Becoming a part of the solution, after Orlando

Becoming part of the solution, after Orlando

As the news about Orlando, and yet another hate crime swirls around us….

What are you seeing? What are you hearing? What are you pondering? What are you praying for?

Typically after events like this I invest major amounts of energy reading the news and contemplating the opinions and the blame game that follows.

Breaking the Cycle of Division – Unity Begins with You!

When my husband said we were asked to move to a giant sandbox on the other side of the world my stomach churned so hard I had to sit down.

How was this possible?  We said we would go ANYWHERE in the world except – THERE!  Scenes from movies and the news melded with my own fears and questions were fired off so rapidly my husband could not reply.

A “yes” wasn’t possible if I could not change my thinking:

  • From the losses to the possible gains.
  • From the challenges to the possible opportunities.
  • From fear to faith.

Benefits of Learning from Those That Think Differently

Real Growth - No Pixie Dust! -Really!

In 1999 I read Stephen Covey’s book, The 7 Habits of Highly Effective People for the first time.  One of the stories in that book that captured my attention was about David Lilienthal, a man that was commissioned to head the new Atomic Energy Commission.

He brought together a very diverse bunch of influential individuals. And although they had a huge agenda and the press was pushing them for results he believed that efficiency was not the first priority – synergy was. So he wisely invested time facilitating relationship building, causing them to deeply understand each other’s history, goals, passions, and perspectives and transforming a group of individuals into a passionate team.

This is how Stephen Covey describes the result: “The respect among the members of the commission was so high that if there was disagreement, instead of opposition and defense, there was a genuine effort to understand.  The attitude was, “If a person of your intelligence and competence and commitment disagrees with me, then there must be something to your disagreement that I don’t understand, and I need to understand it.  You have a perspective, a frame of reference I need to look at.”  

Why Persist?

8 Reasons to Keep Working for The Change You Desire

Over the past few months I’ve had several opportunities to visit with groups of people whose lives are being impacted by policies they don’t like or agree with.

Most of them have communicated their concerns with the first level key stakeholder – hoping for a fast change. Now it’s clear that although that person cares, change can’t happen from that level.

So individually some of them have:

  • Sent one email to the decision maker.
  • Sent more than one email to the decision maker.
  • Sent one email and attended one meeting.

Collectively their over-riding belief is that the key-stakeholder can’t be trusted and change just isn’t going to happen.

So most have stopped communicating while others never bothered to communicate directly with the one person that can make change happen.

At the same time, they are still so troubled by the situation that each time the topic comes up, almost all of them continue to express lots of frustration and absorb the not so positive energy of those around them.

So why persist?

Why you should hire “Diamonds in the Rough”

For years I’ve been asking executives and hiring managers what their biggest challenge is. At least 90% of the time I get the same answer: “People.” That comment is quickly followed by an explanation about how hard it is to find enough qualified and caring people to do the work.

It is interesting to note that some titled leaders are so desperate for people that they hire anyone that can “fog a mirror” which often results in skill gaps and behavioral issues that can damage their culture and reputation and stunt their growth.

Other titled leaders hold so tightly to a specific checklist of requirements that they miss hiring a stronger applicant that has the passion, drive and emotional intelligence to take their department and organization to the next level.

Often their decision to wait a long time to fill a needed position adds stress to their teams, and doesn’t guarantee a cultural fit, the drive or the fresh perspective that instigate growth.

If your organization is struggling to find smart, caring, committed people that will improve your culture, your service and your reputation then consider this.