Tag Archives: integrity

High Performance Result of Human Transitions

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In my last post I wrote about the fundamental discontinuity between good and exceptional organizational performance, after hearing a talk given by Ray Ivany, President and Vice-Chancellor of Acadia University.  That post focused more on the systems side of performance and this one focuses more on the people side of high performance.

High performance organizations are filled with great human beings, not dysfunctional ones and not dysfunctional dynamics – which doesn’t mean that things don’t sometimes get messy. Creating a culture of high performance means paying attention to the “soft skills” of leadership and human dynamics and learning to deal with the messiness before it becomes dysfunction.

Ray Ivany commented, “If you ignore the transitions people need to go through, you will not get to high performance.”  He suggested that in the book Good to Great, Collins overrates leadership and underrates the human transitions people need to make, not just in their professional lives but in their personal lives as well.

The culture in many workplaces supports a fundamental separation of self: “please do not bring your whole self, just bring the part you need to get your job done.  We will all pretend that professional growth is isolated from personal growth and we’ll just focus on that part. And when we don’t get the best out of you, we will just assume it’s because you are lazy, are just putting the time in and really don’t want to take any initiative.”

But take a good look around: People do not wake up in the morning desiring to put in mediocre performance; most people are thirsting for a deeper meaning in their work and believe it is unachievable, believe their initiative is not welcome and so they leave a part of themselves at the door, trying to collect it at the end of the day when they go home.

Too many rules in our organizations – the stated and the unstated – create the conditions that make it extremely difficult to tap into the full potential of our people.  And when we do put the toe of empowerment in the water and are met with resistance we withdraw it quickly rather than persevering.  We often do not support people in transition, we make it more difficult for them to navigate it.

It is the job of the leader(s) to create the environment and set the conditions that allow people to do extraordinary work.  People need help in unlocking the part of the heads and their hearts they cannot get to themselves.  Leaders create these conditions by lightening up on the rules and instead providing clarity and context.  With clarity and context people have enough freedom and flexibility to be responsive to the needs and requests of others and the organization. and to do it in ways that make sense to them.

As a leader, in order to do that well, you need to be in fundamental alignment with the core of who you are and your values. The greater your own personal integrity and center, the easier it is to let people run with their own ideas.  With the right conditions, things you could never dream will emerge in the most delightful and unexpected ways.

This kind of emergence is not likely to happen in organizations that reject failure.  The one thing we are assured off as we move toward higher performance is more failure.  That may be counter-intuitive but failure is where creativity and innovation often meet.  Creating a culture that makes it safe for people in your organization to fail for the sake of learning with no blame attached is a component of high performance organizations.

Where and how does the shape of your leadership need to shift in order to support your organization in a quest for exceptional performance?  What systems can you put in place that allow your people to become the best they can be – an integrated human being showing up in the fullness of who they are ready to offer more than most imagine possible

 

Play is an Attitude

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I am becoming more and more serious about play – as an attitude as much or more than as an activity.   These days I’m reflecting a lot on the Law of Attraction, abundance, energy, flow and what blocks flow.  I have been soaking up Abraham-Hicks and their teachings on the Law of Attraction.

Things like worry, stress, fear, negativity, seriousness of character all get in the way of attracting what you want in your life – anything that constricts the essence of who you are slows down the manifestation of what you want.   Anything that gives relief – laughter, joy, love, delight, hope, fun, playfulness – all fuel a vibration that attracts to you what you want to manifest, contributing to expansiveness.

There was a time, a long time ago, that I used to have fun and be fun to be around.  Wherever I was, there inevitably was laughter.  And somehow, when I was distracted by the seriousness of life, running a business, being in relationship, raising children, my natural joie d’vivre slipped away until all that was left was this grave seriousness, worry, fear and strain.  My world and my energy became more and more constricted and flow was blocked off.

One day, I noticed.  I looked up and looked around and I noticed I was all seriousness, intensity and negativity and lacked any sense of joyfulness or play in my life.  Couldn’t even really remember the last time I had laughed out loud or had any sense of fun. How had that happened?  Little bit by little bit the shape of my life had unintentionally and, in some ways, unwillingly, shifted. I was deep in my own shadow.

That day, that observance, marked the beginning of a long road back to joy.  I was blown away by habitual patterns, belief systems that locked me into seriousness and the impact of the voice of my inner judge.  I learned about the voracity of my inner judge by working through the book Soul Without Shame, learning how to identify and disempower it.  While it still shows up, it has less impact for much less time.  I have learned about understanding my emotions as a guide to my experience and as an inner guidance system.

Over the last few years I have been picking away at of the things that have constricted my energy and constricted flow in my life.  I have been opening up to a greater sense of expansiveness and to taking risks and this has been accelerating.

And, I have been learning about play and playfulness.  When I’m leading workshops, playfulness hasn’t been my strong suit.  I rely on other team members to bring that element.  I bring depth and intensity of connection to group process and I do it well.  What is being reawakened in  me is the idea that play doesn’t have to be an action, it is an attitude that opens up or shifts energy in individuals and in groups and particularly in me.  I have been observing how it galvanizes attention and curiosity in the best possible ways even in a room full of strangers.

I have witnessed the impact of play as an attitude in social settings, at home and in the work I do. It is infusing the relationships I have, and even chance encounters.  Play as an attitude brings with it a greater capacity to risk putting myself out there more, risk being wrong, risk trying things that might not work, risk showcasing the imperfection of being human.  It means the willingness to try without needing specific results to show up as proof of success.  Everything then becomes a learning situation which, oddly enough, then contributes to breeding success – and in beautifully fun ways rather than with a seriousness that brings everything down.

Play as an attitude encompasses joy, delight and expansiveness.  It opens up channels for Law of Attraction to work in  favourable ways, bringing wanted things into being.

Now, I smile more even when I’m alone.  I’m enjoying the expansiveness in my own vibrational frequency.  I am more energetic, eager and focused.  All because I am understanding play as an attitude.  I can still be really serious about my work, the integrity of all my relationships and the responsibilities I hold.  But when I infuse them with an attitude of play I bring alive two of my favourite rules – Rule 6a and 6b:

6a: Don’t take yourself so f—–g seriously!

6b: Don’t take other people so f—–g seriously!

These are two rules I have had to be reminded of often for a long time and now they are becoming integrated into my being along with the delightful attitude of play.  What things can you bring an attitude of play to that would enable you to shift the shape of your experience?

Art of Hosting – Is It All About Being Nice?

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Art of Hosting – is it all about being nice?  This question has my attention right now, following my recent adventures in and near Sao Paulo, Brazil for a four day Art of Hosting training followed by a one day Community of Practice meeting with mostly young practitioners in that country who are holding the field there with intentionality and integrity.  It is a question that has arisen a couple of times now post the training, I know it comes up in other places and it is one that is fundamentally important to the work we do.

Is Art of Hosting just about being nice?  And, why do we feel the need to ask that question?  I wonder if it has something to do with the field we create when we come together in ways that for many are different than their usual day-to-day experiences and which beg the question of how to show up differently.

In my experiences, when we really pay attention to what’s happening in the Art of Hosting training field (and beyond too), we will know that it is not always “nice”.  There are things that come up within host teams – issues, questions, disagreements, shadow – that sometimes get addressed and sometimes don’t.  We know that unresolved issues on host teams can and does impact the training field to large and small degrees depending on the issues and the capacity of the individuals to host their own field.  Sometimes what happens in the field of the training influences or impacts the host team.

Because Art of Hosting trainings are just that – a training ground – and people are courageously stepping into hosting portions of the training using methodologies they are not yet familiar or comfortable with, it is an imperfect practice and not always “nice”.  The intention the host teams I work with carry is to support and encourage learning and growth by helping people see their own learning and growth.  In Brazil, I was part of some really powerful debriefing sessions where participants shared their learning in ways that were far more comprehensive than anything I could have shared with them.

I learned some things.  I learned how challenging it is for people to leap into the challenge of hosting when they don’t know each other, they all have great ideas about how to host the session they signed up for and they are carrying their doubts with them as they work with others and step into a very public part of the process, doubts that can very easily and often unintentionally be triggered by themselves, by others and by the work.  I am even more aware of how important it is that they feel encouraged and supported and that as part of the overall hosting team, we create space for them to grow, experiment and risk – which may also mean that they “fail”.  But if that can’t happen in the training ground, where else can it possibly happen?

Art of Hosting is about creating space for meaningful and relevant conversations and it is about relationship building.  The better we are able to build the relationships the better the conditions for the conversations we are wanting to have in our organizations, networks and communities.  The more we care about the other people involved and the purpose for which we are working, the more we are willing to stay in conversations that move us toward different results – and particularly the necessary, often difficult conversations – the ones that when we don’t have them, they get in the way of change, impact or progress and hold us back. The more we care, the more we are willing to risk – even imperfectly.

We can only truly be in those conversations when we personally are able to find our voice – a voice we often dismiss before others can or bury deep inside ourselves by believing there is no space or room for us, that we will be judged for what we want to contribute or that we do not have enough credentials, experience or credibility to say what is on our minds and in our hearts.  And this may be the thing we all most need to have voiced.

Learning, growth, risking, finding voice are not about being nice but it is a lot easier to tap into these things when we feel encouraged and when the environment is welcoming of all that is showing up.  This is not always easy to do and, for me as a host, it is a constant learning journey – and I know this was true of others on this particular hosting team.

Ultimately, the purpose of this work we do in the Art of Hosting field is to make a difference, maybe even to change the world, if I may be so bold.  And I do see it happening – in individuals, teams, organizations and communities.  I see this work being used very strategically in all kinds of places to shift the shape of communities, organizations and systems.  These trainings help us create foundations – within ourselves and with the work – to generate this shift.

The theme for this Brazilian Art of Hosting was the dance between inner and outer self – the impact of doing deep inner work on how we work in the world.  This theme came about because friends and colleagues of our Brazilian host team were asking for it and the response to the invitation was strong – thirty-nine of us altogether from a range of backgrounds and experiences,  mostly in their twenties and thirties.  The host team modeled well the theme.  We had strong, caring relationships that allowed us to compassionately and honestly voice the full range of fear, uncertainty and contradiction that was showing up for us, as well as the joy, appreciation and gratitude for what we saw emerging, building a stronger field for the participants and greater opportunities to flow with what was wanting and needing to happen in the field we were holding.

No, it is not all about being nice.  But how wonderful when we feel the foundation to be able to speak and address the things that are not so nice coming from a place of caring deeply, opening us up to more attentive listening and responsiveness and growing our capacity to shift the shape of the things that are most important to us in the world.