Category Archives: Leadership

Personal Paradigms, The Good, The Bad & The Impact

They say that goldfish have a memory that’s about 10 seconds long, no doubt an exaggeration but for argument’s sake, let’s say that’s true. With a memory that short, they would be forever rediscovering the world around them. They would have no operating principle to help them navigate. Without personal paradigms, we’d be very much like that goldfish.  Though his bowl of water is small he is forever shouting, “Hey, there’s a castle! Hey, there’s a castle!”

How Personal Paradigms Serve Us: Paradigms help us to interpret, define and engage in the world around us. Without our paradigms, we would constantly be struggling to determine and define what we see, what we hear and what we should do about it. Our paradigms help us to move through our lives seamlessly.

When I was in college, I made a friend who often shared stories about her family and their activities. She spoke of the antiques her mother collected and the beautiful old apartment they lived in. She shared stories of their travels and generally painted an amazing picture of her life.  As I got to know her better it became clear her stories didn’t quite reflect reality. There were no antiques, no beautiful apartment and certainly no travels.

Young or old?
Young or old?

Flash forward a few years and I’m on Parliament Hill and the office across the hall has brought in a summer student. One day the student tells us about her adventures. She has met Sting, spent a few weeks on the streets for a research project, her grandmother has left all her money to her cats and she has written for a popular soap opera. As you can imagine, because of my history, my paradigm would not allow me to believe the stories she told unless I had evidence. It was simple when people start telling fantastical stories about their lives you need to look more carefully.

Later, I quietly mentioned to my colleague that I had some suspicions about the truth of the stories shared. Well, my colleague’s paradigm was different from mine, so she got more than a little annoyed at my suspicions and a few uncomfortable days followed. After a short period, the summer student… disappeared from the office across the way. It eventually came out that she had made up all of her stories, including her skills. People were shocked and angry, but not me. My paradigm had stepped in and said, this is bull. Once that happened, all I could see were flaws and inconsistencies. Our paradigms save us a lot of grief and can generally help us to interpret the world.

How Personal Paradigms Make Us Blind to the World: So your thinking, so what? You’ve heard all this stuff before. But what if despite knowing this, the most experienced and in some cases the most powerful people in our respective worlds persisted in behaving as if their paradigm was the only paradigm?

Is the black diamond the top or bottom of the square?
Is the black diamond the top or bottom of the square?

People get used to power and after a while, they can start to think that no matter what they do or say, they are somehow removed from consequences. They can build a personal paradigm around themselves that is so airtight that they become incapable of seeing pitfalls. They lose the ability to judge good from bad. They can divorce themselves from seeing the errors in their own behaviour.

Consider American President, Donald Trump,  celebrity chef Paula Deen or former Toronto Mayor Rob Ford, all could lay claim to huge popularity and all had difficulty seeing problems with their own behaviour.

When our paradigms blind us, they don’t just make us blind to opportunity, they make us blind to threats, blind to ethical considerations, blind to the harm we are doing.

Whatever Your Perspective, Understand That You Have One: Although you may have heard it countless times, don’t forget that your truth is not necessarily THE  truth.  Your version of reality may not even be based in reality. If this was an easy thing to remember, then the examples above would be a lot harder to find.

Has your paradigm ever helped or hindered you? Have you ever seen someone else struggle because they just couldn’t see the “truth” of a situation?

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11 Dangerous Misconceptions about Communications

Communications is as necessary to our survival as breathing. It’s how we engage and interpret our world. We label and reference what we see hear and smell and then use that information to share ideas, solve problems and fire imaginations. Despite the integral role it plays in helping us to navigate our lives we often take effective communication for granted. We assume that everyone is seeing the world through our eyes and experiences. This can lead to misinterpretations, disagreements, and confusion.

Misconceptions can shape how we see and understand messages. They can inform decisions and drive objectives. While errors in understanding can sometimes be funny, too often the results are far from humorous. If you are in business then you are in the field of communications. Without the proper care, you and your brand can be felled by misinterpretation.

The following are some of the most common misperceptions I have encountered working in business communications.

  1. Communication happens when messages are sent. Sometimes people assume that because they have sent a message, that it has been received or that receiving a message is the same as understanding it.  Consider how many messages are sitting in your inbox unopened or all of the promotional mail that goes directly into recycling. Most messages never get to their intended audience. Assume communications has happened when you hear an answer or see an outcome that confirms it. This is especially true when it comes to social media. Thousands of posts don’t mean thousands of views, much less that people have understood or engaged with your content.
  2. Fluency means comprehension. This misconception is related to the idea that your proficiency in a language is somehow a measure of your effectiveness in communicating.  If that were true, then someone with a large vocabulary need not listen, ensure that messages were actually heard, understood or retained. If you have ever read an academic paper you know that a deep understanding of a topic is no assurance of the ability to communicate about it effectively. Unfortunately, having a deep understanding of a particular topic can actually result in lowering your ability to communicate about it well. One reason this happens is that you can get into the habit of using the jargon or abbreviations that are well known to those in the field but become a barrier to those outside of it.
  3. If people don’t agree with you, then they misunderstood.  Overconfidence in the truth or righteousness of your message can sometimes result in an assumption that everyone will agree with you. The belief that your message is the only message can be a reflection of your commitment to an idea or your passion for a cause. Think about how often political convictions can result in disputes amongst friends. Sometimes people hear your message just fine but they simply don’t agree with you.  This is not necessarily a prompt to restate, repeat or say it louder.  It can be a prompt to rethink.
  4. You can’t plan for crisis communications. As a business, not having a crisis communications plan is a strategic blind spot that can result in a hard and fast fall. Consider conducting a vulnerability audit. If you are a small business or operating on your own, ask yourself questions related to worst-case scenarios. What would need to be in place if you got sick? What do you need to do if your regular suppliers are unavailable? Who do you need to train if they need to take over? Are there processes you should be documenting? Do you have an emergency contact list? If you have a larger business, ask people responsible for various departments to consider potential weak spots and plan for worst-case scenarios. Do you have a communication tree set up so that messages can quickly reach multiple people? Make sure that your response process is efficient. Slow responses in times of crisis can grow the crisis.
  5. Always stay positive. Optimism is awesome, its good for you and practising optimism is important to success. However, while having a positive and happy brand has become the default for many organizations, sometimes you have to disagree with people or take a stand on a topic that affects or offends a large segment of your market. Avoiding conflict or negative conversations can actually result in tarnishing your brand or hindering innovation. Innovation often requires taking risks and risks can result in negative outcomes. Employees need to feel comfortable enough to take chances. Risk can be the difference between making the mediocre good and the good great.
  6. One message fits all. If all humans had identical needs, experiences, and aspirations, perhaps one type of communication would be feasible. Since we have unique needs or at least groups of people have unique needs, then we have to tailor communications to match our various audiences. Not only do people learn and understand things in different ways, they have different expectations and priorities. By keeping communication styles responsive and flexible you will be better at getting your message delivered.
  7. Any problem can be resolved with effective communications. Communications is not magic.  There are some challenges that communications simply will not overcome. In some situations, the best that communications can do is facilitate interpersonal exchanges and help to make the position of both sides clear. 
  8. The more communications the better. Whether you are talking about interpersonal communications or the media more is not necessarily better.  If you want press coverage sending countless press releases may only result in reporters learning to ignore your messages. Being stingy with knowledge is rarely a good idea if you are trying to influence an outcome, but as with most things, balance is important. Measure your responses, take the temperature of your audience to determine if your message is getting through.
  9. Good logic makes for good communications. This misconception assumes that emotions play no role in communications. The reality is that you can get different reactions to the identical message depending on how it’s delivered when it’s delivered, and how you and the recipient are feeling at the time of delivery. Think about how effective it is sending a “get to work” message late Friday afternoon in the summer.
  10. Ignore social media in a crisis. It’s hard to believe that anyone still thinks they can ignore social media during a crisis, but every year organizations that should know better do. Not only do you have to engage on social media during a crisis, you have to do so quickly or risk having your brand negatively affected. Being responsive means having a clear policy in place letting employees know what they can and cannot respond to in case of a crisis. It also means being available to respond after hours.
  11. Communications is easy. Just because everyone does it doesn’t mean they do it well. While most people can learn to be better communicators with time and practice, good communications take work. Communicating effectively with broad and diverse audiences requires research, skill, and knowledge.

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Personal Paradigms, The Good, The Bad & The Impact

 

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5 Hacks for Decision Making

Not being able to make decisions can create paralysis in your life. Indecision can cost you your business, end relationships and make even the easiest of activities complex. Often, if you can’t make a decision then you are probably afraid of something. Before you can begin to consider your options, you need to lose the fear. Consider the worst case scenario and the possible outcomes. What can you do to mitigate the risk? What can you do to mange and respond if it comes to pass? Then decide what what works best for you.

Despite your best efforts there will be times when even deciding how to decide can feel almost insurmountable. Fortunately, there are methods we can use to hack indecision.

  1. Make Habits Not Decisions: Make habits out of some decisions and remove the whole decision-making process. For example, Friday night is date night for my husband and I and consequently, neither of us is interested in making dinner. So Friday’s is for leftovers or ordering in. No arguing over who has to cook. No decisions about what to cook.
  2. If/Then Decisions: If/Then decision-making basically means that you make decisions based on external actions. If this happens, then I will do this. For instance, if I’m not sure whether to walk the dog or work in the yard, then I see if it’s going to rain and if yes, then I go for a walk.
  3. Avoid Information Overload: Sometimes having an excess of information can result in going in circles. To avoid “analysis paralysis” determine what information is really important or relevant in order for you to reach your decision. Make sure you know why the information is relevant. Create a schedule that includes getting all the data you need and stick to your deadline for making a decision.
  4. Assess the Risks: Determine what risks are associated with different decisions. Weigh whether or not those risks are worth taking. If a decision comes with risks not worth taking, then perhaps that is the wrong decision.
  5. No Decision is a Decision: Remember that by not making a decision you are making a decision. Generally, the result is that you lose the element of choice.

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If you’re looking for additional tips, check out the Harvard Business Review’s Deciding How to Decide, found here: https://hbr.org/2013/11/deciding-how-to-decide

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26 Personal Vision Questions

26 questions on personal vision

Vision boards surged in popularity for a few years and I often thought about creating one.  In fact, I still see posts from local business groups inviting people to come develop their personal vision boards.  I’ll admit I’m bit sceptical, the research suggests that vision boards are only effective if they are also supported by plans for how to achieve these goals.

I do believe having a personal vision is important and for my own life, things tend to “fall into place”  when I’m operating with a vision. Having a vision for our lives allows us to put our personal power behind how we spend our time, the work we do and ultimately the level of satisfaction we have in our lives. A vision gives you a path to follow Developing a personal vision is about stepping back and determining what you really want so that you can take the time to achieve it. Your personal vision shouldn’t be a vague description of your daydreams, but instead, it should help to focus your time, attention and energy towards achieving those things you consider important.

The biggest challenge with developing a strong personal vision is answering hard questions and always looking to ask more.

Some suggested questions to get you started:

  1. What themes consistently run through your life?
  2. What are the five or ten things you enjoy doing the most?
  3. What makes you lose track of time?
  4. If you had to teach something, what would you teach?
  5. What do you care about the most or what values do you hold?
  6. What makes you feel good about yourself?
  7. Who inspires you?
  8. What do people usually ask you for help with?
  9. What does your ideal work embody?
  10. Do you have colleagues?
  11. Are your colleagues brainstorming and laughing?
  12. Who are they?
  13. Do you have any direct reports?
  14. Who do you report to?
  15. Do you work for yourself?
  16. What kinds of projects are you working on? Are they huge, small or a blend?
  17. What do you need to do each day in order for you to feel fulfilled?
  18. What skill sets have you acquired?
  19. What does your workspace look like?
  20. What strengths do you see in yourself?
  21. What challenges have you overcome in the past?
  22. What do you see as your work weaknesses?
  23. What do you see as your personal weaknesses?
  24. What weaknesses have others identified?
  25. What would you regret not doing if your life were ending?
  26. What strengths do others see in you?

Really dig into what makes you tick. The more questions that you pose, the more likely you are to come away with an effective personal vision.  For instance, you may want to influence people, make their lives better.  You might envision yourself up on stage or you might be out interacting with the public, but if you don’t want people prying into your personal life, you may want to think about being a professional speaker versus being a politician. If you want to be a professional speaker, what topics are you going to speak about?

Focus on the positive. Rather than building a vision based on running from those things that disturb you.  Embrace those things that engage you.

The next challenge is to take your questions externally. Talk to people you respect and trust and ask them what they think would be required to make your vision a reality. Ask them what jobs they think might suit you. Once you have a clearer idea of what you want and what it takes to get there, you can start planning for it.

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