My first 'real' job was a customer service representative for Bell Canada. In that workplace I learned communication fundamentals. The leaders listened without interruption and provided objective feedback (both positive and constructive). As a result, it was a civilized, respectful place to work. The workplace is, in fact, the place where many of us learn "healthy" behaviours and, ideally, they are transferred to other parts of our lives.
Unfortunately, in some workplaces, inappropriate behaviours, such as bullying and rudeness become contagious and spread out in many directions. Trevor Foulk, who researches organizational behavior at the University of Maryland, likens rudeness to the common cold -- it's contagious. "When it comes to incivility, there's often a snowballing effect. The more you see rudeness, the more likely you are to perceive it from others and the more likely you are to be rude yourself to others."
A leadership role carries responsibility for creating 'safe' cultures that are inclusive, civil and respectful. A leader who says nothing about bullying and rudeness, for example, will perpetuate these behaviours and help their spread - creating a toxic culture.
As a coach, I hear from leaders who struggle to know how to stop inappropriate behaviour in their workplaces. My coaching on this issue typically starts with each leader's own behaviour:
1: Practice the art of reflection. Ask yourself if your behaviour is reflective of what you want to see in the workplace.
2: Be a role model for respectful behaviour -- every day.
3: Ask for feedback about your behaviour. Receive it gratefully and graciously.
4: Encourage employees to offer their point of view and advocate for what they see as right in the workplace.
5: Listen when people offer suggestions or ways to improve the culture. and let them know what will be done with their suggestions.
6: Speak up when you witness disrespectful behaviour. Communicate openly and honestly about what you heard, how you felt, and why it's not okay.
7: Reinforce positive behaviour. Speak up when you witness respectful behaviour -- let others know that it's appreciated and valued.
I am pleased to share with you a new video about the Centre for Creative Leadership's approach to building a 'character' culture, which encompasses both organizational culture and personal, authentic leadership.
If you are interested in a series of coaching sessions for you or your leadership team around how to be a role model for respectful behaviour, please reach out to me.
Terry and I are planning a week in Victoria and Vancouver this summer. We are excited to have precious time with our younger daughter (Cassie, my step-daughter) and attend a wedding. It is the wedding of a friend's son -- we are at that stage of life! Part of our planning, is "how do we deal with emails / work communication while we are away?"
We all deserve to have a vacation that provides us with time for rejuvenation -- when you can go away and truly 'recharge'. In this month leading up to summer vacations, while we are all planning, it's a great time to think about how everyone on the team can work together to ensure success.
Summer vacations can mean disruption in the workplace OR an opportunity to create commitment to support each other in achieving goals. How can you and others avoid being that 'indispensable' person who goes on vacation but is reachable by email every day, just in case?
Some simple tips? Keep the 5 Cs in mind: Create, Commit, Coach, Cultivate, and Collaborate as these are the pillars for creating a character culture.
1: Create Clarity: Take time to meet with your team to create clarity around the purpose, goals, progress, and results expected on projects while you or others are away. As Patrick Lencioni so aptly put it: "clarity is the antidote to anxiety".
2: Commit to Accountability: In a workplace focused on collaborative goals, we all need to share responsibility in the issue of accountability. Determine who on the team will be the 'go-to' person while you or others are away; ensure they are empowered to hold people accountable.
3: Coach for Performance: Make time to coach and support people on your team. Ensure that team members are set up for success -- listen and find out what they need before you or others go away.
4: Cultivate Collegiality: Show that you care about your team and their work effort, especially those who will be expanding their responsibilities during vacation schedules. Perhaps it's a good time for a team lunch where everyone can talk about their vacation plans and get to know each other better.
5: Collaborate for Results: Encourage all team members to put forth their creative ideas on how to make summer vacations a successful time for everyone.
We have our own little plan, and my team is on stand-by to make sure we get the most free time possible. Their efforts will be reciprocated.
Coaching teams and setting them up for success is what I've devoted my career to. Email me if you would like some support to get set up for success this summer.
There is tremendous value in diverse perspectives. We might learn something, have a belief challenged, or have a creative spark ignited, etc. It is to our personal advantage, and for the benefit of our organizations, to expand our perspective in order to progress.
Many of us were told to never discuss religion or politics in a social setting because those topics were ‘uncomfortable’ and could lead to controversy. The implication was that we should only discuss trivial things without potential for disagreement, but were we misled? Can’t civilized people disagree?
While politics and religion may not be the type of topics for discussion in the workplace, my point is that there are many valuable viewpoints / solutions, and yes, they may spark controversy and disagreement. But, understanding and appreciating others’ views opens us up to new perspectives and bigger-picture thinking.
Disagreement can be a good thing – but it requires us to listen openly with empathy! There are many definitions of empathy, but here is the one I like: The ability to understand and appreciate another person's perspective, even when that perspective is different from your own. Some describe empathy as being able to ‘put yourself in another person's shoes’ because it’s about imagining what it would be like to be in that person's situation. But it’s also about understanding the emotional elements involved. Leaders who demonstrate empathy – the ability to take perspective – have a greater ability to relate to people and ideas around them. In the workplace, empathy has been shown to lead to stronger performance and a culture of continuous learning.
Here are five tips for listening openly with empathy:
1: Make time and space to connect with people and find out what is meaningful to them. Create the ‘space’ for empathy and listening -- pay attention physically as well as mentally; put away your connected device.
2: Open your mind and your attitude - accept that you are only one person, one perspective. Keep your mind open regarding thoughts, feelings, and motives. If you are a leader -- recognize that you don’t have to know everything -- be open to continuous learning.
3: Truly listen -- don’t share a similar experience that happened to you -- just listen. Consciously put aside your own views and listen with the intent of understanding.
4: Ask open-ended questions to clarify the message and the emotion. When you sincerely acknowledge the emotion as well as the message, it reassures the person that you understand and empathize on two levels.
5: Acknowledge the other person’s reality/perspective -- don’t judge. You don’t have to ‘agree’ with it, but you need to acknowledge it and respond to the key messages. Repeat what you heard, including the emotion behind the words, to test your understanding.
We often used the term ‘civil’ in my work with leaders, and in my books, to highlight the importance of treating others with courtesy and consideration. It’s about being polite and respectful.
But is there a point where being too courteous and too polite gets in the way of being truly honest? Most of us know people who are so polite that you don’t really know if they have a hidden, underlying message or something they are not telling you.
At the Centre for Character Leadership, we believe that it’s important to tell the truth in a kind and civil manner, but also in a way that is inclusive, respectful, and supportive:
1: Convey that you care about the person and the relationship, which is why you want to be honest. Utilize the opportunity to share your honest views, but to also make the relationship even stronger and build trust.
2: Show respect for the other person by being inclusive. Rather than simply ‘telling’ your honest view, open up a two-way discussion and invite the other person to share what they are thinking and feeling. Use questioning to help you understand the other person’s perspective.
3: Offer honest views in a manner that leads to a solution - take the time needed to work with the other person to discuss the issue fully and develop solutions. In this way, honesty will support a learning environment.
Please reach out to me or one of my associates -- Patrick McCann or Michael Chadsey -- to find out more about what we can do to help your organization instill character values and build a character culture.
We provide solutions, tools, and resources to honour your current situation, goals, timelines, and budget.
Be the change you wish to see in the world. When it comes to building a character culture, this wonderful statement by Mahatma Gandhi is a great resolution for leaders. It's about starting, even in small ways, to demonstrate character values.
If one of your resolutions for 2018 is to instill a 'character' culture in your organization to support business success, why not just start now! And yes, it can take time to change organizational culture, and the only starting point is you. You have authentic power. Shift your mindset from one where making change happen seems like a monumental thing to do, to one where you know you can make a difference. Be conscious of your thinking, your words, and your actions -- and be the change you wish to see in your organization.
As a leader, you are in a position to be a role model for others. Over time, you will notice that your 'character' behaviours are trickling down. People will begin speaking differently to each other and will treat others with more respect; they will also be more transparent and honest, and will respect diverse views. Role-modelling, however, is also about being authentic -- ensuring that your words and your actions match your beliefs and core values.
Contact me if you would like to learn more about how we can help your organization or department transform toward a Character Culture. We provide solutions, tools and resources to honour your current situation, goals, timelines and budget.
Kathleen Redmond, MA, MCC
Coaching for Performance -- Online Sessions Starting Soon
Coaching for Performance is an intensive two-month program for individuals who lead teams and want to develop their coaching skills. The program offers a rich resource of learning opportunities and practical tools for immediate application. Spend one hour every two weeks with Kathleen (as your facilitator and coach) and other leaders with whom you can practice your coaching skills. The first session starts Monday, February 12th, 2018 via Skype video call between 12:15 and 1:15 p.m. The program includes practice tools and homework, online practice, three of Kathleen's books, assessments to determine your own coaching strengths and opportunities, and post-session resources. Contact Kathleen Redmond for more information or contact Karen Addison to sign up.
Kathleen Redmond is a certified Executive Coach (International Coaching Federation), corporate trainer, Instructor at the University of Guelph, and author of four workplace books.
You may be surprised at the number of people in organizations who are afraid to speak up.
What we're hearing is that many people (at all levels) are afraid of what others will think of them.
Many mention a fear that they won't be liked or that something dire might happen if they raise difficult issues. Others feel that they will be seen as 'troublesome' or 'hard to manage'. Still others mention a fear of being judged if they advocate for personal priorities or set boundaries around work hours, etc.
it is an entry-level employee who fears speaking up to a supervisor, peers who fear the comments of colleagues, a senior leader who fears communicating with transparency to direct reports, or challenging a Board of Directors -- speaking up can be difficult.
Many workplaces promote a culture of transparency, openness, and honesty; some have put processes in place to support safety in speaking up, such as 'Speak Up' venues. But it can take a long time to change the culture and we can't ignore the personal fears that people still hold.
Last month we provided some one-on-one conversation starters for leaders to engage their direct reports in discussions about speaking up. Here are some additional, more-personal, tips:
1. You deserve respect.
Respect is an espoused value in most workplaces and an element of civilized behaviour. Chances are, people will listen when you speak your mind -- and they will respect you for your views.
2. You are not alone.
If you are afraid of speaking up, it is likely that many others feel the same way. When you confront your fears and speak your mind, you will give others the power to do the same.
3. Stay true to your values.
Put your views to the 'values' test. If what you want to say or do is important because it is aligned with your core values, then not saying it or not doing it could be detrimental to your level of workplace satisfaction. What is the value of being liked by others if you don't trust yourself to be your own advocate?
An employee engagement survey can be a great way to find out whether your organization's culture is one where employees are comfortable speaking up. The Centre for Character Leadership's
Snapshot Engagement and Cultural Survey is a simple-to-complete survey that elicits employees' views on a number of key areas related to engagement including organizational leadership and communication; employee role clarity and satisfaction; and employee support, recognition and rewards.
Amidst the recent high-profile scandal of misconduct by a person in power, many organizations are having the conversation about creating a culture where employees feel safe in speaking up. The repercussions of not speaking up can have far-reaching impacts – systemic problems in organizations as well as long-term stress and health/mental health concerns for employees.
In organizations that have created a ‘safe’ culture, leaders encourage people at all levels to offer their point of view courageously, provide feedback, and advocate for what they see as right or helpful. When people offer suggestions or ways to improve how things are currently being done, leaders let them know what will be done with their suggestions. In these same organizations, because leaders are role models for open communication, people feel both encouraged and safe in speaking up – although we know that it still takes courage.
A short employee engagement survey can be a cost-effective way to get a temperature check on how open your employees feel in speaking up, among other engagement indicators. The Centre for Character Leadership’s Employee Engagement Survey is just 30 questions, takes about 10 minutes to complete, and employees are assured of anonymity.
At the Centre for Character Leadership, we also encourage leaders to have frank conversations about this topic with their direct reports during one-on-one coaching sessions. Asking the following, or similar, questions may help to open the conversation:
How frank are you in offering your perspective?
Do you fear speaking up in this workplace? If so, what do you fear?
What can we do to make it safer for you to speak up?
If you are interested in learning more about the Centre for Character Leadership’s Employee Engagement Survey, please contact me or our Assessment Administrator, Rosanne Wild.
As much as we should treat all our employees equally, there are some pretty compelling reasons why we might want to place some extra effort into engaging and retaining an ‘older’ workforce. It’s not only about providing a workplace that is supportive and inclusive, it’s also about valuing older workers and recognizing what they bring to organizations – including the long-term payoff of transferring their experience, skills, knowledge, organizational history, and values to a younger workforce.
If you’re not already doing so, you may want to shift your perspective a bit and start viewing your older workers as contributors beyond their job description – to see them as Collaborators, Mentors/Coaches, Trainers, Networkers, Project Workers, Role Models, and Difference Makers!
Collaborators: Include your older workers on collaboration teams, think tanks, strategic planning sessions, etc., recognizing that collaboration is about seeking diverse perspectives.
Mentors/Coaches: Set up mentoring programs so that your older workers can share (formally or informally) their wisdom, experience, skills, knowledge, and external networks. Ensure that the difference between mentoring (helping the individual navigate the organization) and coaching (tapping the brilliance of the individual) is understood and practiced.
Trainers: Progressive organizations are developing their learning content internally – utilize the skills and experience of your older workers to help with the design of training programs or as trainers in your ‘corporate university’.
Networkers: Older workers typically have extensive networks that they have built over their careers. There may be opportunities to tap into their networks for recruiting, outreach, or special projects.
Project Workers: Consider making easy entry/exit for project work. Not all older workers want full-time employment, but can be an asset on specific projects, as well as in part-time and seasonal roles.
Role Models: Older workers can help to shape your culture by demonstrating what it means to be productive, loyal, and hard-working — and to go above-and-beyond the job description.
Difference Makers: As workers get closer to the end of their career, they are motivated to leave a mark – to know that they have made a difference. And they want to be challenged. Find ways, perhaps through new initiatives/programs, to harness their passion.
Many people choose to stay in the workforce past the typical retirement age because they want to work – for personal fulfillment, dignity, social inclusion and well-being. Others may need to work to help secure retirement and financial stability if they are without pension plans or adequate personal savings. Here are some of the facts and research on this topic:
Statistics Canada conducted a survey of older workers between 50 and 75 years of age. Among respondents who were currently working, and had never retired (approximately 78% of the sample), over half indicated they plan to continue to work on a part-time basis when they retire. The Government of Canada has some tips for Promoting Older Worker Participation.
Governments and businesses have a vested interest in engaging older workers and encouraging their continued contribution. According to CARP (Canadian Association of Retired Persons), “older workers ‘are ready to stay engaged and demonstrate their value to the economy and society, and they will ‘not sit back and accept the status quo”.
Half of Canadian couples between 55 and 64 have no employer pension between them, and of those, less than 20 per cent of middle-income families have saved enough to adequately supplement government benefits and the Canada/Quebec Pension Plan. [Broadbent Institute]
Companies are exploring how to design the organization of the future – one that is more flexible and agile – and accommodates a workforce that is becoming both older and younger. [Deloitte report on Human Capital Trends]
At the Centre for Character Leadership, we’re passionate about character cultures – ones that value and include older workers. Do you have ways that older workers have brought outstanding contributions to your workplace? Please contact me and tell me about your success stories – I would love to hear them!
Being kind is an often-overlooked behaviour in the workplace, but one that research suggests would lead the ‘givers’ of kindness to have lower stress levels and a greater feeling of happiness. According to Dr. Stephen Post, author of How to Live a Longer, Happier, Healthier Life by the Simple Act of Giving, being kind leads ‘givers’ to be healthier and more resilient, as well as more creative, hopeful, and successful.
And the good news is it’s easy to be kind! But it does require that you think more about others than yourself. You can’t be kind by isolating yourself and not reaching out to people. Kindness is about being generous with your time and with compliments, being respectful, being compassionate, and generally having concern for others. Remember, being kind is not the sign of a ‘soft’ or weak leader – it is a sign of strength.
Our May 2017 blog, Positive leaders shape a culture of positivity offered tips for keeping the workplace positive – a key ingredient for encouraging a culture of greater kindness. Here are some examples of ways to be kind in the workplace:
Reach out to offer support:
Recognize when colleagues appear to be overwhelmed with tasks – see if you can help – perhaps you can chair a phone conference, offer to co-lead a project, or simply provide support by talking through any stumbling blocks on a project.
Give others an opportunity to shine:
Take the spotlight off yourself and think of ways for it to shine on others – for example, allow someone else to take the lead on a project
When you receive recognition, make sure you highlight the ways others supported you and the value they brought to the team/project.
When you see that others might be going through an especially difficult time in their personal life, ask if there is anything you can do to support them.
Reach out and take time to check in on someone who has recently experienced a personal loss or illness.
Tell others what you appreciate about them; tell them that you are grateful for what they do, and make it a point to say ‘thank you’
At the Centre for Character Leadership, we’re passionate about character cultures – ones where people are kind to each other. Please contact me if you would like assistance in instilling kindness in your company culture.
Leaders at all levels play a crucial role in shaping healthy cultures. Last month, we provided some action steps leaders can take to help improve the psychological health of their organizations and, thus, the mental health of their employees. But are there specific traits that stand out about leaders who create healthy cultures?
Integrity? Yes, for sure. Compassion? Of course. Respect? Always. But over-riding all these traits is one that may be often overlooked in lists of leadership behaviours – and that is ‘positivity’. A healthy workplace begins with leaders who help to sustain a culture of positivity. If employees feel positive about the work they are doing, positive about their leaders, and positive about future outcomes, they will be healthier, and the culture will be healthier.
In business today, where change, challenge, and complexity are the ‘new normal’, some leaders may struggle to project positivity when they are feeling uncertain about the future or even feeling that some challenges are insurmountable. Here are some ways leaders can keep the workplace positive:
Watch your mood and take time to ‘reset’ if needed. Don’t communicate (through words or body language) any negativity you may be feeling; use self-monitoring techniques to ensure you are not projecting negative emotions in the workplace. If needed, delay communicating until you have taken some time to ‘reset’.
Ensure that everyone in the organization knows they can be part of achieving the vision. Talk about what the future could look like when everyone works together. Involve people at all levels and work collaboratively to build positive solutions.
Convey hope for the future and describe a vision that is inspiring. Leaders have a responsibility for shining a positive light on situations while also being realistic about the challenges. Pay a great deal of attention to the words that you use to communicate – keep them positive.
Be open and realistic in sharing the challenges. We keep saying that leaders need to be transparent, but how can we expect leaders to portray a vision of hope when deep inside they are not feeling it? Knowing that a leader is providing honest information – the truth – will help employees feel they can trust their leader. If a leader is honest, even when times are tough, they will inspire trust which helps shape a culture of positivity. Employees will feel they can count on their leader even when there is adversity.
At the Centre for Character Leadership, we’re passionate about helping organizations create cultures where employees can realize their potential and contribute fully to organizational success – key ingredients for improving employee and organizational health.
Contact me if you would like some coaching on how to project positivity in the workplace.