Tag Archives | relating to others

Appreciating Difference

By on September 4, 2002 in Meta Org Blog, relating to others

As we start a New Year, we usually all resolve to do something different. Most of the time, our resolutions are about being a better person in some way.

For me, a speech given by Bill Clinton as the Dimbleby lecture made me think about how judgmental we can be. It is so easy to, as he said, ‘put people in boxes’.

I have seen and spoken to a variety of old friends this Christmas. Some of them are housewives, some are chief executives, and some have still not decided what they want to do with their lives. They provide me with plenty of opportunities to put them in boxes: good/bad use of their talents; boring/interesting; as they were/changed – the list goes on and on.

But whatever it is that they are doing or not doing, they are all special human beings. And if this is true of so many different people that I know, perhaps it is true of those I don’t know so well.

So my New Year’s resolution is to be more appreciative of the value of people’s differences, and to delight in our common humanity. It’s easy with some, and harder with others, but it is undoubtedly a great way to change the world a little more!

Homework

  1. Look at yourself and notice where you judge yourself to be lacking in some way. Now appreciate that quality in yourself – it makes it easier to do the same with other people.
  2. Take 3 people you know and identify what makes them special
  3. Smile with an open heart at the next person you see whom you have judged to be deficient in some way

 

Comments { 0 }

Helping Other People

By on September 4, 2002 in Meta Org Blog, relating to others

We have all been encouraged to be helpful to others, and we often do this by trying to ‘fix’ things for them, and give them solutions to their problems. Our intentions are good, but we don’t always prove to be as helpful as we intended.

What we forget is that what would work for us won’t necessarily work for someone else. For example, I am planning to have Christmas holiday in the sun, and haven’t yet decided where to go. As soon as I mention it, people offer me suggestions, before they have any idea of my criteria for a holiday.

It sounds as if I am being dismissive if I ignore their ‘helpfulness’, but actually most of their suggestions don’t take account of my preferences and circumstances. They are suggesting what they have enjoyed, or would like to do, in the context of their own circumstances.

What their suggestions do give me is the opportunity to clarify further my own criteria. If I don’t find their idea appealing, what would appeal? And if they asked me about my criteria for a good holiday first, then their suggestions would be more directly helpful.

How often do you try and fix other people’s problems? Most of us do it, at work and at home, so this is just a reminder that we could be genuinely helpful by not suggesting a solution. Instead, we could help the person to clarify exactly what would work for them by asking questions such as:

‘What would make this feel right for you?’

‘How exactly do you want this to be?’

‘What would help you to find the solution to this?’

Homework

Next time you want to solve someone’s problem and help them, ask them questions instead of giving an answer.

Before you ask someone for their help, tell them exactly what you mean when you state the problem, and what you want from them.

 

Comments { 0 }

Changing Your Habitual Thinking

By on September 4, 2002 in Meta Org Blog, relating to others, Ways of thinking

Most of us have learnt to think in limiting or negative ways. We consider problems rather than solutions, and notice what’s wrong rather than what’s right.  We do this without even realising it, and it is well engrained as a habit.

So to break it, we need to practice doing something different with our brains: noticing what’s right.

There are simple and enjoyable ways of undertaking this practice. Here are a couple for you to play with.

HOMEWORK

  1. Spend a few minutes thinking about the good points about your family, your work, and being the age you are. List at least ten good points for each category.
  2. Now think of one way you could add another point to each list by taking some action.
  3. And finally, think of a simple way you could show your appreciation for the gifts these categories bring into your life.
  4. Now decide to catch someone doing it right – your partner, child, friend or work colleague. Notice something they do which pleases you and tell them so.

 

Comments { 0 }

Happiness

By on September 4, 2002 in Meta Org Blog, relating to others, Ways of thinking, Working smarter

As we start the new year, it seems appropriate to ask how we can make life a happier experience for all of us – let’s make a positive difference.

Keeping your fuel tank filled – see previous blogs – is a good start, because that will help you to be more positive in your outlook on life.

But what about those who have a negative effect on you, and seem to take that positivity away? Not only do they disturb your happiness, they also suffer a lack of happiness themselves – it is the rare person who really feels good when they are causing others to feel bad.

There are ways we can change this effect, to the benefit of all parties involved.

  1. Don’t give away your power! Remember that we choose to allow something to affect us. After all, what to one person is a disaster, to another person is an exciting adventure – they have obviously made different choices about how to react. So choose to react differently to the person. Imagine their comment or attitude as a brief rain shower which temporarily wets you and then dries up. Even better, imagine that you have an invisible shield which protects you from getting wet at all!
  2. Even more powerfully, experiment with how you can change their reaction to you, which causes them to behave in a way which affects you badly. Step into their shoes for as moment. From their perspective, what could you do differently that would provoke a different and more useful behaviour in them? We often unwittingly provoke just the behaviour we don’t like and by making a change in our own attitude or behaviour we can change theirs.

Homework

  1. Practise using your invisible shield when someone next seems to want to offend you or upset you in some way.
  2. Take a person that you always seem to have a negative reaction to. Imagine you are them, and ask yourself, ‘what would make me behave more positively with …?’ Use the answer to guide your behaviour next time you encounter them.

 

Comments { 0 }

BELIEVING IN OTHERS

By on July 11, 2002 in Leadership, Self awareness, Ways of thinking

Many years ago, I was working with groups of young people who had been thrown out of school for ‘bad behaviour’. They were a great bunch of kids, once they decided they trusted you. Having been given that honour – of being trusted – I was curious to know what I had done to earn it.

Ade told me that two things mattered to them:

  • I didn’t talk down to them
  • I had never once seemed to doubt their ability to achieve whatever they wanted to

I wondered why that was, and then realised that I had been brought up to believe that everyone has something special about them, so that’s what I looked for in others. And whatever you look for, you find…

It is a vital perspective, if you want to bring out the best in those you work with. There was a piece of research done in the USA, where they took two mixed ability classes, but told their teachers that one group were high achievers, and the other group were slow learners. By the end of the first term, the teachers had proved them right!

The group classed as high achievers were all achieving, the other group were all being slow learners.

With beliefs, you tend, as in this example, to get what you expect. So, stop and think about what you expect your colleagues to be like. If they don’t get your point, do you think they are a bit slow or not bright enough? Or do you think that you have expressed it badly?

We can prove any belief we like to hold, so why not make it easier for you to enable people to be at their best, by deciding to believe that they are pretty special, your job is just to bring that out in them.

Homework

  1. List your beliefs about others, including the contradictions – be honest in this one
  2. Now go through your list and choose the beliefs that would be useful to you in enabling others to develop, then add some if you want to
  3. At your next team meeting, read through the ones you have chosen, and decide to act as if they are always true, for the whole of that session, and see what happens

 

Comments { 0 }

EMPOWERMENT

By on May 10, 2002 in Excellent organisations, Leadership

This month, I would like to explore the concept of EMPOWERMENT.  This became a buzzword for the nineties, along with other management concepts, such as de-layering, re-engineering and even, dare I say it, “leadership” itself!  Many organisations embraced the concept and empowered their people, but the results have not been inspiring.

Empowered staff often complain that they are not really empowered, as decisions are still taken by their bosses.  Managers complain that empowered workers ignore the rules and are quick to explain that they “tried empowerment”, but that it just did not work.  Leaders need to anticipate the needs of those that have been empowered.  How will others react to them, will they want confirmation from “the boss”, will they resent their authority?  Leaders and others may also need to show greater tolerance for mistakes and support people, so that they are able to learn from their experiences.

A useful metaphor is a teenager who becomes “empowered” through having greater independence, often financially as well as socially.  As parents, we recognise the need to set boundaries, to gradually develop trust in our sons or daughters, to tolerate their occasional mistake and for them to know that we will always be there for them.  But as managers, we can often operate with a different set of rules.  We do not outline the “do’s and don’ts”.  When people fail, we take back control (after all, it was a daft idea, anyway!) and if things get tough, we are not always supportive.

Think about how you have empowered those who work for you.  Have you provided them with the support, at both a day-to-day level and also at an emotional level?  Are they flourishing, as would a growing adult, or are they floundering like a child in the wilderness?

  1. Spend some time thinking about the people that you manage?
  2. How are they coping with the degree of “empowerment” that you have given them?
  3. Have you outlined the “rules-of-the-game” (both written and unwritten) within your company or are they stumbling into problems on a regular basis?  If not, jot down some of the rules and discuss them at the next opportunity.
  4. How are you supporting them on a regular basis?  Do you share their experiences and discuss ways of improving things next time?
  5. How do you react to mistakes?  Do you support them?  Are you there to help when things go wrong – in a way that is constructive?

Be sure to treat them as individuals, since they will be at different stages and will have differing needs.  Finally, consider the benefits that effectively empowered staff will offer to you.  Perhaps, more time to think strategically or to network with others outside your company or even the chance to occasionally go home early!

Write these down, as they will be useful reminders to you when you are tempted to abandon empowerment and to take control back again!

 

Comments { 0 }

Knowing it All

By on February 9, 2002 in emotional intelligence, Meta Org Blog, relating to others, Self awareness

One of the things that I was reminded of while I was on retreat in August was the importance of being rather than knowing.

The man who led the retreat has been a teacher for most of his life and has always inspired me and helped me to continue to develop myself. He is now wheelchair-bound and takes a question and answer session each afternoon.

And in those sessions, what comes clear is that he is still learning, and still wanting to develop. So he will say that he doesn’t know the answer to all the questions, he will accept and acknowledge challenges that stimulate him to think more about some of the topics, and of course sometimes his answers are just perfect, coming from a deep knowing that goes beyond the purely intellectual.

I sit there and realise yet again that being comfortable with not knowing is a vital ability in anybody, and allows others to explore for themselves and find what they know at some level. It may be more valuable than being the expert who keeps people as the ‘children’ who don’t know yet.

Homework

  1. Next time you don’t know the answer when someone asks you something, feel comfortable about saying that you don’t know, and get the group or individual to explore for themselves
  2. Next time you do think you know the answer, try letting others find it for themselves, and enjoy some of the differences between their version of the answer and yours

 

Comments { 0 }