Give People Options and They’ll Agree to the Rules

Think of the most successful game shows and why people want to play: it’s the fate placed in their own hands to impact the outcome. Take “Let’s Make a Deal” for example. People can only choose from three doors, and have to take whatever’s behind that door – placing their luck in their own hands. In “Wheel of Fortune” they spin that wheel and have to live with whatever that spoke offers. “Jeopardy” gives people the opportunity to pick their own subjects, yet they still have to follow the rules of asking the right questions. This is the strategy of getting people to willingly follow rules: give them options and autonomy and empower them to have a hand in their own destiny. The mind then focuses less on the restrictions and more on the pleasure of choosing for oneself.

This crossed my mind the other day when thinking about helping a client become better in the art of delegation. This vice-president was sharing her failure to gain cooperation and complained that she mostly receives push-back or non-compliance. I asked her how she went about asking people to follow her lead. Her way was something like, “Hey, I need you to do this. It’s due by 5pm.”

The truth is that individual contributors may realize their jobs require them to execute management’s agenda, but they may rebel when orders are barked at them and they have no say about the task. So she and I worked out a way for her to become more effective, which was to present options and give her team latitude (and some control) over the project, while still holding them accountable for the assignment.

After this interaction, it occurred to me that this issue isn’t limited to delegation. The best sellers know that to influence a decision and close a deal; they offer their prospects options to choose from with varied costs and value-adds. Buyers feel empowered when they perceive to be in control of the seller relationship. So the seller provides options that are adventageous to both parties, with set boundaries and restrictions, but sellers know that to have a successful outcome, it’s the buyer who is given the power to choose from a selection of options.

So, for those of us who must delegate or close deals or get people to collaborate/cooperate here is what creating options sounds like. Examples:

Delegation. Start with the rule: “Sara, this project is due tomorrow at 5pm.” Provide the options: “Between 9a-4p, when do you think you can get this to me?”

Closing a deal. Start with the rule: “We have three packages that will fulfill your objectives, scaled by investment levels. In order to launch this on time, please provide us with your choice by Monday.” Provide the options: “Option 1 will cost X and deliver Y. Option 2…etc… Option 3…etc. Which one would should we go with?”

Gaining cooperation. Start with the rule: “Today the team will be divided up into 3 groups, each with a different task. These are to be handed in by COB Friday.” Provide options: “Based on these deliverables, on a first come-first served basis, please select the task you’d like to work on.”

Autonomy is one of the most important needs that people have in life. Ensuring that your teams are not stripped of this essential human right – even when rules are in play – is a critical factor in creating a cooperative and healthy work environment.

Cheering you on!

Jackie

Copyright, PointMaker Communications, Inc., 2019. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

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Your Reputation. Is it Built on Character or Personality?

If you think about the concept of professional reputation, when was the last time you wondered:  do my colleagues see how honorable, compassionate and humble I am? We generally don’t lose any sleep over this. There’s no cultural need to compete when it comes to character.  Now, that’s not true when it comes to personality. Have you ever felt competitive or even inadequate around others whom you see as being more charismatic, dynamic and magnetic than you?

Traits associated with character: integrity, compassion, generosity, humility, fairness, etc.  Traits associated with personality: charisma, dynamism, poise, magnetism, attractive, etc.  The questions are: which one creates the right reputation, and which one will help us move ahead in our chosen professions?

I came upon an interesting article written by Reputation.com’s CEO, Michael Fertik, entitled, “We Just Hired a Chief People Officer (Why you should too).” In it he describes the importance of the move to drive the values of the company through its people. I love this idea because it’s a charge he’s putting upon his employees to sustain a ‘culture of character’.

Susan Cain, in her book, “Quiet: The Power of Introverts in a World that Can’t Stop Talking,” spends a full chapter on “The Rise of the Mighty Likable Fellow,” which delves into the shift in the late 1800s from a “Culture of Character” (a term coined by cultural historian, Warren Susman) to an early 20th century, “Culture of Personality.”

Ms. Cain’s book discusses how the industrial revolution caused the shift in ideology as a result of people moving from quiet country-life into growing cities at the turn of the 20th century.  To find work, they had to compete.  They had to stand out.  And so, who among the great heroes should emerge out of this shift? Mr. Dale Carnegie. He became the expert in how to be liked, how to persuade, how to gain the attention of others; to thrive in urban life. Timing being perfect for such skills, Mr. Carnegie launched his first public speaking course in 1912 at the YMCA in Harlem, New York!

Susan Cain writes that Mr. Carnegie was a self-help “Culture of Personality” guru, and I can understand why that is true.  As an emerging leader of methods that helped people compete, get jobs, keep up with the Joneses, they needed winning personalities.  I am also compelled to add that he was a very powerful proponent of the importance of  character.  His book, “How to Win Friends and Influence People,” was a user’s manual and the title fulfills its promise. However, if you carefully read his 30 Human Relations Principles, (the foundation for the book’s material) they speak to character. Here’s a sampling:

Don’t criticize, condemn or complain.

Give honest, sincere appreciation.

Show genuine interest in others.

Respect the other person’s opinion.

Let the other person save face.

These principles are about humility, compassion and gratitude.  Mr. Carnegie never lost sight of his own small-town upbringing and the importance of building a reputation based on being humanitarian.  103 years later, his work is still teaching us about the importance of character and how to build the characteristics associated with likable personalities.

So, what does reputation hinge upon?  I’d say that we should follow Mr. Carnegie’s thinking:  we need to have likable personalities that grow through skill-development (such as communicating well, presenting ourselves with confidence, etc.) in order to compete in this “Culture of Personality.” We should also remember that the constancy and source of our humanity – the foundation our personalities are built upon, flows out of true character.

Gratefully yours,

Jackie

Copyright, PointMaker Communications, Inc., 2018. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

How to Manage Your Personal Power with an Insecure Boss

 I have discovered an unspoken occupational hazard along my own career path: when a person has an effervescence, a power that shines brightly, it can create problems for others occupying the same space. People can get caught up in the fear of being eclipsed by others’ light and their defensive reactions are sometimes geared towards diminishing and betraying rather than showing support.

I have been told many times that I am like a lightening rod; I tend to ignite a riot. Let me say this: I don’t mean to, my energy is like that. It creates reactions in others and it makes people like me difficult in a corporate environment. I think independently, I’m self-motivated and truly out-of-the box in the way I approach things. This can be very rattling for those who adhere closely to “the way things are done here.”

As a coach, having worked to become self-aware and accountable for my actions, I always try to use my lessons for the betterment of others. So, I only share this background about myself because work can be hell for a person like me who reports to an insecure manager. I was a victim and contributor of hell for many years during my twenty-plus-year career in advertising sales, until I made the decision to work with my authentic self in a constructive way. Until then I was clueless about managing this energy of mine.

Now, as a brain-based coach and trainer, and I hear stories like mine from the highest levels of corporate leadership to mid-level and even junior level professionals. If this is your plight, you must first acknowledge that you may be delivering a sting with your beam. Here are a few questions for you. See if you say yes to more than two.

1. Do you make unilateral decisions when you know your boss should be included?
2. Do you dismiss his/her ideas?
3. Does your boss side with your co-workers instead of you?
4. Is your boss inaccessible unless to criticize you?
5. Does s/he steal your ideas without acknowledging you?
6. Are you being blocked from a deserving raise or promotion?
7. Are you overlooked for invitations to important meetings?

It’s time to stop blaming your boss for being bad, wrong, insecure, etc., and start looking at what you can do to create a positive connection.

Here are some critical dos and don’ts:

1. Directly acknowledge what your boss does that impresses you – be sincere.
2. Seek your boss’ opinions on real issues (don’t make things up just to ingratiate yourself) and apply what you receive to your work.
3. Maintain your composure regardless of your boss’ mood swings.
4. Show respect for his/her views.
5. Do not gossip to anyone about your boss. It will come back to you with a vengeance.
6. Do not attempt to become friends – keep your professional boundaries at all times.
7. Demonstrate that you are a team-player. Share the glory!
8. Be your confident self and be humble.

Your authenticity is not at stake when you are aware of how to use your brightness and get along with others. People perceive you by how you make them feel. Bosses are just as vulnerable as any of us – and if you’re a boss you know this to be true.

Lastly, corporate cultures can vary and it’s important to know when you don’t belong. On the other hand, use any tension and adversity you are experiencing to teach you about you. It’ll make your experience valuable beyond the years you spend in any particular job.

 

 

Brightly and happily yours,

Jackie

Copyright, PointMaker Communications, Inc., 2018. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

Shed the “Corporate” Persona and Just Be You!

It’s now 2:04pm on a Monday.  If I was addressing a classroom of three year-olds and said, “It’s time to act like little, furry, meowing kittens, everyone,” not one kid would say, “Hey, that would make me look silly.”  The kids would just go for it; taking the opportunity to show off their interpretations of kittens, with glee.  There wouldn’t be one child in that room that would be afraid of how he or she was perceived; there wouldn’t be a thought to block their natural sparkle.

On the other hand, it’s now 2:04pm on a Monday and we’re at a company meeting when the boss requires us to communicate what we truly feel on a subject.  We find ourselves falling over our words.  How do I say this without giving myself away?  How do I make the point without being vulnerable to criticism?  How do I share this honestly when it also involves my co-workers?  How do I present my ideas openly without getting slammed for them?

What happened to the three year-old who would act like a kitten if only asked?

We worry that we are at risk of creating the wrong perception because corporate life isn’t kindergarten and it doesn’t encourage the humanity, character, and honesty that are natural to us.  It uses us as job functions and demands a protocol and persona that makes us blend in.  So over time, we become encased in a shell of protection against the forces; we become so withdrawn from our true selves that we don’t take risks to reveal what makes us unique, to speak our minds, or even to be playful!

I say to you that it actually takes more energy to hide than to reveal who we are and that a veneer robs us of our freedom.  It ends up adding to our misery and our stress. The good news is that we can step out of that suit of armor at any time and simply be ourselves.

1. Tell the truth.  Always with kindness and compassion.

2. Dare to say what must be said (diplomatically and tactfully) without condemning others. Back up your point with evidence.

3. Let down your guard.  If you feel that demonstrating an idea in a goofy or frenzied way, do it to dramatize your point.  People will get a kick out of it and your message will be the one that people remember.

5. Look beyond the surface when interacting with others.  See the humanity and realness of your co-workers.  What unique qualities about them were behind a job well done? Recognize their attributes and tell them what you admire about them.

6. Protect yourself.  Don’t go out of your way to feel vulnerable by sharing too much. Rather, give people a a sense of how you feel and what you think by daring not to hide.  It builds trust.

7. Think of yourself as a leader who is transparent.  It’s the key to shedding ‘the persona’ on behalf of the person you are. It creates safety and support for others to follow; it breaks apart the veneer.

By taking this concept under consideration, you will feel a new sense of power and freedom in being authentic.  It can activate your creativity, you can have more fun at work, and might even find yourself purring once in awhile…

Personally yours,

Jackie

Copyright, PointMaker Communications, Inc., 2018. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

Bully for You; How to Stop Being an Office Bully’s Target

Dear Reader,

Below are insights and tips for dealing with aggressive, ‘bullying’ co-workers. They are intended to give you some management tips for people who act aggressively towards you and might help you in the moment you are being bullied. That being said, before you read this article, know that bullying can range in severity and the tips I provide below are not solutions to being threatened, harassed, and intimidated. If this is your situation,  report this to your management and to your human resources department.  You may need to consult with an attorney who specializes in workplace harassment.  Please use your best judgment and stay safe.

If I may be so bold, unless you wish to be, you are not in your job to be anyone’s “punching bag” or the butt of sadistic maneuvers to undermine you or your work.

If you’ve been spending countless nights worrying about how to deal with your bully, or asking yourself what you did to deserve this creep in your life and are experiencing a downturn in your productivity and/or desire to stay in your job, you may be interested to know that there is actually something you can do that is neither vengeful nor in any way harmful to any party (I know, revenge would feel so sweet!) and in fact can be a nice boost to your self-confidence.

First, let’s take a look at bullying.  According to Psychology Today, “Bullies couldn’t exist without victims, and they don’t pick on just anyone; those singled out lack assertiveness and radiate fear….” Does this sound like you?  But, you may ask, “Yeah, but I’ve still done nothing to deserve this.” Psychology today states that, “Bullies are made, not born, and it happens at an early age, if the normal aggression of two-year-olds isn’t handled well.”

Sadly, you are dealing with a person who is emotionally stalled and you are simply playing in the wrong sandbox.

Bullies are not exempt from feeling threatened. In fact, self-esteem and status are directly linked to behaviors that make people react as both threatening and threatened and this type of reaction mainly comes from a perceived loss of status.  David Rock, author of “How the Brain Works,” and “Quiet Leadership” describes that, “Status means we are always positioned in relation to those around us:  literally, where we are in the ‘pecking order.'” Dr. Rock, CEO and co-founder of the NeuroLeadership Institute is a pioneer of brain-based research and its application for creating positive, organizational change. His work has proven that as social beings, we react to social threat as if we are experiencing physical threat; as if our survival is at risk.  He has identified the five core areas that trigger unconscious threat reactions and shows us that through awareness and a mindful approach, that we can shift from threat to what he calls ‘a reward state.’

These five areas are formed into the acronym SCARF:  Status, Certainty, Autonomy, Relatedness and Fairness.  (Dr. Rock has many published articles that are worth reading on the subject.) But, for the purposes of helping you with your bully, here’s what I think you should know:  you can raise your own perceived status without lowering your bully’s, and in doing so, create a more peaceful dynamic.

1. Align and Engage. Focus on alignment of your bully’s neutral comments. Where can you see his or her point?  Is it in an observation of how a project concluded?  Something easy for you to relate to. By focusing on where you can agree, it will show that you are not threatened, and are comfortable validating this person’s point of view. Part of Dr. Rock’s SCARF model is that relatedness or connecting with another has much to do with both parties feeling safe. Allow yourself to tell your bully that you can agree to something he or she said and why you agree.  (It doesn’t mean you agree in general to this person’s behavior.)  Look for opportunities where you can see his or her point of view. Always be sincere – I am not suggesting you become obsequious as a way to mollify the situation.  When you begin to do this, it may trigger the sensation that you are lowering your own status, but you aren’t.  You are showing how BIG you really are.

2. Keep Your Feelings to Yourself.  There are times when transparency is very important to the health of a good working relationship.  This is not one of those times. Empower yourself with this mindful and silent phrase, “My feelings are none of his/her business.”  This means that if you are feeling panicked and want to cry out in the name of unfairness, stop! Even the slightest comment from someone who’s not a bully (but is playing with status as a high card) can make us feel bullied.  There is a senior member of a team that I’m on who was assigned a huge project (working with a previous employer of mine) and I was not included on the project.  When I suggested that I could offer history and help he said, “No, they only want to work with me.”  I was enraged and felt my status drop with blunt force.  It felt blindingly unfair. I almost told him to…well you know what that is…how unfair this was, blah blah blah.  Instead, I said to myself, Jackie, these feelings are none of his business. I detached immediately, feeling empowered by my self-control. I said, “I’m happy for the team and I know you’ll do a great job.”  He smiled and thanked me.  Most importantly, I took the high road.

3. Get Mindful.  Ask yourself what is it that kicks you in your pants around status, or any of these other social factors.  What kind of conditioning do you have that is still plaguing you?  It’s your job to discover what makes you tick and where you need to grow. Read about it.  Talk with a professional.  Ask for support. Stop blaming the bully and start taking responsibility for how you have patterned yourself as a victim.

4. Become Influential. Imagine feeding a starving child something nutritious.  Act as if you have the power to cultivate the talents of this bully (not by offering feedback or advice; as per Dr. Rock; this could trigger a status alert and backfire!).  I mean to support this person in becoming more productive and create a window for his person to behave in a way that can elevate his or her self-esteem.   For example, congratulate the bully on something well done. Do it publicly. Be specific. Acknowledge what is good.  There’s a chance that this bully is starved for recognition. This is not about ingratiating yourself to get on his or her good side.  It’s to be above the dynamic and lead from strength.

5. Value The Lesson. I’ve written about this very topic before. That Difficult Co-Worker is Your Greatest Teacher!  How do you use this situation to propel yourself forward? What is your strategy from here?  Your life is in your control, having nothing to do with the other person.

6. Do Right.  You are a player in a hierarchical structure that is designed for its own survival, not yours. Fairness is one of the five social factors that Dr. Rock describes and it can kick us in our proverbial pants when we feel things aren’t fair. We’ve all seen it; being passed over for a promotion, receiving less salary for the same work as another, nepotism, lay-offs, closed-door policies, etc.  It’s the inherent dysfunction that ravages every organization where leaders lack self-awareness and actual leadership skills.  So you learn what it is to engage others, to raise the morale, to play fair and to be a good team-leader.  It’s a phenomenal opportunity to leverage your autonomy and create rewarding outcomes for yourself.

I know…none of this is easy.  But as my Popop used to say to the very aggressive, sometimes bullying little ten-year old me, “The first one who yells loses.”  Your bully is losing whether you join in or not.  Just focus on your ability to grow and the rewards will follow.

Always moving towards the rewards,

Jackie

 

Copyright, PointMaker Communications, Inc., 2017. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications with appropriate and specific direction to the original content.

Transformation, Mindfulness and other “Woo-Woo”​ Terms Define Successful Talent Development

Woo-Woo Terms: Transformation. Mindfulness. Enlightenment. Self-Improvement. Consciousness Shift. Self-awareness. Insight. Empowerment. Authenticity. Inspiration. Courage. Individuality. Perspective. Human potential. Humility. Truth-Seeking. Clarity. Connectivity. Life’s Path. Awakening.

Skill-Building Terms: Increase Sales. Achieve Success. Get Results. Build Leaders. Develop Managers. Improve Team-Work. Cultivate Communication, Presentation, Human Relations, Time-Management, Change Management and Conflict Management Skills, etc.

Corporate professionals all over the world are flocking to places like Esalen, Kripalu and Omega Institutes; showing up to workshops defined by their ‘woo-wooness’. Yet, and understandably, L&D Professionals and C-Level Executives involved in talent development must serve corporate objectives and assign training budgets that will meet the mandates of success and ROI. Still, the list of aforementioned ‘woo-woo’ terms don’t generally get companies to write checks to coaches and trainers. (Yes, there are progressive companies that invest in employee wellness programs, and that is a growing phenomenon, but mainly, no one can quantify ‘woo-woo’ with ROI.)

To help people discover their potential, wake-up to themselves, understand how their brains (and others’ brains) function in ways that help or hinder; make it safe for professionals to hold themselves accountable for their thinking and the way they communicate and lead, those ‘woo-woo’ terms actually mean everything to creating permanent change and performance improvement. They are the underlying keys that create those professional ‘success and ROI’ goals. The reason is that the more someone is accessible to his or her real self, the more he or she can influence others and navigate the dysfunctions and difficulties of corporate life. Not I, nor any person in service to others as a coach and/or trainer, can make people perform up to assessment testing levels without putting the value of the human being before the skill-set. There is nothing superficial about the work to cultivate talent.

Of course, unless individuals being coached want to evolve (while being given practical tools that improve their skills, work and home lives) no method of development, regardless of how it’s worded, will yield lasting results.

As a final thought, I am of the opinion that coaches and trainers who have not pursued their own ‘woo-woo’ journey (and these paths are as unique as are people) have the heart, the clarity, the compassion and the skill to inspire, to challenge and hold their clients accountable on the ascension to that ROI.

Develop Mentally Yours,

Jackie

Copyright, PointMaker Communications, Inc., 2017. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

Coffee Talk with Colleagues: Loose Lips Sink Ships

“Let’s have cawfee, we’ll tawk!”  How many of us frequently grab that cup o’ Joe with a colleague, for that quick, yet productive meeting?  A good idea unless the jazz, low lights and chocolate-y cupcakes encourage the conversation to spin out of control.

Recently, at a mid-town Starbucks, I overheard a man and woman (both of whom were wearing expensive-looking suits, holding the very latest Smartphones, and sipping double espressos) talk about the utter hatred they had for their boss, about how they weren’t earning enough commission and how when the market got better they would both look for other jobs.  She said, “Bill, I can’t believe you feel this way, too!”  He said, “Oh yeah, I’ve felt this way for years.  Maybe it’s good to finally talk about it.” I thought, the only way either of them is going to be safe sharing this information with the other is if they are siblings or spouses. But they weren’t, because the woman discussed her plans to be with her family for Easter and the guy mentioned his fiance and their upcoming wedding. Before they got up, they agreed not to share each other’s feelings, and on terms for a client meeting for which they were teaming-up.  I felt for them because the tension and strain of the work environment was affecting their morale, leading to this discussion.

Without even knowing it, this inappropriate sharing of feelings is likely to become the undoing of any real trust between them, over time.  He could become her boss, she his. They could get a new boss whom she likes but he doesn’t.  You just never know how circumstances will change.

Having a cup of coffee with a colleague can enhance a good working relationship because those few moments away from the daily numbers-crunching grind to have a rich, aromatic daily grind, can inspire open communication, information sharing and improved negotiations.  That being said, the step out of the office can also loosen one’s inhibitions and potentially jeopardize work relations.

This is why conference rooms were built. People don’t typically conspire to blow-up the boss or talk about their job interviews or affairs after a meeting has ended.  No one can fault you for wanting to be the consummate professional.  So, here are some tips to keep yourself on track and in the mind-set of doing business when out of the office:

1. Be the listener.  In case your associate is mouthing off, you can nod your head to show understanding and sympathy without engaging in the negativity.  Tell your partner that you are sorry to hear about these problems, but that you don’t feel you are in a position to discuss the situation. Suggest that an impartial, third party be consulted for support.

2. Start talking about the business at hand. Gently drive your partner back to the thing you came to discuss by asking for input and suggestions.

3. Openly watch the time.  Say something to the effect of, “I only have another 10 minutes, what haven’t we covered?”

4. Confirm your neutrality. As you are leaving, wish your associate a peaceful resolution and reaffirm your interest in working on this and future projects together.

It is so tempting to gossip when you feel you have found someone who sides with you. But there is tremendous danger in engaging in conspired negativity, and from my experience, ALL gossip leaks, even among friends.  So, take the high road; you may even encourage the gossip to end.

Happy communicating,

Jackie

Copyright, PointMaker Communications, Inc., 2017. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

You’re 50 and Your New Boss is 30. Now what?

I’m a Baby Boomer, born in 1959, and I’ve had this experience.  I was once VP of a sales department, having been overlooked for the open SVP slot.  A woman, 10 years my junior, became my boss.  I immediately read what I thought was fear in her eyes and I did what I could to show that I supported her. For several months she kept telling me, “You’re great!  What would I do without you?” Then at around the three month mark, she fired me. Not based on my performance, not because I was acting out against her.  I asked her point blank, “Why?” and her response?  “You’re not a fit.”  You can imagine what that felt like!

Not all younger boss scenarios end badly, although they may be challenging. If you’re currently reporting to someone who’s your junior, and there’s tension around this reality, then this article’s for you.

Here you are, sharp as ever, valuable as hell, and watching your peers leave (voluntarily or by being pushed out).  Inevitably, you are wondering what’s going to happen to you and your job. Plus, you have this younger person as your boss. From your perspective, you might be tolerating what you see as the bumps and blunders your manager goes through to gain respect and be an effective leader (only to show signs of vulnerability and feelings of inadequacy). Just think of how threatening it must feel to manage someone older than yourself!

You may be observing that he or she likes to run things a bit loosely. This person is likely to want more contact via email and text and less in-person contact. Your manager might be in a state of unconscious incompetence (which is another term for, not knowing what we don’t know) and may think your view on leadership is antiquated.

The truth is, good leadership is ageless. That being said, your younger boss comes from a different era, and has generational tendencies for which you should be aware.

Here are some traits associated with our younger colleagues, the ones about whom I am referring.  They likely born after 1975 and before 1987.  (The full span of “Generation X” is 1965-1981 and of “Millennials” is 1982-2000).

Techno-literate

Grew up embracing diversity and informality

Want to achieve balance between fun and work

Self-reliant

Enjoy a lack of rigid structures

(*Source: The Generations, Gary Trotta’s Training Games, Inc.)

Some of these tendencies are a breath of fresh air! So, what to do when there’s a conflict or you feel critical of your boss’ ways? Try to see things from your boss’ perspective. Imagine you’re 30 again and people the age of your parents report to you. Threatening, maybe a little? Much to prove? There’s a really powerful interpersonal dynamic that can become an opportunity to show your ability to dance with change, with people of all ages, and with the demands of the job.

When you see them struggle, offer assistance without being obsequious, pedantic or passive-aggressive. Just be you with all of your experience and wisdom.  Ask about your manager’s vision for the department and the role he or she sees you playing in it.  Occupy your space with confidence. Show interest in your boss’ perspective and demonstrate respect.  Become curious and enthusiastic about working together.

Besides, what are the options?  Just walk away? Fight the system?  Disregard the new manager’s responsibility for you?  We Boomers have been through a lot and we know that change is inevitable.

If we can accept what’s happening, grow with it and be a role model of flexibility and integrity, we can lead our younger managers to victory.

Enjoy the ride,

Jackie

Copyright, PointMaker Communications, Inc., 2016. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

That Difficult Co-Worker is Your Greatest Teacher

The most challenging people are our greatest teachers. We can use our reactions to them to start taking control of ourselves.

You’ve got a challenge in the office — that thorn in your side, or actually, more like a knife in your gut.  You dread every minute you have to interact with this person. You have dreamed about ways to get rid of him or her, coming up with some ominous fantasies that have words in it like, “extermination.”  Or, perhaps there’s such a lack of trust and respect that you believe s/he’s going to attempt to hurt your job or career.

On a day-to-day basis you find yourself snapping, yelling, arguing.  You and your enemy go at it freely. Co-workers are warning you that they’re sick of your complaining, but you’re stuck deep in the mud. When you do find someone else with whom you can commiserate, you share war stories and eat up valuable work time letting off steam behind closed doors.

Maybe you’ve even tried the exact opposite approach– showing too much appreciation, flattering him or her, praising this person to the point where you feel nauseous and certainly disingenuous. And, it’s still not working.

Good news!  You’ve been blessed by having this individual cross your path.  Let me explain.

Recently, an ambitious 20s-something, whom we’ll call Joe, told me about his boss’ executive assistant — a woman in her mid 50s (whom we’ll call Gina).  Joe was beside himself with exhaustion because Gina refused to return his work on time, or if at all, despite the fact that it’s part of her job.  Gina’s attitude is profoundly bitchy and argumentative.  It reduces Joe to arguing, yelling and then finally backing off. Since their boss won’t intervene or help Joe, Joe ends up doing the work himself.  Even worse, despite complaints about Gina by others, the company refuses to let her go or even send her to anger management courses.

Joe, being exhausted and frustrated, realized that he was about to throw away a great job for this co-worker.  Instead, he came to me to learn how to deal with Gina. Here was the process we used to help him realize he was being given a tremendous opportunity to learn from her.

1. Look at yourself through the other person’s eyes.   She is twice his age.  Been with the company for years.  She reports to Joe’s boss and yet is being asked to support Joe, who is of a lower status. This might seem unfair to her and her tenure. She doesn’t care about his success.  She’s tired of helping the young kids with their grunt work who never ask what she thinks.

The exercise of guessing of what might be on her mind opened up Joe’s mind for change. This made him more sympathetic to her. He decided that he was done screaming, fighting and seeing her as his enemy.

2. Analyze the lesson. What did Joe learn?  That Gina was his Guru.  She was the impetus for him to become more self-aware and aware of others. She helped to prepare him for dealing with difficult people in the workplace and it got him to pursue skill development. Gina was Joe’s mirror. The reflection showed him just how bad his behavior could become in the face of an opposing force, and he didn’t like himself for it one bit.

3. Accept what we cannot change. Joe’s plan was to continue seeking Gina’s assistance, as it was his right and her job. If she said no, he would accept it and move on.  Because he was done fighting with her, he was willing to do the work himself without getting into a verbal brawl.  Joe’s self-esteem rose for having the control to accept what he couldn’t change.

Think of your challenging person as your greatest teacher. Whatever negativity he or she is bringing up in you, IS IN YOU to begin with, and is merely having an outlet.  The question is — what about you is being reflected back?

If you’ve become someone you can’t respect as a result of someone else’s behavior, you are being given a golden opportunity to grow, without ever trying to win or change the other person.  We can only ever control what we say and do anyway, so might as well use the situation to teach us how to detach enough to control ourselves.

These ‘difficult’ people are catalysts for our transformation. They may initially bring us to our proverbial knees, but we can choose to get back on our feet.  Thank these “villians” my friends, they are our greatest allies.

Enjoy the lesson!

Jackie

Copyright, PointMaker Communications, Inc., 2016. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.

You’re Dead to Us: Getting Edged out of a Job

Many professionals hit a certain point in their careers when suddenly they are fired or laid off (aka FIRED) or (and this is the sneakier one) moved from leadership positions to those of ‘special projects directors.’ This former non-position; now a quasi-unspecified position, is a little closer to the door — but management chose to sit you by the door rather than push you out of it.  They’re 1. Hoping you will find a new job and resign, or 2. Just resign, or 3. Waiting until some HR time-frame comes into play to actually cut you loose.

There are many ways we can find ourselves being pushed out. We are not invited to key meetings.  Our opinions are no longer being requested.  We are offered less and less opportunities to generate some form of work or income.  This is especially hard when we’re not told anything, rather just that the changes are being made and we find ourselves in a career and/or financial crisis.

So, as someone who has experienced the “You’re Dead to Us” phenomenon in 35 years of professional life, I thought I’d share how I made it beyond this type of situation to thrive, hoping this will help those who are going through what feels insulting, denigrating and unjust.

1. Curse!  Cursing is hugely cathartic. Cry. Mourn. Be enraged. Do this for as long as you need (this stage will end, by the way).  HOWEVER, do not display this behavior or say anything negative or share your personal feelings with any of your colleagues!  This is a private matter! Stay neutral around people and show that you’re going with the flow, outwardly.

2. Actions to take (with options):  a. If you can trust your boss, ask him/her “Why the changes? and “What caused these changes?” (NOT, “What did I do wrong?”).  You may receive information that will help you gain some valuable insight, or sadly, to use for legal action. b. If you do not trust your boss, you can go to HR, but they will report your query back to your boss. c. This is really really really really really really really hard to do, but this is the one I recommend: Ask yourself how moving on will support your vision for your career and life.

3. Life mirrors our inner beliefs. I have a theory that when things fall away (like jobs or relationships) it’s a signal that the little gnawing whisper in our heads that has been begging us to listen to it, is actually getting its secret wish, despite our mental control to stay put.  Ever hear yourself say, “Geez, I want to be a pirate, if only…” or “I want to discover the first sponges that don’t smell!” or “My passion isn’t here, it’s in rescuing elephants and I want to be in Africa doing that right now!”  So, if you’re being pushed out, you must ask, “Why is this happening now and how does this SUPPORT me?”

4. Create an interim plan of action.  This might mean going to recruiters or taking a job at Starbucks (actually that could be a cool job!) while you go back to school, or begin marketing a consultancy and get busy on social media looking for freelance work. Ask friends for leads. Or, take that vacation and luxuriate on the Riviera! It’s rare that we feel we are in our dream job when it falls away.  There is usually a dream yet unfulfilled.  The key is to remember that what is happening is meant to cut the apron strings so we are free to move forward.

5. Be excited! The use of our energy at this critical time will produce what happens next.  Yes, if you feel immobilized you must get help – go see a counselor, therapist or coach.  But once you can move through the pain, it’s so important to use your creativity and positivity to define a mission for your career and take the very next step towards that. After all, in the big picture of life, it’s never about defining who we are based on the job, but rather, on what we do with our dreams.

My belief is that the Universe is compassionate and that it juggles us around to put us on the right paths. Many spiritual teachers talk about how true compassion is ruthless. Is Mr. Wonderful (Kevin O’Leary of “Shark Tank”) compassionate when he says, “You’re dead to me?”  Was Tony Soprano?  Well, maybe not.  But I wouldn’t exactly consider them spiritual teachers! The bottom line is that it’s our job to look at the big picture when we are being edged out and perhaps say (silently) to the boss:  “Thanks for setting me free.”

 

With compassion,

Jackie

Copyright, PointMaker Communications, Inc., 2016. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.