Leader or Follower? A Bogus Choice

by LeeAnn Mallory | Collaboration, Engagement, RiseWords

Leader or Follower? A Bogus Choice

The weekend following my solo outing, my husband and I went out again. He’s a more experienced cyclist than I am and is also much better at navigating our route, so pretty quickly I fall back and he rides out front. Considering our goal is fitness-focused and having an activity we do together, this arrangement works. That said, we do pay attention to our times and feel good when we see improvement. We also push ourselves to ride further as the riding season progresses. Speed is less important than distance. This day we planned to ride 25 miles.

About five miles out I realized I had zoned out – that my level and type of engagement on this trip was very different from the previous weekend. Not only was last weekend’s ride the first on my own, I had also been caught in a storm which added an element of adventure. While I was enjoying this ride, it lacked the almost hyper-awareness of the previous one.

In Gallup terms I was somewhere between Engaged and Disengaged. Was being a ‘follower’ the cause for this? In a way, yes. Today I had the energy and outlook of ‘being along for the ride’. I was not connected to any outcome or my role in achieving it. I had been much more invested when I was solely responsible for reaching my destination the prior weekend. Interesting.

My mind jumped to considering the roles and mindsets of leaders, teams and team members who are focused on achieving organizational goals (or not). Experts tell us that in the near future, organizational success will rely more on the collaborative efforts seen in self-managing teams. As the shape of how work gets done changes, leaders and followers will become less distinct. Leaders will need to fall back and team members will need to step up. A more intentional level of engagement will be required by both.

The Onus is On Us

Frederic Laloux, author of Reinventing Organizations, writes about a new type of management that is emerging in a few forward thinking companies. These organizations are finding better ways of working together that produce sustainable results for all stakeholders: employees, communities, vendors , shareholders, and the environment. They are defined as Teal organizations (seeThe Future of Management is Teal). Self-managed teams are a key characteristic of Teal organizations and will require more trust, humility, integrity, passion and connection with purpose.

“Teal Organizations operate effectively, even at a large scale, with a system based on peer relationships. They set up structures and practices in which people have high autonomy in their domain, and are accountable for coordinating with others. Power and control are deeply embedded throughout the organizations, no longer tied to the specific positions of a few top leaders.” – Frederic Laloux

The transition to Teal will be easier for some than others. Team members who prefer to work for an authoritative leader, with clear hierarchies and prescribed roles may find this arrangement challenging. The processes and rules will be different; work will be more organic and solutions emergent.

Nick Petrie from the Center for Creative Leadership (CCL) also writes about “the rise of collective leadership” in his white paper, Future Trends in Leadership Development.

“…a future made up of complex, chaotic environments is less suited to the problem solving of lone, decisive authority figures than it is to the distributed efforts of smart, flexible leadership networks” – Nick Petrie

Falling Back as a Key Leadership Capability

In group- and team-cycling, the paceline is central. Cyclists ride in a line, taking turns at the front ‘pulling’, which allows others to ‘draft’, or take advantage of the wind being blocked by the leader. Each person leads for a short time and then falls back so that another can step up. The group is able to maintain a faster pace and higher collective energy. This is a beautiful example of distributed leadership.

As an executive coach I have given clients the assignment to ‘fall back’ – to trust others’ ability to lead. Some people find it difficult, even uncomfortable to not be in charge. They’re concerned things won’t be done ‘right’, or that no one else is prepared to take on the challenge. As in the cycling analogy, not only would this be exhausting but it also impedes the building of trust, the development of others and ultimately the success of the team.

I also appreciate the paceline metaphor because each person has to train, to prepare themselves to take the lead in order to be a part of the team. In the world of cycling, as I believe it will be in organizational life, individuals choose if they want to train or not, and that will determine the contribution they are able to make to the larger team and how they will be invited to participate.

The roles of ‘leaders’ and ‘followers’ have changed over the thousands of years that we humans have been organizing ourselves for reasons from survival to commerce to connection. We are on the cusp of a new rendering of these definitions which many of us will welcome. Every transition brings expected and unexpected consequences; self-awareness and conscious choosing will support our collective efforts during this transformation. Being ‘along for the ride’ won’t be an effective long term strategy for success in the future.

Note: Thanks to my good friend and serious cyclist, Bob for the lessons on pacelines and team cycling!

Acknowledging Accomplishment

by LeeAnn Mallory | Awareness, Feedback, RiseWords

Acknowledging Accomplishment

My learning adventure beget by a solo cycling excursion was winding down. I had planned and prepared well for my ride barring the weather faux pas. Getting caught in the downpour had given me the opportunity to practice awareness and centering at a new level and to reframe an unplanned situation into one of learning. And I still had insights to gain before making it back home.

The skies became blue again about halfway home and by the time I was on the final stretch I could see that not a single drop of rain had fallen near my house. The streets were completely dry, and there I was, my back covered in mud from the spray off my rear tire. I felt exhilarated and proud for sticking it out. I was also aware that I was alone in my experience – no one else was wet and muddy and feeling all happy, as far as I could tell. I sensed a desire to be recognized for my small feat and then felt silly for it.

My thoughts and my legs were keeping pace with each other and I was struck by the realization that every day there are multiple chances to recognize someone for their hard work and accomplishments. How many opportunities do I miss to acknowledge others for what they are proud of, for what they have struggled to complete or for important milestones they have reached? How many cyclists have I encountered who are feeling proud of their maiden cycling voyage or who are getting back on the saddle after an illness or injury?

A common request I receive from leaders is to learn to give constructive feedback more effectively. It’s an activity that hardly anyone enjoys but that is necessary. Rarely do I get a request to help a leader shore up his or her ability to give positive feedback and this capability is every bit as important. Take a moment to reflect on the last time you received sincere acknowledgement for a job well done. How did it impact you? You may have noted a sense of pride or satisfaction, of feeling valued and encouraged to continue and maybe even to increase your efforts. There is no shortage of business literature these days extolling the effect of praise and positive work environments on organizational outcomes.

Positive feedback is an essential practice to engage in, given the impact it can have on individuals. When teaching feedback methods I always begin with the practice of giving positive feedback. Two decades have passed since Stephen R. Covey introduced the concept of an ‘emotional bank account’ and suggested that we make more deposits than withdrawals to maintain healthy relationships both in our personal and professional lives. Acknowledgement falls in the category of an emotional bank account deposit. In order to keep a positive balance, I ask leaders to practice giving positive feedback for a few weeks before giving the constructive type (typically experienced as a ‘withdrawal’). At first many find naming others’ virtues uncomfortable and even unnecessary.

Why is that?

One common argument for giving praise is, “Why should I acknowledge someone for doing his or her job?” Why not? With Gallup reporting that 70% of the U.S. workforce is actively disengaged, a little acknowledgement could go a long way and it doesn’t cost a dime. But it might cost you some humility. Most of us enjoy hearing when our performance is hitting the mark, and specifically how our contribution is adding value to the organization.

When someone does something good, applaud! You will make two people happy. – Samuel Goldwyn

When acknowledgement, or positive feedback is given meaningfully, a feeling of connection and even vulnerability can result. This sense of connection can be uncomfortable for some and we may shy away from it. Heartfelt acknowledgment touches the giver and receiver in a special way and usually leaves both of them feeling uplifted. When a group of leaders in a workshop practice giving sincere positive feedback to each other there is an immediate and noticeable upshift in the mood. Providing direct and positive feedback mutually beneficial!

Correction does much, but encouragement does more – Goethe

Some of us are better at seeing gaps in performance, or ‘opportunities for improvement’. We are all naturally built to look for what’s wrong, to notice signs of danger. This is another survival mechanism we come into the world fully loaded with. Yet continually noticing and calling out what’s not working diminishes morale and throttles relationships. Consider developing an alternate habit of catching people doing something right and then acknowledging it.

If I had received correction on my decision to ride that day or on my cycling form, I would have felt at least a little deflated. Instead, my family and friends gave me virtual ‘high fives’ and I’m encouraged to take it to the next level. While both constructive and positive feedback are useful when given skillfully and sincerely, I recommend an out-of-balance condition on the positive side when desiring to keep people engaged. Zenger|Folkman says that “only positive feedback can motivate people to continue doing what they’re doing well, and do it with more vigor, determination, and creativity”. (HBR, March 2013)

Try This:

Tune your observation to pay attention to what your team, your friends, your family members are “doing right” – including what they’re attempting, accomplishing and what they may be proud of. The more you look, the more you’ll see.
Acknowledge the accomplishment in a meaningful way. Rather than giving general praise, try the S-B-I method: Describe the Situation, the observableBehavior and the Impact. Example: LeeAnn, last Saturday when it started raining during your ride, you stuck with it and turned it into an adventure. I hear it was a great learning experience for you and seems like it gave you more confidence for your next challenging ride.
Schedule time each week dedicated to acknowledgement. Use this time for in-person or written (handwritten or digital) acknowledgements. Some will argue against a digital acknowledgement. I say don’t let the perfect get in the way of the good – and I also wouldn’t make digital a primary mode. In person is by far the most effective (over the phone or video call is ‘in person’ when you can’t be in the same physical space.

How to Ride Out a Storm

by LeeAnn Mallory | RiseWords, Somatic

How to Ride Out a Storm

The phrase, ‘ride it out’ can be interpreted in different ways. Here are two:

Hunker down until it passes – just get through it.

Experience it; be ‘with’ it. Like riding a wave through to the end.

Almost daily we are given a chance to respond to life’s storms. These storms come in the form of disappointments large and small; changes in our career and personal lives; economic downturns and little annoyances like traffic jams. On the day I was caught on my bike in a downpour ten miles from home, I was determined to ride it like a wave.

The rain caught me off guard, although it shouldn’t have. It also delighted me. Change and learning, even in small doses, can be thrilling. Experts say that we are most alive when we are fully awake to change – when we allow ourselves to truly feel the shifts, bumps and voids rather than shut them down.

As soon as the rain began to fall, awareness of my environment was heightened to the point of being almost surreal. Through the sheets of rain the day somehow seemed brighter, the grass greener, and the sounds crisper. I was also conscious of how much more precarious this ride had just become.

Is this an experience that feels familiar to you? That during a disturbance in the predictable patterns of work and life you become more awake and alive? More aware of what’s at stake? Breakdowns occur in every field of work: healthcare, transportation, technology, finance, etc. These interruptions create a sort of wedge, an opening that allows for new levels of consciousness to arise. If we tune ourselves to notice and take advantage of these events they provide a rich ground for learning.

I knew from my years of somatic* training that keeping my body centered on my bike, my breath low in my body, and my muscles relaxed would help me stay balanced, fluid and more able to respond as I rode through the silt that had become slippery mud. I had to remind myself many times to relax my jaws, shoulders and hands, and to keep a slow and steady breath.

In this case I was alone – not with or leading others. Had I been in an environment where coordinating with others was necessary, my presence would have been even more important. We humans are hardwired to read and resonate with each other’s non-verbal cues. It’s important for our survival. When a leader is tense, rigid and reactive, this mood is spread to the team and can lead to fear and uncertainty. This state also robs us of critical resources in the form of blood and oxygen to our vital organs, leaving us unable to think clearly and take calm and confident action. When we are relaxed and alert the opposite is true and we inspire trust and confidence in those we work with.

I continued my ride, staying connected to the energy and sense of aliveness I felt. I enjoyed the adventure. It seemed that many fellow cyclists I crossed paths with were having a similar experience and we exchanged knowing smiles with each other – a sort of bonding moment. Other cyclists were hunkered down, getting through it, seemingly without a larger connection to the adventure. Their heads were down, jaws were set and brows were furrowed. Perhaps this was nothing more than an annoyance to them. There was no room for kinship with these riders.

Reflections:

Recall a recent challenge or breakdown. How did you, or how are you meeting it? Just getting through, hoping it will be over soon? Or are you meeting the challenge with enthusiasm and riding the wave to the end? Perhaps there’s a little of both!

When you are feeling challenged, what is your typical somatic response? (tighten jaws, hold breath, contract shoulders, etc.) How can you bring more awareness to this reaction and move quickly to a more resourceful state?

Try this practice: Several times a day, take a moment to center yourself. Very briefly this means that you move your breath to your low belly and encourage the relaxation of muscles throughout your body, from top to bottom. Let your weight drop into your chair or into your feet, at the same time gently lifting through your spine. Relaxed yet alert. Remind yourself of what is most important in the moment and in the bigger scheme of life. You’ll be much more capable of centering yourself during a storm if you’ve practiced in calmer waters.

* Definition of somatic: the living body as experienced from within; body/mind integration

I am a Certified Somatic Coach through Strozzi Institute. Check out their blog for quick lessons on centering and to get a peek at what they’re about:

https://theembodiedlife.wordpress.com/

Oops…I Didn’t Expect This! Responding to a Breakdown

by LeeAnn Mallory | RiseWords

Oops…I Didn’t Expect This! Responding to a Breakdown

This is the second post in the Leadership: Just Like Riding a Bike series. The first post addressed preparation; the next will focus on an embodied and empowered response to a breakdown.

One insight after another revealed itself during this relatively short yet sublime ride. This was one of those times when many forces gathered to gift me much more than I expected.

After a thorough preparation for my first solo ride (see “…Preparing to go Solo), I set off. My route would take me from my Far North Dallas neighborhood to just south of White Rock Lake. Soon after joining up with the bike trail, signs of our epic rainfall were apparent: trail diversions, downed trees, standing water, silt on the path. Debris trapped in railings and fences marked where the creek had rushed over its banks and across bridges and tennis courts. The foliage was lush and the air was heavy with humidity.

I reached my halfway point, sweaty, dirty and proud. I stopped to take a selfie with my now slightly dirty bike, check my blood sugar and take in a little snack and some water. Things were going great – my plan was working perfectly!

Humans plan, God laughs. I had just started my trek back when the skies opened up and the rain came down. Hard. Well this was unexpected, I said to myself. And immediately the Responsible Voice in my head replied sarcastically, Oh really? I then admitted, Ok well, I think I remember hearing something about a chance of rain today… Responsible Voice says with a bit more edge, And hasn’t it rained most every weekend for the past six weeks? Me: Yep. Well, here we are. How will we respond?

A vignette from days past appeared out of nowhere. I was attending a workshop, “The Oz Principle Accountability Training”. The instructors had paired us up and asked us to share a recent story where we experienced an outcome we didn’t think we deserved – where we felt like a victim of circumstances. My partner was explaining that he had just received a ticket for speeding in a school zone, which he didn’t deserve.

We were then invited to share signs we may have missed that led to our unfortunate situation. My colleague conceded, “I did see these big yellow stripes painted on the street but I had no idea what they meant. I’m new here!” We both burst out laughing. Sometimes we need assistance in holding our Swiss cheese victim stories up to the light so we can see the holes in them. Humor, humility and honesty make learning and problem resolution possible at times like this. My learning partner smirked and opened to the next round of examination. I have conveniently forgotten my story.

So now what? I was at a choice point: I could be fearful and angry about my predicament or roll with it. I chose to roll. I became immersed in the adventure of cycling in a downpour. I was enlivened by the challenge and my senses were heightened to a level that felt almost surreal. An unspectacular ride and other cyclists on the trail were transformed into an expedition and fellow adventurers.

In the book, The Power of TED: The Empowerment Dynamic, author David Emerald introduces a model that describes mindset orientations: FISBE. FISBE is an acronym for Focus, Inner State and Behavior. Focus on a problem and you’ll become anxious or worried which leads to reactive behaviors and unsustainable results. Alternately, focus on an outcome or opportunity and you’ll be filled with passion and excitement and take positive actions toward your goals. The former results in a vicious cycle while the latter results in a virtuous one. We can see ourselves as victims or creators.

Choosing adventure and challenge changed everything for me that day.

Reflections:

Where might you be seeing yourself as a victim, as not responsible? What signals have you missed or ignored? Are there signs in your environment right now that you are ignoring?

Are you aware when you are in a victim mindset? What do you say to yourself? (Clues: I can’t help it! I have no choice but to…. How could I have known? They should have told me… Here we go again! It’s [someone else’s] fault… )

Can you reframe your victim story to one where you author the outcome you want and see it as a challenge? You may not be able to avoid a situation but you can choose how you respond.

What does a gracious (not groveling) acceptance of accountability sound and feel like for you?

How are you coaching and preparing your team on how to be nimble in the face of unforeseen circumstances? A leader has ultimate responsibility, or culpability for her/his team’s performance and response to breakdowns. “Mea culpa” translates to “I am culpable” and has closer ties to being responsible than to being guilty.

Workshops focused on TED* The Empowerment Dynamic are always popular in my organizational work. The TED model is one of the ‘stickiest’ and relatable models I have found and is accessible to all levels of employee.

Leadership: Just Like Riding a Bike – Preparing to Go Solo

by LeeAnn Mallory | Leadership, RiseWords

Leadership: Just Like Riding a Bike – Preparing to Go Solo

A recent bike ride opened the doors to my imagination, resulting in surprising metaphors on leadership. Writing about my experiences is a new practice of expression for me and not only is it teaching me how to pay a different type of attention to life, it’s bringing a new and welcome creative energy to it.

Due to heavy rainfall in Dallas this Spring I haven’t been on my bike much. I’m a weekend rider and although I don’t put in a ton of miles I do enjoy riding – a lot. I love being outdoors, the fast pace, and the scenery once we get on the trail that leads to White Rock Lake. This particular Saturday I decided to go out on my own. My husband and I usually ride together – in fact I’ve never ridden to the lake on my own. I’m happy to let him lead the way and just pedal, even zone out (more on that dynamic later!).

First to note regarding my maiden voyage was my late start. I was tentative about riding solo and I procrastinated. This is a pattern for me when facing something that I don’t have all figured out. I could feel myself backing out of the sweat and uncertainty, so I jumped in my gear and started taking decisive steps before I talked myself out of it. I put aside my excuses: The house looks like a pit – maybe I should stay and clean instead. It’s getting too late and too hot. The plants need watering and the dog needs bathing…You get it.

I began the preparation; the first and most important step in every ride. As with most any physical activity there are risks. In cycling my big concerns are wrecks, equipment failures and ‘hitting the wall’. I did a quick evaluation, addressed what I could and took a chance on the others. A flat tire for example. I’ve never repaired a flat, and they’re fairly common. I was willing to risk needing assistance or having to walk my bike back home. I stuffed an extra tube and CO2 cartridge in my pack, hoping a Good Samaritan would help me if I needed it. Check.

I expected to ride about 20 miles so I packed fuel and water. A midday ride in June in Texas will be HOT and probably humid given all the rain we’d had. I have Type 1 Diabetes and have crashed my blood sugar many times riding, so having carbs on board is imperative. In fact, if I don’t have quick-acting glucose I don’t ride. A glucose monitor, used to check blood sugars is also a must. These items are non-negotiable and I won’t risk riding without them. Oh, and a phone, credit card and identification in case I need help. Everything was packed and ready to go. Check.

Other equipment was also made ready: air in the tires, seat adjusted and Allen wrench in the bag just in case. Helmet, gloves, sunglasses and shoes. All checks.

The ride, which I will write about later, was eventful, energizing and full of lessons. In my organizational life, preparation for projects is very often not given the same attention as planning for a ride. It doesn’t have the excitement as does the launch. Project planning typically takes much more preparation but many failures and re-starts can be avoided by taking the time to do it.

Consider:

Are you familiar with your own tendencies when undertaking a new endeavor? I saw my tendency for avoidance and procrastination. I called in my volition to put my butt on the seat and start pedaling (I have to call on this often!). For others the tendency may be to take action without a plan, to overlook risk assessment, or fail to see the links and overlaps between the new project and those already in motion.
Has the destination been defined and mapped? For my inaugural solo outing I did not attempt the part of the ride that would require better ‘directional intelligence’ (I am directionally challenged!). In regards to launching this series of posts, I was not able to move forward until I had broken my amoebic idea into defined sections that I could put my arms around. I then assigned dates for completing each section. When I can see the basis of a plan I am much more likely to take action. Are you or is someone on your team this way? Provide a vision and a few steps to help get them started.
Do you have the resources (people, technology, materials, skills, finances, etc.) required to support success? What’s the equivalent of your fuel, hydration, glucose monitor, phone, credit card, etc.?
Have you assessed the risks and do you know which ones are worth it? This is a conversation the ‘fire, ready, aim’ folks really dislike. They may reschedule many meetings to avoid this topic – engaging in potential obstacles is a real buzz kill for them. This is why diverse teams that rely on each other’s strengths win more races.
What experts are available in case of a problem or breakdown? Consider soliciting their advice before embarking. On another note, congratulations if you are going where no one has gone before!
Does the project need a seasoned leader or can a ready-to-ride newbie be coached through it?

This metaphor will carry on over the coming weeks. I asked my 20 year-old daughter for feedback on this first post yesterday. She commented that the points could be related to any aspect of life. Excellent! It does appear that life is rich with varying versions of the same basic themes. The trick, and I don’t think it’s a high degree difficulty one, is to transfer our learning and capabilities from one domain of life to another.

Spirituality in the Workplace?

by LeeAnn Mallory | RiseWords

Spirituality in the Workplace?

Yesterday I attended a daylong retreat with successful, mid-market business leaders from across the country. We were all gathered to listen to the wisdom of Adyashanti, a renowned spiritual teacher. Yes – business leaders flew from all corners of the U.S. to spend a day focused on exploring and experiencing spirituality. Even a decade past this would have been unheard of but is becoming less out-of-the-ordinary. Adya opened the day referring to David Brooks’ new book on character (The Road to Character) and the distinction of eulogy virtues and resume virtues.

It seems that agreement is emerging across disciplines and ideologies regarding the need to attend to both types of virtues: it make us better humans and thus better leaders. Resume virtues extol our achievements and the value we bring to the marketplace; they are focused on external success. Eulogy virtues are core to our inner life and fulfillment and are spoken of at our eulogy: kindness, honor, humility, compassion, etc. Brooks claims that our culture focuses on the former and has resulted in The Big Me.

Examining our inner life and re-connecting with our eulogy virtues requires reflection, discipline and courage. The resume gets you in the door, emotional maturity very often determines your success. These days most business leaders are familiar with Daniel Goleman’s work on Emotional Intelligence. In my work as an Executive Coach I am often hired to help leaders develop more emotional maturity, which may include how to lead with a sense of calm and confidence, increase awareness of their impact on their teams, how to inspire and motive others, manage stress and reactivity, and more. Anyone wishing to make progress in these areas will want to spend time cultivating their eulogy virtues.

Links:

brainpickings article:

The Art of Stumbling: David Brooks on Character, “Resume Virtues” vs. “Eulogy Virtues” and the Humility Code of Living a Meaningful Life

NPR audio interview:

Take it From David Brooks: Career Success Doesn’t ‘Make You Happy’

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