, they considered the likelihood of an individual actually voting. So, in essence, the poll attempted to measure both sentiment and behavior. This is how they explain it:

…we calculate a ratio of a person’s likelihood of voting for a specific candidate to his or her estimated chance of voting.

So, let’s jump to the business of predicting how employees feel and behave in the workplace. What we can learn from the inability of the polls (and the candidates) to predict voting behavior?

• Bias abounds. There I said it. As human beings we are indeed flawed as decision-makers, who often see what we want to see. If you think your organization, or team, or employee is in a good place — do not think for even a moment that this comes with a long-term guarantee. Try to build “bias” protection into your decision-making processes.
• Explore the small shifts. I’ve learned that where there is smoke there is fire. If your organization is growing rapidly or is undergoing a significant change effort, pay particular attention to trending sentiments.
• Consider who might be silent, but resolute. There will always individuals who have formed strong opinions, have already planned their future steps and they do not feel compelled to consider your opinions.
• Time can erode your core base. Consider how time and events might impact your core. Elements such as stress and burnout can influence just as many departures as a lack of engagement. Consider how history might affect even your most dependable people. (Consider Wisconsin. Or Michigan, for that matter.)

Have you ever been wrong when predicting behavior? Share your observations here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is the Director of Organizational Development at Allied Talent. A charter member of the LinkedIn Influencer Program, her posts on workplace topics have appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

I’ve been reading a lot of James Altucher’s work lately. I’ve tried previously to connect with his posts, with little success. However, this time around his advice resonated. In one recent post, he posed a challenge to think of 10 ideas a day. Granted — he issued a warning that this exercise is more difficult than it seems. However, it’s pretty clear that flexing this skill is good for all of us.

His advice: “One thing to try is to write down 10 ideas a day. This exercises the idea muscle and gets you 100x more creative than the average person over time. They could be business ideas, ideas to help other businesses, book ideas, or even ideas to surprise your spouse.”

So, I have ideas — and thought I might offer a few suggestions on how to affect the less than stellar engagement levels in our today’s workplaces.

Unfortunately, I don’t have 10 ideas. However, I have 5.
So — I’ll begin there. (Feel free to add to this list in comments):

1. Show gratitude. We talk endlessly about this, however there remains a huge gratitude “deficit” within organizations today. So — send 5 emails thanking others for whatever makes them great to work with. If you don’t work with 5 people — send a couple of notes to your friends. Just tell them why you think they are great.
2. Share someone’s work. If you feel someone’s work is exceptional, pass it on and help it get noticed. Share a presentation. Re-tweet a post. Let others know. Be someone’s champion. It just feels good.
3. Talk about purpose. It’s difficult to think your job matters if you don’t see a connection between who you are and the organization’s goals. Help someone see the connection between their career purpose and their work. This can make a huge difference.
4. Build resilience. There are so many situations that feel like failure — and it can seem as if we’ll never bounce back. If a co-worker has had a setback, offer them avenues to regain their mojo. (It’s better to say something, than nothing at all.) Remember, the next time they attempt to tackle that challenge, just may be the time they succeed.
5. Build solid ground. If you manage others, focus on neglected workplace elements that can create a solid foundation. Constructs such as psychological safety can help others feel freer to take risks and do their best work.

You can read more about Positive Psychology here. I believe its principles can affect engagement: https://www.linkedin.com/pulse/20130411141931-128811924-the-hero-resources-and-positivity-in-the-workplace.

Meanwhile — start a movement within your organization.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is the Director of Organizational Development at Allied Talent. A charter member of the LinkedIn Influencer Program, her posts on workplace topics have appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

It’s been months. You’ve been unhappy at work and in spite of your efforts, things haven’t improved.

Through all of the discussions with your manager, colleagues and friends, you still find yourself upset, unmotivated and unfulfilled. You may not realize it — but you may already passed through he threshold of “gone”.

Simply put, you may not be getting enough from your current role to sustain a viable, healthy relationship.

Research concerning the psychological contract in the workplace tells us that breaches of the exchange agreement between an employee and employer are common — yet mending these breaches can be challenging. In many cases we have already “left the building” and moved on, even if we remain physically present.

Here are signs you may have passed this critical point. If you recognize any of these (and have made an effort to affect the situation), I would begin to seriously consider a change:

• You’ve withdrawn. Likened to depression, you may start cutting yourself off from workplace activities you would normally complete — even the tasks you previously have found fulfilling. You may find yourself muttering,”What’s the difference if I respond to this e-mail?” or “Why bother following up with that customer?”.
• You do not see a future. In some cases, you have already marked the “end of history” with your current job. One client described sitting in a training session and thinking: “Hopefully, I won’t be here to use this.” Enough said.
• You’ve stopped sharing. We may have become reluctant to share ideas or opinions, as experience has shown they have not been respected or taken seriously. On another note, if you begin to “hoard” your best thoughts for your next employer, that speaks volumes about your frame of mind.
• You have “divorce” fantasies. Is your exit already rehearsed? Are you envisioning the day you walk out forever? When you spend time with friends, are discussions about your next role central?

Ultimately, it may be high time to enrich your role or career, especially if you have already left psychologically. (By the way, you can read Whitney Johnson’s Disrupt Yourself for more guidance on attacking that change.)

Have you experienced the feeling it was “game over”in a role or career path? What happened next? Please share your experiences.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and HR Advisor.  A charter member of the LinkedIn Influencer Program, her posts on workplace topics have appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

 

I’ve just read Harvard Business Review’s “Hackathons Aren’t Just for Coders“. Everyone should have the opportunity to let their creative juices flow. in an environment where ideas are considered and taken seriously. Hackathons bring together people and ideas.

A rare event in today’s world.

Interestingly, there is another area where a little “hacking” needs to occur: our own career journey. We devote little time to consider work-life “tangents” or non-traditional paths. However, when you sit back to examine what you bring to the table in terms of knowledge, skills and abilities — there could be a number of new avenues you could explore

You may not see all of those paths. So, a method to find them is vital.

Here’s is the rub. On reflection, I’ve met many people who have done something like this successfully. The new paths they pursued were not always radical — however, the changes were vital to work life happiness. In a sense, they threw their skills and hopes into the “blender of career life” and concocted something better suited to their true career identity. (I’ve chatted with a medical assistant that needed to lose “practice politics” and then became a masseuse. I’ve met a happy small town doctor that once found herself in a large, “city” practice.  A nurse with aspirations to use her love of exploration and connection, to become a travel writer.)

They all embraced one fundamental strategy. They were open to a change that suited who they were, at they very moment. Their evolution (and yes, they were very uncomfortable) demanded a career response.

They “hacked” their career.

But, we don’t have to reach the ends of our rope, to do so.

Here is some advice to hack yours:

• Don’t listen to you. For a period of time, set aside all of the reasons why a career hack cannot happen. Turn off that inner “naysayer”. Tell it to be absolutely quiet. Only listen to the possibilities
• Ask the experts. And a I don’t mean career experts. Talk to 5 people who have knowledge of your workplace strengths. Ask them the following: Where do I excel? Do you think my current role accesses those attributes? Where do you see me job-wise? Why? Note their feedback and observe any trends. Get a real read on you.
• Consider only the facts. When have you been the most productive or successful? When did you feel that your work life was on track? How would you describe that work life experience? What made you feel positive about that experience? What factors played a role?
• Embrace possibilities. You can’t adjust your path if you don’t imagine your future self. Whether it is a  small pivot in your current role or an entirely different path — imagine yourself there. What do you see? What steps must you take to make your future career a reality? Take that first step.

Have you hacked your career journey? Share your story.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is the Director of Organizational Development at Allied Talent. She is a charter member of the LinkedIn Influencer Program. Her posts on workplace topics have appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

I’ve just re-read Tom Peter’s classic article The Brand Called You.

Revisiting this piece just seemed the right thing to do. As individual contributors, we may not change as the Coca-Cola logo or Ford Mustang might. However, aspects of our own brand do evolve over time.

The trick is to recognize (and express) that evolution effectively.

Dan Gilbert’s TED talk, “The Psychology of Your Future Self” (See it here) discusses how we underestimate the power of time. (He calls this “the end of history illusion”) Life and work are never static. As a contributor, you are not either. That’s what we forget to acknowledge. That we are ever-changing — even if that shift isn’t obvious.

Case in point, when working toward my degree, I was very much enamored with quantification. Fascinated with the notion, that a correlation coefficient could describe how an instrument could predict future performance — motivation theory was the last thing on my mind. I gravitated toward topics that allowed me to differentiate between groups of people statistically.

However, when I sat for my qualification exams, the outcome was not what I had expected. The professor whom I least identified with (he taught motivation theory) let me know that I excelled in the question he designed to evaluate his topic area. I was shocked. “Not what you expected right?”, he expressed with a smile. I truly didn’t know what to say, because I was disappointed. I felt the topic was a bit “fluffy” — if you get my meaning.

Fast forward. and I’ve found myself thinking more and more, about organizational culture and how this motivates us. Validation of selection instruments doesn’t seem all that appealing. Yet, the idea of shifting energy within organizations certainly does.

I had gravitated — slowly but surely — toward the outcome of my qualification exams. Life and experiences may have contributes.

So, I’ll say this.

Recognize evolution.

Embrace it.

Lean in and explore it.

If you feel the need to shift your “brand”, claim it.

But above all, try not to ignore it.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is a charter member of the LinkedIn Influencer Program. Her posts on workplace topics have appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

 

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This may sound counter-intuitive, but you might be overplaying the “Competence Card” at work. Most of have a tendency to believe that proving our skill set, is the best way to establish ourselves at work. However, that decision may not be enough to reach solid footing.

As a new manager, I was hired based upon both my education and previous experience. However, I would learn that this was not all that mattered when interacting team members. In fact, my biggest problem was projecting warmth. During a presentation course, I was told repeatedly that I failed to smile during my talks. This in itself, was not a problem. However, this tendency coupled with the type of information I normally presented (customer opinions) could cause me problems. When I saw the video playback, they were absolutely correct.

My over-emphasis on appearing professional had essentially backfired.

According to research completed at Harvard, one of our core drivers — safety — may be alerted when we form our initial impressions of others. This, in turn can affect our ability to form needed relationships. Amy Cuddy (and her team) have revealed that there are two criteria that must be answered when making initial impressions:

1.) Can I trust this person?
2.) Can I respect this person?

Interestingly, the notion of “trustworthiness” appears to take precedence over the latter. This can have a tremendous impact on our work lives —including key interactions such as employment interviews, presentations and networking opportunities.

Apparently trust trumps competence.

Who knew?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is the Director of Organizational Development at Allied Talent. Their new tool, The Alliance Diagnostic examines how organizational culture supports entrepreneurial thinking and career growth.

 

I could write a long, rambling post about the work life elements that were a healthy challenge in 2015. However, that would really not serve you well. Personally, this was a “growth year” career-wise. I won’t sugar-coat it — offering you a tale that every aspect included a “silver lining”. The path was not that forgiving. I’m going to be honest. I explored and took missteps. I hit a few intersections and became impatient for the “light to change”. There were other moments where I lost my sense of direction, before righting the compass.

However, I am also grateful for much of it.

Progress of any kind — whether for an individual or an organization — is often hard fought.

In everyone’s path there should be a moment when you pause and ask the question: “What is my career mission?” (During the past 12 months I have pressed that question to the limit.) I have looked toward what I would hope to accomplish over the next few years, while balancing what I was willing to give up. These choices were daunting — yet completely career affirming. I’ve experienced first-hand, that if you find nothing in your work day touches that core mission, you’ll likely disengage. Shifting into reverse wasn’t going to “cut it”. Realizing this was an important moment.

I remain committed to my core career mission: “To help build healthy, sustainable workplaces.” I take this mission very personally. As a psychologist, I view the “engagement crisis” as a very personal failure.

The upside:

• I see the challenge more clearly. For years, we all have been reading about the engagement crisis within organizations today. We’ve measured and re-measured our pain. However, we may be neglecting core elements that halt our progress forward. One issue: Developing organizational programs that once deployed, do not fight engagement. This isn’t entirely into focus. However, I’m glimpsing patterns that may solve the puzzle. I’m grateful for this.
• Risk is central. I’m learning every day, that measured risk is a part of a meaningful career path. I didn’t always believe this. However, in the 21st century, we all have to re-calibrate our paths more frequently. Because we (and our workplaces) evolve, we find ourselves at inflection points that require decisions that are inherently risky. This happens to most of us. (Do I share that I am unhappy? Is sharing my idea going to help or hurt my path? Should I turn down a role that will not align with my career mission?)
• Perfection is not the standard to create impact. We all harbor doubt. When launching into a new role, project or task — confidence can become the stumbling block that feels much like a brick wall. Remember that while you may feel unprepared — it’s likely that what you know is enough to impact the situation. Perfection is not the standard. Moving the needle is. I’m grateful, that I can help move that needle.

Growth is never a smooth process. More likely, it arrives unannounced.

In fact, sometimes it is not apparent — until you take that long look back.

When you look back on 2015, what do you see?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist.  She is the Director of Organizational Development at Allied Talent. Their new tool, The Alliance Diagnostic examines how organizational culture supports entrepreneurial thinking and career growth.

There is plenty of advice out there concerning what to say (and do) during an employment interview. However, there is little written about how to sort out the jumbled mess of emotions and observations that you are left with.  Even with the best of intentions and lists of smartly designed questions — interviewing is not (and never will be) a perfect process.

In some situations, you are not really sure what has actually transpired. In fact, you may leave feeling you know less about your potential future there, than when you began.

Over the years, I’ve sat in many job interviews. Interestingly, even with my background, I was a poor bet to predict the outcome. However, looking back I could have nailed down the “gestalt” of the interview. This might have offered a clue as to what was about to transpire next.

To be blunt, many organizations still do not have a clear structured interview process — and even if they do — the conversation could ramble “off the grid”. Paying close attention to these moments may offer needed clarity. I’m like to share a few of my interview experiences; including what was said and how I felt after initially reflecting on the interview. I’ll also let you know if I landed the role.

#1 – The Interview as a “Call for Help”
In many situations, organizations are not really sure what they need. You may have responded to a specific job posting, however when you arrive it’s clear the situation is quite fluid. Ultimately, their actual needs become cloudier as the conversation continues. My read: They are in flux — but at the same time the prospect of challenge and growth increases. Truth: If the interview smacks of this, inquire about what they likely need to accomplish right now. Size up whether or not you fill that need — and if you’d still like to pursue the relationship. Assess alignment and evaluate your chances from there. My scorecard with this scenario: Interviews 2; Adequate fit 0; Job Offers 0. (Quite satisfied with this outcome.)

#2 – Playing Close to the Cuff
Many interviewers present as so professional, it is difficult to get a read on them as a “human-being”. There is little feedback or emotion and you have absolutely no idea where you stand. My read: This a no-nonsense interaction. Chances are you wouldn’t be there if you were not qualified. If this is your potential boss, you’ll likely need to be a self-starter. Truth: You won’t know, until you know. (I left the interview thinking this, “I’m never going to step foot in here again.”) My scorecard with this scenario: Interviews 1; Job Offers 1. (Surprise.)

#3 – The Passive Aggressive Interview
These interviews feel like a boxing match. The interviewer seems determined to show you every “wart” of the organization and wait to see if you will call their bluff. It’s almost as if you are running a race — and with each successive hurdle you sustain an injury. Truth: I feel the interviewer(s) want you to be willing to endure, what they have endured. My read: The organization is likely unhealthy — so figure this into any decision. My scorecard: Interviews 3; Invitations to return for follow-up interviews 2 (Both respectfully declined.); Job Offers 0.

#4 – The “Non-Interview”
This is really an endorsement for considering shorter-term projects, that may set you up nicely to land a longer-term role. There have been times during my path that could have been described as either “in transition”, tied to a particular geographic location or faced with a job market that was simply very challenging. My read: Part-time or project-based roles are great realistic job previews for you and the employer. Every workplace situation is essentially an interview, so gather as much information as possible. Truth: Your built network is vital to finding these gems. My scorecard: “Interviews” 3 ; Job Offers 2 (Both a great fit).

What scenarios have you encountered? What were your strategies to “decode” the interview? Share them here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent. A charter member of the LinkedIn Influencer Program, her posts on workplace topics have also appeared in Forbes, The Huffington Post, US News & World Report and The World Economic Forum.

 

Author’s Note: I have written this post in partnership with Toyota. The opinions that lie within are my own.

Taming the chaos of everyday work life can sometimes feel impossible. “Re-mastering” how we work is often indicated. Yet, to make forward progress we must pause to listen to the heartbeat of the organization —  then speak about its problems openly. What is impeding the completion of your mission? What is standing in the way? Are you deploying the needed changes to make that mission a reality?

In may cases, increased transparency can improve the strength of an organization’s processes. Ultimately, the success of this dynamic is dependent on one vital skill: listening.

In the examination rooms at the Harbor-UCLA eye clinic — an organization serving the under-served — time was a precious commodity that couldn’t be tamed. Backlogs of patients in dire need of surgical intervention were growing and doctors were spending more time in the hallways of the hospital sifting through paperwork, than with the patients requiring their help.

Patients were literally losing their sight, awaiting intervention. For many, it would seem that the help would arrive too late. (See the story here: http://toyota.us/1JAs28d.)

Harbor-UCLA partnered with Toyota to help them listen more closely to their own environment (and employees) to identify solutions. Toyota’s process, called the Toyota Production System (TPS), empowers employees who work in a specific environment to identify problems and quickly work towards solutions, so improvement is within their grasp.

In essence, employees can serve as the innovators — unlocking needed potential.

Developed in the 1940s, Toyota’s socio-technical system involves harnessing small, continuous improvements to shape high quality work. It works with what is already “right” within an organization — and involves employees to refine how the work is completed. It is a process that allows built foundations to be respected, yet allows for needed change. In my career, I began to notice that active listening often held the key to helping organizations improve. As a consultant, I was required to pay close attention to what was happening on a daily basis.

However it was vital that the organization also listened to their own environment. In this way, employees with their depth of expertise could help unlock untapped potential. I’ve found many organizations were already on board with this, listening to employees concerning both customers and processes — and acting swiftly regarding what they heard.

Those that didn’t place value on this knowledge base, would likely continue to struggle.

Listening to the pulse of your own environment is critical — including its daily processes and the ultimate effect upon the clients you serve. Does the way the work unfolds maximize talent or hand-cuff progress? Are obstacles being thrown in the path of employees attempting to contribute?

Here are a few things to keep in mind:

• Value an open, multi-functional conversation. There isn’t a single team that works in a vacuum. The quality of your work depends on the quality of communication among the teams that serve your clients, patients or customers. Ensure that the channels are wide-open.
• Watch “hand-offs”. Delivery success often rests at the point where customers or processes move on or are served by another function. Examine how your team can make these transitions smoother. The strength of a relay rests on these moments.
• LBWA. (Leadership by walking around) I’ve found that leadership can often inadvertently undermine progress once changes are instituted. The more leaders are removed from the work, the slower the progress & recovery. So — leaders must stay connected to employees and offer support.

Harbor-UCLA worked with Toyota and tamed time. They implemented simple, yet practical systems to help the clinic improve dramatically, allowing their dedicated staff to help more patients.

They made the commitment to listen to their own environment and improve.

With that, something precious has been saved.

Want to learn more about The Toyota Effect? Check out other videos in the Toyota Effect series here: http://toyota.us/1JAs28d. The stories they tell are quite remarkable. Toyota works with all kinds of organizations, including non-profits — see the  TSSC site for more information.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent.  Their new tool, The Alliance Diagnostic examines how organizational culture supports entrepreneurial thinking and career growth.