Change for Good

As an Executive Coach, my job is to help people change for good. Not everyone is ready for such a project.  Some people just want everyone around them to change instead. And others worry that if they change their behaviors, they’ll come off as inauthentic—a fake. Truth is, if you’re unable to adapt your approach to people and situations, your relationships will suffer and your career will hit a wall.

Authenticity Misunderstood

Authenticity is about being real…not rigid.  That is, it’s not about stubbornly holding on to valued personality traits—or even beliefs—that aren’t working. The most successful leaders adapt to people and situations gracefully and appropriately.

Authentically Adaptive

I once had the pleasure of working for an inspiring leader who made the difficult transition from mid-level manager to C-suite executive.  Three of his most prized personal qualities were:

• Passionate
• Gregarious
• Intelligent

Culled while growing up in the Middle-East, and honed for business in New York City, these traits were part of a mixture that propelled him to success. It wasn’t until he landed a job in Northern California, in a company culture known for being ‘nice’ and agreeable, that he rain into trouble.

With the help of a coach, he came to quickly see that people were misunderstanding his intent. People thought he was intimidating, closed-minded, and a poor listener. His communication style was masking qualities and values such as being open to influence and deep care for others. He could have claimed that these traits were “part of his DNA,” but he cared more about being effective than being rigidly right.

You Are Bigger than Your Personality

Contrary to what you might have heard, your MBTI, DiSC – or any other personality inventory score—is not etched in stone, and is certainly not an excuse for poor adaptability. You are responsible for your beliefs, values, and behaviors. And you can change them.

Assess Yourself

Authenticity requires a deep understanding of yourself. Adaptability requires a deep understanding of others: what they need and how you affect them.

Before you can make any changes, you must first get an objective assessment of what is and isn’t working. Here’s one way:

1. Make a list of valued traits that best describe you.

2. Find someone you respect, who can be objective and honest with you. If you don’t have such a person, consider using a neutral party like a coach.

3. Ask this neutral person: When does this quality work well? When does it undermine me?

For example, let’s assume you describe yourself as passionate. They might tell you that this trait:

• Works well when you devote passion to developing your team.
• Undermines you when you devote passion to winning an argument.

Authentic Advice From an Undercover FBI Agent

Still doubt whether you can be authentic and adaptive at once? This post was inspired by LaRay Quy, who wrote 5 Ways to become a more authentic leader. I suspect that if she can figure out how to call up her authentic self while serving as an undercover FBI agent, we normal folk can too.

“People can spot inauthenticity from fifty paces. Show up as yourself consistently. Unless of course, you are a jackass.”

- Susan Scott, Fierce Leadership

Other Resources

• Book: What Got You Here Won’t Get You There: Marshall Goldsmith. Learn the habits every manager needs to break to successfully transition to senior leadership

• Blog Posts:
  • Breaking Bad Habits by Denny Coates
  • 5 Ways to Become a More Authentic Leader by LaRae Quy, posted by Michael Hyatt
  • To learn whether you’re coachable, check out this great blog post by Steve Roesler: 5 Ways to be Coachable

We’d like to hear from you!

How do you adapt your favorite personality traits to people and situations? We’d love to know!

Instant Improvement?

This week I accompanied my husband to his Lasik (vision correction) surgery. It took me back 13 years to my own Lasik experience. Back then, I entered the Laser Eye Center building dependent on thick glasses. Less than 24 hours later, I  had 20/15 vision. In less than a day, I went from being unable to read a giant digital clock since age 7, to reading the ingredients on a shampoo bottle.

It got me thinking, if only all development was so quick and noticeable. But that kind of drastic improvement is rare (not to mention expensive and risky).

In the absence of sudden conversions, we’re often blind to our own progress until someone comments, “Hey, have you lost a few pounds?” or “You seem happier.” or “You’re listening better.” One group-coaching participant recently said to a peer, “You seem calmer in meetings.” She didn’t fully appreciate this new way of being until he named it. At the program’s end, she said that his comment was one of the most memorable and affirming moments. When others notice, our improvement becomes more real.

Reflecting Brilliance

Over the course of a few months with a coach, participants re-invent themselves gradually but certainly. One of the most important things a coach does is hold up the mirror and acknowledge real changes.

One of the greatest gifts we can give others–colleagues, friends, family– is to notice progress aloud. And one of the greatest gifts we can give ourselves is to notice and celebrate our own incremental improvement.

For most of us, this takes a new way of looking.

Instead of looking for fault, we have to practice noticing the good. One client shared an ingenious practice. When getting a haircut, he closes his eyes until the stylist is finished so he can better appreciate the difference. In this way, he trains his brain to perceive and appreciate improvement.

Reflection Exercise

• Think about something you’ve been cultivating (for the past few weeks, months, or years). How are you different today than when you began?

Can’t think of  anything? Start with your 13-year old self and compare it to you today. Notice the improvements that you would struggle to give up.

Look for small things: like eating more greens; taking the stairs; delegating 1 thing that you were holding on to; spending 15 more minutes a day with your kids; going to bed earlier; complimenting your partner; turning off your phone in the evenings;  losing your 80s hairstyle, and so on.

• Find one that you feel most proud of, that you would like to continue or deepen. Focus your attention on this improvement & feel gratitude for the change. Take a few breaths and let the feeling of gratitude grow.

Keep Cultivating

For yourself: What improvements do you want to deepen? What do you want to add? How do you want to be in three months? Six months?

For others: Practice noticing positive change in others. When you find something, tell them.

Pay Attention to Your Attention

Neuroscience findings show us that the brain is in constant flux and that we shape our brain with attention.

That is, what we pay attention to grows.

Will you pay attention to your faults or your growth? Which would you like to cultivate?

I’d love to hear what improvements you notice in yourself and others.

Resources:

Rapt: Attention and the Focused Life by Winifred Gallagher

Blog: The Power of Incremental Change Over Time by Michael Hyatt

Now, imagine yourself about to have a conversation with them about this thing that’s been bugging you.

I bet you feel warm and fuzzy, brimming with anticipation to have this conversation.

No?

Many of us hate the thought of giving feedback so much that we go to great lengths to avoid having the conversation. We may try other strategies to change their behavior that don’t involve actually directly talking to them about it: avoid them; hint about what bothers us; talk to other people about them; or–my personal favorite–resent them for the thing they don’t even realize they’re doing.

Perhaps, if you’re a manager, you just store up all the examples until annual performance review, where you do a surprise macabre unveiling.

That always works out well.

Why do we do this?

Are we cowards? Cruel? I don’t think that’s really it.

I think we fear that someone will get hurt. And most of us don’t relish the thought of causing pain.

There’s lots of advice about do’s and dont’s of feedback. We have a Brilliance Inc feedback delivery model: 5 steps in 30 seconds.*

But I want to talk about something more important than technique.

Intention.

You can follow all the steps you learned in Management 101 training, but if you don’t have the right mindset, you’ll fail to inspire new behaviors and you may cause more harm than good to your relationship and their engagement.

If you enter the conversation worried about causing injury, how might that affect your delivery?

You’re likely to be unclear, uncomfortable, and defensive. Plus, you’ll unconsciously deliver the message through your body language and energy that there’s something to fear. No wonder people want to hide under the desk when they hear the dreaded phrase, “Can I give you some feedback?” Bombs away!!!!!!!!!!!

A New Context About Feedback

What would happen–to you, to your message, to them–if you shifted your intention? If you entered the conversation as though you were about to unveil a gift? A gift that will help this person grow and improve how other perceive him. A gift that others were not confident or generous enough to give.

You’d likely be more at ease and they wouldn’t detect any wonky nervousness that signals a subconscious warning to raise defenses.

A Graceless Gift

I will never forget a bit of feedback I received early in my career. I was 23, a month on the job in Corporate Finance at Oracle, when the Controller stopped about a 2 feet in front of me, pointed at my mouth and said, “We have a dental plan, you know.”

I had gotten so used to my front tooth, broken when I was 8, now discolored and misshapen, that I failed to notice it. Yet, it was one of the first things people saw when I spoke or smiled. And I was so used to living on a student budget, fixing it wasn’t even on my radar.

Was his delivery graceful? No. But it was authentic and carried no ill will. Plus, his very direct approach showed that he thought enough of me to give it and enough of my confidence to say it bluntly.

Was I mortified? Perhaps. I don’t remember. I do remember that within a month, I had a new, gorgeous, tooth. And that was a true gift.

I’m not suggesting you go around directly pointing out flaws. Just stop agonizing about getting the words perfect. You’re likely to stress yourself out unnecessarily and delay (possibly permanently) delivering the helpful feedback. Instead, talk with them today, bringing an intention that you care, and that you come bearing a gift.

Good intention trumps technique every time. Technique with good intention is brilliance.

Let us know how it goes.

*Stay tuned for our free video training on delivering feedback! 5 Steps in 30 Seconds

Related Posts: Feedback that Sticks

Have you ever given someone feedback that they then ignored?

Just because you offer feedback doesn’t mean that it’s accepted. Feedback done poorly can produce undesirable results: demotivating an employee and potentially damaging the relationship. Perhaps this is why so many managers fail to give feedback at all.

As you’ve probably experienced from being on the receiving side of the conversation, there is more to giving feedback then simply getting the words out. Yet, most feedback models focus more on delivering a message according to a set of rules, instead of delivering it in a way that ensures it is actually received.

Common Wisdom About Feedback

Here’s a summary of existing advice about structuring and delivering feedback:

• Be specific: offer details for clarity
• Be timely: don’t wait until a regularly scheduled formal review conversation
• Give often: so it’s part of normal conversation
• Be objective: deliver with facts and without color commentary. I.e., “In the meeting, you raised your voice, slammed your notebook shut, and walked out.” Instead of “You were very rude in the meeting.”
• Describe the impact: What did or could result from the behavior?
• Suggest an alternative way of approaching the situation next time

All of these suggestions are fine and helpful. But they won’t guarantee that the feedback will have the desired outcome.

Upgrading Your Feedback Delivery

We care less about the structure of feedback and more about the intent and content. Some tips on delivering feedback that sticks:

• Give it with the intent of genuinely helping.
• Make sure you have a trusting relationship already.
• Maintain curiosity and ask for their point of view.
• Frame the feedback around their brilliance and what they care about.

Let’s talk about that last item. If you do nothing else from either list, try giving feedback that honors a person’s brilliance. That is, give feedback in the context of what’s important to them, not you. For example, an employee in Corporate Finance may pride herself on submitting error-free reports. A colleague in sales may care about being factually correct as well, but what really matters most to him could be understanding and connecting with the client. The feedback you give is more likely to stick if, in these examples, you frame the feedback you give to the Finance employee around how it can forward error-free work, while talking with the Sales employee about the actions he could take to help him understand the client even more. In the same way, praise that acknowledges the areas they care about will have a much greater impact.

People rarely tell you directly what motivates them. Here are some suggestions for determining what matters most to a someone:

• What subjects is he most passionate about?
• Where does he seem to spend the largest percentage of his time?
• When does he get most defensive?
• When does he most appreciated?
• When he describes his work, what does he focus on?
• What assignments does he volunteer for or do most efficiently?

And, you can always ask:

• How do you like to be known?
• What feedback or praise has meant the most to you?
• What part of your work is most meaningful/rewarding?
• What feedback or praise falls flat (has the least impact)?

Connect, Calm, Caring

Instead of trying to remember a model or follow a script precisely, try connecting the feedback message to something the recipient actually cares about. That, plus a calm, caring demeanor on your part, is likely to ensure that the feedback has your desired effect.

Make sure you’re signed up for this blog so you’ll get notified about our upcoming free video training about feedback!

Don't go it Alone

If knowledge and insight were all it took to change our habits, we could just read a great self-help book or take a course and voilà: excellence!

No Magic Wand

Sadly (for those of us who like instant gratification), it takes effort and practice to shift patterns of thinking, feeling, and acting. You’ve developed your current state over years of accidental practice and attention: it’ll take some time and effort to develop new, stronger habits (aka, neural pathways). You’ll be tested a million times a day and have a million opportunities to return to your comfort zone.

Got Support to Thrive?

This is why even coaches have coaches. We all need someone who can listen without judgment and help us see things in a way that opens up better possibilities for action. Someone who can help us stay focused and support our efforts to change. Someone who can remind us why we’re putting ourselves through the discomfort and who can highlight the small positive changes that would otherwise fail to get noticed and appreciated.

“When you’re weary, find relief. When you’re strong, find delight.”

- Martha Beck, author, coach

Before You Get Support, Build Capacity

And sometimes, even that’s not enough. Knowing the tools exist, and being able to explain the tools intellectually isn’t enough. When we are in pain — depressed, sleep deprived, injured, etc. — we need triage support to build up our resources so we have the capacity to improve. Once we’ve alleviated the acute symptoms, we can pursue higher goals.

Don’t I know it.

After my daughter was born, I suffered many months of severe sleep-deprivation and anxiety before I finally sought medical advice. I was surviving, but certainly not thriving. My brain was in a negative loop. I recall thinking that I knew how to escape my negative thoughts, but I lacked the capacity to use the tools. It took two PTSD diagnoses for me to decide that I couldn’t self-coach myself out of my state.

My brain is now healed and I once again feel vibrant, thanks to some great practitioners.

You don’t have to settle for less than excellence. Get the support you deserve.

Resources

Get Support: Find a Coach

• New Ventures West: A global resource founded in the Bay Area (Note: Brilliance Inc. founders are graduates)
• Brilliance Inc: Work with Heather Andersen or Denise Green
• Ask someone you admire who they would recommend
  • Here’s a plug for my coach Judith Duhl, great for career transitions and life-coaching

Build Capacity: Get Your Brain and Body Back in Harmony

Dr.’s in The Bay Area (and my hero’s in health). These amazing people have EQ and crazy-good skills.

• Dr. Raj Patel (South Bay/Peninsula) – Holistic MD
• Dr. Morgan Camp (Mill Valley) – Holistic MD
• Dr. Robert Gamburd - Physiatrist (Sports Medicine)

Video: I love this short video where author Tony Schwartz offers unconventional and really useful advice to help us all thrive. Here’s a hint:

“If you don’t eat for 5 days, you’ll be hungry; if you don’t sleep well for 5 days, you’ll be psychotic.”

- Tony Schwartz

Article: Via author and neuroleadership guru David Rock, this article describes our brains under depression

Tool: When you’re ready to thrive, try our complimentary and powerful Thoughts Upgrade Tool to help shift your attention to create better results in any area of your life.

Our last post featured excerpts from the late David Foster Wallace, one of the most respected and revered writers of our time. He suffered from severe depression and when the treatments failed him after 20 years, he chose a final tragic escape. He left behind a treasure of work.

Please share any resources you recommend to help people survive and thrive.

In our last post, The TAO of Leadership (Annoying Truths: Ignore at Your Peril) we presented 7 truths (and one bonus truth) that, if internalized, will help you become a leader others want to follow.

Accept that you will forget all these truths at times – perhaps several times a day. That’s the bad news. The good news is that you have access to…

Conversation Training Wheels

You don’t have to be perfect to create a safe, inspiring environment that evokes brilliant commitment and performance. You just have to ask good questions.

Ask these questions to anyone you want to inspire or build relationship with: (Note, these are not in a sequential flow: insert as relevant into your conversation).

- “What support do you need from me?”

- “What ideas do you have?”

- “How did you come to that conclusion?”

- “How’s it working?”

- “How can you tell?”

- “What could I do better?”

- “What else?”

Note: 2 rules apply when asking these questions.

Rule #1. Phrasing matters. All these questions begin with the words What or How for a reason. Do not begin with Do, Did, Does, Could or Why unless you want to put someone on the defensive, and thus, lessen their ability to think rationally. You might as well just tell people what to do. It’s more honest.

Rule #2. Tone & expression matter. Ask with a curious, non-threatening tone that signals you will not eat, maim, fire, ridicule, or otherwise injure the person no matter their response. Practice assuming a non-threatening posture and facial expression. Don’t even think about rolling your eyes.

Use the Wheels

As smart and clever as you are, you’ll be tempted to come up with your own way of asking the questions. DON’T DO IT. Not at least until you are very practiced at asking these questions and making these statements as written. Write them on a note, put them in your ipad or phone and just ask. Then be quiet while you let the person think. If it helps, count to five (silently, so they don’t think you’ve lost your mind). Once they get over the shock, they may offer a complete response. Or, more likely, they may test the waters and give you only what they think you want to hear. Don’t fall for this. Just ask another open question until you feel you have an open, complete response. If in doubt, ask “What else?”

Most leaders tell too much and ask too little. So try to ask more 3 times more often than you typically would.

Brilliance-Evoking Statements

When you do make statements, try these.

- “I’m still a little unclear. Please say more about that.”

- “Take a break. Come back to it when you’re fresh.”

- “We’re in this together. Let’s figure it out.”

- “I have an opinion, but I only have a sliver of the truth. I’d like to hear what you think.”

- “I appreciate ____ ” (fill in the blank with a quality about them that they care about and that you believe).

- “I don’t know.”

- “I screwed up. I’m truly sorry.”

- “Thank you.”

Until mastery, practice clumsily and often until one day, you notice yourself surrounded by a voluntary army of inspired followers.

Brilliant.

We’d love to hear how it goes.

Related Articles:

The Tao of Leadership

from Kate Nasser: Killer Questions that Don’t Ask

Ponder Your Leadership Capability

We’re revisiting a post we published last September, updating it with resources to  help you become a leader who inspires brilliance. We’ve combed thousands of pages from Goleman, Drucker, Neuroleadership, Monty Python (and more) and hope you enjoy.

7 Annoying Truths

1. Despite your past successes, vast experience, diplomas, and credentials, you possess a pathetically small sliver of the truth.

2. People fear you (by nature of your status) and withhold information that may challenge your pathetically small sliver of the truth.  This is a bad thing unless you like learning about your product’s failure from the Wall Street Journal.

3. To bring out the best in others, you must go out of your way to create a safe environment.  Fear is the brain’s default reaction to stress, uncertainty, status, and a million other things outside your control.

4. Leadership takes courage. Courage probably doesn’t look like what you think it looks like. The root of the word means “heart.” True courage does not swagger but is humble and authentically confident. A courageous leader:

- recognizes her own strengths and weaknesses

- surrounds herself with people who differ

- when confronted with evidence that challenges her truths, says “Say more about that” in a non-murderous tone

- is confident they will get there without knowing exactly how

- sets a compelling vision and let’s others figure out the best way to do it

- listens intently, openly

- describes reality neutrally, without accusation

- admits to self that leadership is lonely and finds people to provide support and a good sounding board

(to see how courageous–or swaggering–you are, check out this confidence assessment)

5. You are contagious: your mood, your work-life habits, your tone, your management style, your hygiene habits–all of it embeds itself in others and helps create a culture.

6. Leadership takes stamina and resilience. You cannot do your job optimally without a healthy body and mind. To that end, find support to help you:

- stay fit physically

- optimize your brain

- manage your emotions and physical reactions

- strengthen your immune system

- sleep well

7. There is a point in your rise as a leader (e.g. from Manager of individual contributors to Manager of Managers), where everything that has worked for you will now work against you. Recognize when you cross this threshold and get a coach to help you learn new tricks and embed new habits.

Bonus Annoying Truth

- IQ has taken you as far as it can. Your success now hinges on how well you inspire trust, engagement, and commitment.

(Get our complimentary resource about How Stuff Gets Done Well).

More Resources to help you…

• Build resilience:
  • The Way We’re Working Isn’t Working by Tony Schwartz (listen to the audio book while you commute or exercise)
  • The Four Hour Body, by Timothy Ferriss
    

• Break bad habits & build a better brain: 
  
  • What Got You Here Won’t Get You There, by Marshall Goldsmith
  • Your Brain at Work, by David Rock
  • Managing from the Heart
    

• Communicate authentically: Fierce Conversations by Susan Scott
  

Sufficiently Annoyed?

Watch for our next post where we provide a tool to help you cut through the annoying truths so you truly evoke brilliance. 

Fragmented Attention

Perhaps you’ve heard: we are the most distracted humans to have walked the earth. And apparently, being distracted— fragmenting yourself so that no one thing or person gets your full attention—has damaging effects on your relationships, results, and stress levels.

I’m not sure what’s more annoying, being distracted or being told that I need to stop being so distracted when at this exact moment, my phone is ringing, my email just binged, my kid needs to be fed, the laundry is in a mountainous pile, my proposal is jammed in the printer, the dentist keeps sending me escalating reminders that I am past due for a teeth cleaning, and the dog is looking at me forlornly.

So what’s a person to do? I know that yoga and/or mediation help increase calm and focus. Which sounds great assuming the yoga teacher does laundry, fixes printers, walks the dog, and cleans teeth.

Focus 101

Until then, here’s a primer for attention challenged ones comme moi:

1. Decide that you want to give this moment (person, task) your full attention for ____ minutes.

2. Turn off and reduce distractions: close your laptop, turn off your phone, put a do-not-disturb note on the door, put the papers on your desk to one side, write a list of things you need to remember/do (writing it down frees up valuable brain space).

3. Breathe deeply.

4. Practice being in one place, doing one thing.

5. When your attention drifts, recall your commitment, breathe deeply, and return your curious attention to the person/task.

6. Reflect. What was gained from this exercise? What’s in it for you to increase your ability to feel settled and focused?

7. Repeat 342 times per day.

The Upside of Focus

Despite our best attempts to multitask, we really can only do one thing well at a time.

By learning to give more of your full attention to the important work and people around you, you’ll find that conversations and tasks are more efficient, with fewer mistakes and misunderstandings, potentially leaving you time for things like yoga, family, or cleaner teeth.

“Be here, prepared to be nowhere else.” (Susan Scott: principle of a Fierce Conversation).

Indulge in the Moment this Holiday

I hope this primer serves you this season, when we have an opportunity to escape from some of the sources that pull on our attention. Even so, it’s not easy to let go the impulse to check email, voice mail, and fragment your attention.  If you are a leader in an organization, know that when you become more focused (or fragmented), those around you do as well. May you reap many awards from indulging fully in the moment.

“I’d had enough so I threw the blackberry out the car window.” An inventive client who shall go nameless.

Can you recall a team off-site meeting where real conversations happened and real work got done? Where everyone felt that the time was well spent? If you are lucky enough to recall such an experience, you probably worked for (or are) a courageous leader.

Without leadership courage, department meetings are one-way talk-a-thons. Any inclusion is for appearances only. Silence or corporate nods stand in for meaningful conversation and buy-in. Disagreements are avoided or presumed non-existent. Agenda is king. Participants extract their souls from the meeting to cope with the tedium.

When you inject leadership courage, you increase the likelihood for meaningful exchanges of divergent opinions. You might even achieve real buy-in, make important decisions, and move forward confidently and aligned.

You CAN Handle The Truth

I recently had the opportunity to facilitate an amazing three-day conference for roughly 200 division leaders. The Senior Vice President was new to the job and to me: I had no real sense of his style or his tolerance for ambiguity and truth.

I wanted to create a venue worthy of the participants and the thousands of on-the-job hours sacrificed. Rather than talking heads preaching from the pulpit, I wanted real conversations that would deliver 199 views of reality to the leader.

I proposed a ludicrous idea: provide Audience Response Keypads to permit each participant to respond instantly and anonymously to provoking questions.

He courageously agreed without hesitation.

Not sure what we kind of feedback we would unleash, we publicly committed to asking the questions and revealing the answers instantly.

Imagine a new leader laying out a vision for change and then asking publicly,

“How clear was my vision?”

“How urgent do you believe this is?”

“To what extent is this rubbish?”

And not just asking for the sake of appearing inclusive, but asking and revealing each anonymous response.

After two days of inclusive conversations, he asked one last courageous question: “Do you believe that we should move the department in this strategic vision? Yes or No.

Keeping in mind that responses were anonymous, what percentage do you think responded “yes”?

87% said “Yes, we believe this is the direction we need to go.”

Imitation Courage

Too many new leaders mark their territory by making sweeping changes and overhauling organization charts rather than invest in the hard work of listening, learning, and leading.

A recent HBR study confirmed that while most new leaders prioritize organization overhaul, only a small fraction of those efforts improve performance, and most reorganizations actually harm performance and crush morale. You know; you’ve lived it.

True Courage

Authentic courage doesn’t swagger, but is humble. A courageous leader asks hard questions, listen to all inputs, learns, and adapts based on new information. The courageous leader doesn’t worry about looking all-knowing. Real courage apologizes when it makes mistakes. Real courage says something like: “I know that many of you want me to tell you exactly what we are going to do differently, but I won’t. I won’t because I don’t yet know. I can tell you that it will take all of us to figure this out together. I am committed to holding a vision, removing obstacles, gaining support, and helping you do what you do best. Someday, we might find it necessary to move some of the organizational boxes around, but that will be much further down the road and only when we are clear how it will facilitate decision-making and serve our vision.”

The root of the word courage is heart (from Latin cor, French coeur): The state or quality of mind or spirit that enables one to face danger, fear, or vicissitudes with self-possession, confidence, and resolution; bravery.

Before you summon your team to the next retreat, find your courage and create a venue worthy of your talent.

And hire a great facilitator.

Ways to Tell You Work in a Fear-Ridden Environment

Check any that apply:

◊   “cya” by email is an evolved and widely practiced art.
◊   Managers are expected to know micro-details of every project on short notice.
◊   The word “accountable” is used often.
◊   The phrase “I messed up” and its cousin, “It’s my fault” are heard rarely.
◊   People initiate and respond to emails after 11:00 pm.
◊   Employees in different departments are considered competitors.

If more than 2 apply to your workplace, you probably work in a high fear zone. If you are the boss, we should talk…soon.

Don’t despair. The situation is reversible. Here’s a list of action you can take to lower fear and increase the IQ and overall effectiveness of your organization.

To-Do List for the Courageous Leader

How to create a blame-free work zone where problems are surfaced early and people do their best work.

1. -  Evaluate your beliefs and behaviors about risk, blame, leadership, and emotions (see the Confidence and Ego Assessments in our e-book, Conversations for Brilliance).
2. -  Apologize for acting like a jerk.
3. -  Strike the word “accountable” from your vocabulary. It’s been ruined and only creates a witch-hunt mentality where people scramble to avoid blame.
4. -  When you discover problems, quickly and publicly admit your contribution. Use active voice and speak in first person: e.g. “I messed up.”*
5. -  Calibrate your expectations and illusions of perfection: accept that if you are to have any chance of creating outstanding products and services, then mistakes must happen, and despite such imperfections, you and your customers will most likely survive. Share this belief with others.
6. -  Invite people to disagree with you. When they do, don’t debate. Instead, ask “What else?” or ‘How can you tell?” or “Say more about that.”
7. -  Thank the messenger.
8. -  Take a deep breath, and remind yourself of who you want to be and what you want to create.

Be kind, for everyone you meet is fighting a hard battle.
- Philo of Alexandria

“I don’t recall…Mistakes were made.”
- U.S. Attorney General Alberto Gonzalez in testimony to the Judiciary Committee investigating the firings of eight US Attorneys.

“The person who can describe reality without laying blame will emerge the leader.”
- Susan Scott, best-selling author of, Fierce Conversations and Fierce Leadership

*This advice pertains specifically to American, and potentially other, high individualistic cultures.