Don’t Let Groupthink Rule Your Workplace

Don’t Let Groupthink Rule Your Workplace

Groupthink is all too common when people work together in a brainstorming or planning session. Psychology Today says groupthink “occurs when a group values harmony and coherence over accurate analysis and critical evaluation. It causes individual members of the group to unquestioningly follow the word of the leader, and it strongly discourages any disagreement with the consensus.”

This phenomenon can veer a team or company off course, or it can result in people stereotyping others, including their colleagues —

Start the New Year with a New Mindset

Start the New Year with a New Mindset

Ebenezer Scrooge learned his lessons the hard way. It required a harrowing night of visits from three ghosts to set him on a better path. Mr. Scrooge took his ghostly apparitions’ messages to heart, and bought the big fat goose for the family of his poor, bedraggled employee Bob Cratchit. He also thought more about how he could catapult his newfound enthusiasm for helping others from the joyful festivities of late December into the cold, yet ever-hopeful newness of January. He promised to make Cratchit’s life at work more purpose-driven and well-defined, and committed to starting the New Year providing better clarity for his team. You should do the same by asking yourself these questions:

Trust the Pattern

Trust the Pattern

Lately, with the news worldwide being somewhat bleak, I thought I’d write about trust -— since it seems to be waning a bit. Trust is something we commonly talk about in business, in leadership, in politics. It’s something we aspire to build and yet still seems challenging to grasp. So here’s my attempt to define trust and how it manifests in our lives.

The obligatory dictionary definition of trust (from Merriam-Webster) defines it as a “belief that someone or something is reliable, good, honest, effective.” Patrick Lencioni, author of The Five Dysfunctions of a Team, says trust is foundational and that building it requires vulnerability, which means apologizing to our family and friends, and to business colleagues when we’ve messed up; or getting real about what we don’t understand or when we need help.

But in working with people for years, I have come to believe that reliability

Boundaries or Bust

Boundaries or Bust

One person’s boundaries can become another person’s problem so it’s important to look at the perspectives of others before you articulate your boundaries. If you just can’t take on any more work, putting a boundary up is a good idea. But that work has to go somewhere, so think about the causal relationships between your boundaries and how they are received.

Communication patterns are important in being fair to others and yourself. Like a boat cutting through water...

Sweet, Sweet Reward

Sweet, Sweet Reward

Maybe leadership has hung inspirational quotes on the walls of your office, like: “Risk Equals Reward,” “Go Big or Go Home” or “Just Do It.” These messages beckon you to achieve more than you ever thought possible. So you do. Your team busts hard and accomplishes a clear, long-term goal. High fives all around! Now, go after the next big project waiting for you on the other side of the finish line. Wait, what now?

There needs to be a recognizable pause between one monumental accomplishment and the next. That pause can be filled with a simple celebration for what has been achieved. Not a mere slap on the back or an interoffice email, but an actual in-person celebration. Successfully completing a big hairy project doesn’t simply happen; employees expend a significant amount of time — so too should leadership expend critical thought into celebrating their employees’ stellar accomplishments.

A lame trophy, coffee mug or T-shirt is no reward for employees breaking their backs to achieve goals that propel their company forward. (Even worse is when leadership doesn’t choose the reward, instead asking someone else to because they couldn’t be bothered to sprain their brain.) Rewarding excellence is part of a leader’s job. There is nothing worse than working hard, day after day, with nary a nod of thanks. A leader’s lack of sincere...

Would You Like to Work For You?

Would You Like to Work For You?

Here’s an idea I share with my clients: We don’t actually get to decide what kind of leaders or communicators we are. Instead, the people in our lives decide the degree to which they value our impact. Whether you lead or manage people, look now through your employees’ eyes and ask, “Would I want to work for me?”

Years ago I interviewed 40 leaders, locally and internationally, to learn something about what made them tick. One question I asked was if they read about leadership or other topics to inform their actions. What I found was the leaders who read often were more concise and on-point during interviews. Those who said they didn’t read much wandered while answering questions. Recently, two clients sent me insightful reads on leadership. These clients are already on the path to being excellent bosses, conscious of the constructive impact they can and want to have with their employees. They read.

The Power of Failure

The Power of Failure

Bowling alley birthday parties were all the rage when my sons were little. In the interest of developing self-esteem, bumper pads filled the alleys to ensure the little tykes dropped some pins. By the time my kids were in high school, zero-tolerance rules were ubiquitous and helicopter parenting was a newly coined phrase in the American lexicon. Parents write papers, do research for student projects and are involved in so many facets of their children’s’ lives it can be dizzying. Those bowling bumpers, years later, are still firmly in place.

All of this unconscious hovering sends a tacit, unspoken message that mistakes are unacceptable while perfection is the ultimate parental accomplishment. My own father expects more from my accomplishments than I actually achieve, so in his eyes I always fall short. His need for me to be perfect has caused me to stop sharing my accomplishments with him. Such high expectations...

The Masked Agitator

The Masked Agitator

I recently coached an organization that employed a toxic employee. Nationally, she was highly regarded as an expert in her profession — but co-workers saw beyond flashy credentials. They saw her as controlling, erratic, manipulative, paranoid and brilliant — even creating little hand signals to talk about her unnoticed. Leadership had been dazzled by her public performance, but chose to ignore the red flags and repeated complaints from her employees. Once her supervisors understood the problem, they had already kicked the can down the road for so long due to their paralyzing fear of conflict, they were at a loss as to what to do next (as she had previously threatened litigious actions).This is what toxic employees count on: keeping their negative behaviors from decision-makers and, in some cases, threatening legal action at any attempts toward accountability. Since lower-level employees are exposed to toxic behaviors routinely, leadership needs to connect with these employees to get feedback on their work experiences.

Let me be clear: People with the proper motivation can...