The importance of being (a little less) earnest

All around us there are signs that we are changing the way in which we want to spend our existence on earth not least the rise of the experience economy. Some will argue about the use of the term millennials, but frankly that misses the point.  And the human race is adapting and changing to its circumstances in work as much as anywhere else. Societies evolve and change and we have to ask ourselves what we need to do to follow suit in the way we run our organisations?

Immediately we jump to solutions, whether that’s flexible benefits, flexible working, our approaches to pay, learning or careers. But in many ways the answer starts well before the baubles and trappings of vendor led “solutions”. It starts with who we are, how we are and they way we choose to be.

I’ll give you an example from my own profession, but it is equally as true for every single one of us that works inside an organisations. In the world of HR, about 10% of the things we have to deal with require a level of seriousness and sobriety. There are moments in our days and weeks where we need to bring deep and meaningful thought and focus.

But there are 90% of moments where we don’t. We can choose exactly how we want to show up and the experience that we want others to have of us. My career has been full of disapproving looks from HR professionals who somehow feel that they are the standard bearer for the earnest and serious profession of Human Resource Management. Jokes are met with with comments about “appropriateness” and any suggestion of light heartedness met with a steely, and deeply underwhelmed, air.

Our experience at work isn’t driven just by the processes and systems that we put in place, in fact I’d argue that these are absolutely secondary, it is driven by the atmosphere and interactions that we have with those around us. If we are having a great time with our colleagues we can put up with all sorts of suboptimal situations, and we do. Who we are and how we are will always trump what we have to do.

So as you start your working week, just have a think about the levity and light you can bring to situations, the way in which you can change the experience for everyone around you and for yourself. Life is too short to stuff a mushroom, but it is also too short to listen to the cardigan wearing, tissue up the sleeve brigade. Let’s create an experience at work that people want to invest time and effort in and let’s do it by being a little lest earnest and having a little more fun.

 

The power of silence

I’m going to make a sweeping statement based on nothing but experience and belief;

Too many leaders spend far too much time talking.

I’m not just extolling the virtues of listening and asking questions, I’m also talking about the ability to be able to hold silence and say nothing. Let me ask you, how many times have you been in a meeting where the most senior person has spent the largest amount of time speaking? And if you’re a leader, how many times have you come out of a meeting feeling like all you’ve done is tell people what to do?

What if you said absolutely nothing. Zip. Nada. Rien.

When we talk about empowerment and building sustainable, resilient teams it strikes me one of the first steps is to hold back the amount we needlessly contribute and focus more on adding value where it is asked for and needed.

The next time you’re in that situation, ask yourself:

  • Has someone specifically asked for my view?
  • Do I have information that I know will help people move forward?
  • Do I have experience that I know no-one else in the room has?
  • Would something dangerous/illegal/costly happen if I didn’t speak?
  • Am I offering something that I don’t mind being ignored?

If the answer isn’t yes to one of these, you might want to check yourself and listen to the conversation before deciding to step in.

 

The leader you’re looking for is you

I would have done this, if.

They should have seen that coming.

They didn’t ask me, or.

If it was down to me I would have.

How many examples do you hear each day of self disempowerment, the passive acceptance of organisational impotence, the wilful self-denial of choice? How many times do you think or act in away that assumes you have less influence than you actually know to be true? What would the possibilities be if you were to try something different?

I don’t know if this is going to work, but I’m going to give it a go.

I need to tell someone about this, it could help.

How do I get involved more?

This is down to all of us, so what are we going to do?

In a time when our politics and our world is full of so few role models, where we see neither leadership of the people, nor for the people, we all need to do more. We need to do more for those around us, more for those that look up to us and most certainly more for ourselves.

We all look for leadership, but could the leader you’re looking for be you?

 

I already know who you are

A couple of events last week made me reflect on the assumptions that we so often make of others and how in doing so we build narratives that skew our perspective on the world. Every day is filled with multiple interactions that we evaluate with the aim of creating meaning.

Let me give you a most basic example. On Friday, driving home, there was an accident involving four cars. Inevitably with an accident that size in rush hour traffic, things got snarled up and slow and the journey took substantially longer than normal. As I passed the accident and moved into more free-flowing traffic I was aware of a driver behind a few cars behind me who seemed to be in a rush. She pulled out to overtake a car behind me and then I could see her gesticulating in the rear view mirror, unhappy with my speed.

The narrative commenced;

What’s her problem?

Why does she think she needs to be somewhere quicker than someone else?

Who the hell does she think she is?

By the time that she’d flashed her lights at me and driven off in a tail of smoke, I pretty much knew who she was and what she was about. But of course, I had no idea.

Was she trying to get to a sick or unwell relative? Was there a work or domestic emergency? Could she have been a surgeon trying to get to an operation? All of these thoughts were as entirely plausible as the reassuring answer that I’d come to…a Friday night nutter.

And of course at work we do the same, but once the narratives are built they’re maintained. People become, the moody one, the difficult one, the obstinate one, the quiet one with nothing to say. We create the stories that help us to justify our own behaviour, because it just makes things easier.

In the same way that I can tell you I intentionally slowed down by a few miles per hour to really hack the unknown driver off, I wonder what actions we take in the workplace to slow down the people that we’ve created a negative narrative about.

And I wonder how much more productive we could be if we entertained alternative possibilities?

If you want a much more articulate and thoughtful discussion of the same topic, then check out this by David Foster Wallace.