Archives for February 2019

Caroline Webb: Tips For Applying Behavioral Science In Management

February 26, 2019 by · Leave a Comment

Thankfully, the days are gone when leaders are prone to ignore the best ways to apply behavioral science in management. That’s because more and more often, the discoveries of science and the practices of leadership and management are converging. The two go hand in glove in the most successful organizations. For that reason, I wanted to invite Caroline Webb to be on the podcast.

Caroline is many things – a management consultant, economist, author, and leadership coach. She specializes in helping people understand the powerful lessons behavioral science brings to management and leadership, which results in a transformed way of living and working. During this conversation we speak about the insights from her book, “How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life”.

[Tweet “Learn tips for applying #BehavioralScience for better #management and #leadership from @Caroline_Webber and @EDhawan on this episode of #MastersOfLeadership. #Leaders #GetBigThingsDone”]

It’s vital for leaders to apply the findings of behavioral science in management

Behavioral science is a treasure trove of relevant information for leaders. Through its discoveries, we are able to understand exactly what is going on in the brains of people as various situations are happening. Do you see the impact of that kind of knowledge? As leaders, we can learn better ways to relate to and help those we work with when we understand better what’s going on in their minds.

Caroline is a very well-spoken, clear communicator about these issues, bringing the subject matter down to a level we can all understand and apply. Listen to this episode to discover real, science-based tips for becoming a better leader.

People get dumber when they get defensive

We’ve all seen the characterizations of old-style, bad leadership. Demands. Criticism. Berating diatribes. All of these are the kind of behavior none of us wants to have to endure from our leaders. Interestingly, behavioral science explains why – those approaches spark defensiveness, which in turn does specific things in the brain, actually making us less able to respond.

In Caroline’s Webb’s words, “We actually get dumber when we get defensive.” Can you imagine the difference it would make if those in management and leadership positions understood the ramifications of this kind of information? We could intentionally adjust our approach to confrontations, meetings, annual reviews – all to increase the likelihood of productive, helpful responses.

[Tweet “#BehavioralScience teaches us that people get dumber when they get defensive. Learn how to lead them better from @Caroline_Webber and @EDhawan on this episode of #MastersOfLeadership. #Leadership #GetBigThingsDone”]

Putting yourself at a distance from the problem makes for clearer thinking

Every leader knows the difficulty of dealing with a crisis situation and leading a team through it. Stress can dominate – which makes for muddled thinking at best. Caroline recommends a very simple tactic which actually helps to clear the brain for better thinking. It’s called “distancing.”

She tells the story of one leader who was speaking to his team during a stressful situation. He asked them, “2 years from now, what will we wish we had done in this situation?” Do you see what he did? He was leading them all to distance themselves from the problem, to step outside the emotions of the moment to look at things from a fresh, wise perspective. Caroline says that distancing is a practice rooted in the findings of behavioral science, and those in management would do well to employ it.

Tips for developing empathy and understanding within remote teams

Even in the context of remote teams, there are powerful ways we can apply the lessons of behavioral science in management. One of the principles that has proven to yield great fruit is the practice of face to face meetings via video. Research shows that individuals are able to have greater degrees of empathy for others when visual cues are present. That means they need to actually SEE each other in order to pick up on things that are going on in the other person. A simple solution for digital teams is video. Caroline suggests that leaders of digital teams use video any chance they get to build more empathy and team connection.

Listen to this episode to hear the great insights Caroline has to share!

[Tweet “Tips for developing #empathy and understanding within #remote teams with @Caroline_Webber and @EDhawan on this episode of #MastersOfLeadership. #Leadership #GetBigThingsDone”]

Outline of This Episode

  • [0:48] Who is Caroline Webb?
  • [1:37] The way Caroline defines leadership.
  • [3:04] Why Caroline focused her book on using behavioral science to address practical issues in life and work
  • [5:36] The simple practical steps we can all take based on behavioral science
  • [8:31] Caroline’s favorite examples of how people are using her principles well
  • [11:47] Actions we can take to stay balanced during the tough times
  • [13:49] Challenges to making good connections when we work digitally at a distance
  • [17:41] Generational differences don’t appear to be as much a reality as we thought
  • [22:01] Emotional contagion is a real thing that impacts teams broadly

Resources & People Mentioned

Connect with Erica

Erica@cotentialgroup.com

Linkedin.com/in/ericadhawan

Twitter.com/edhawan

Facebook.com/ericadhawan

Tweets

[Tweet “It’s vital for #leaders to apply the findings of #BehavioralScience in #management. Learn how from @Caroline_Webber and @EDhawan on this episode of #MastersOfLeadership. #Leadership #GetBigThingsDone”] [Tweet “Putting yourself at a distance from the problem makes for clearer thinking. Great insights from @Caroline_Webber and @EDhawan on this episode of #MastersOfLeadership. #Leadership #GetBigThingsDone”]
Filed Under: podcast · Tagged With: ,

David Peterson: Long Term Leadership Requires Leadership Development Through Coaching

February 19, 2019 by · Leave a Comment

My guest on this episode loves to think of leadership through a long-term lens. He believes that the way a leader approaches today’s decisions must be informed by looking toward tomorrow. David Peterson is the Director of Leadership and Coaching at Google where he provides coaching to senior leaders, oversees internal and external coaching programs, and supports a executive development and organizational learning programs. He is the author of two best-selling books, “Leader As Coach” and “Development FIRST: Strategies for Self-Development.”

During this conversation, it became immediately apparent that David’s view of what it takes to optimize an organization for the future is a bit counter-intuitive to the average leader. He says leaders must sub-optimize current performance in order to optimize future performance. Listen to this episode to hear David explain.

[Tweet “David Peterson: long term #leadership requires leadership development through #coaching. Join @EricaDhawan for this intriguing chat with David on #MastersOfLeadership. #GetBigThingsDone #leader”]

In our volatile, uncertain, complex, ambiguous world (VUCO), leaders must hold up a clear vision of long-term values and mission

There is so much coming at us these days – and the pace seems to be picking up all the time. Leaders often find their heads spinning as more data, more innovation, and bigger opportunities present themselves every day. If the leaders are feeling the impact of such things, what are those they lead feeling?

David rightly says that the best antidote to overwhelm in light of VUCA is to maintain a clear view of long-term values and mission. It’s how leaders empower their teams to stay on track, assess opportunities as they arise, and stay focused on end-goals that matter.

When quick decisions are required, should you trust your gut or depend on data?

Competition and innovation are two of the reasons game-changing decisions feel more urgent all the time. When those moments come, how should leaders make decisions when they haven’t had time to consider all the data?

Some would say you should trust your gut intuition – and David says trusting your gut works well when a situation is similar to things you’ve dealt with in the past. But research shows that even better decisions are made when the leader is able to take 5 minutes to step back and look at the flaws in their model and solicit input.

David’s rule of thumb is to make a decision when 60% to 70% of the data you prefer to have is available – instead of waiting for all the information you’d prefer to have. If you wait longer, someone else (a competitor) will make the decision before you do. For best results, act on the data you have and adapt as new data comes in.

[Tweet “When quick #decisions are required, should you trust your gut or depend on #data? Join @EricaDhawan for this intriguing chat with David Peterson on #MastersOfLeadership. #GetBigThingsDone #leader”]

Leaders need to learn and teach deep empathy

Organizations thrive when healthy relationships exist throughout the organization. Research is proving it to be the case. Leaders have to be out front when it comes to developing that type of culture. When they do, amazing things are possible.

David suggests leaders work to grow in what he calls, “deep empathy.” It has four components:

  • The ability to see things from other perspectives
  • The ability to appreciate things from other perspectives
  • The ability to anticipate the reactions of various audiences
  • The ability to foster a sense of inclusion (to ensure people feel understood and welcome to share their perspectives).

Leaders who employ coaching use it to empower their teams in deep empathy skills, which benefits everyone.

Long-term leadership requires an understanding of 1st, 2nd, and 3rd level consequences of leadership development

Every leader needs to be developing the Jr. Leaders around them. David cites a few examples of companies who make leadership development part of their culture – some to the point that promotions and raises are dependent on a person’s ability to develop others.

Part of being a mature developer of others is an understanding of what he refers to as 1st, 2nd, and 3rd level consequences of investing in people.

The 1st order consequences of leadership development are that it takes time and you don’t get results right away. That’s because the Jr. person is in learning mode, taking in a lot of information and coaching at once.

The 2nd order consequences are where things begin to get better because the mentee is learning how to apply their newfound knowledge and skills, they appreciate the learning, and they can do things that free up the leader for more important tasks.

The 3rd order consequences have both a downside and an upside. Oftentimes, people who a leader has invested in leave the organization to take positions in other organizations. But positively, the leader becomes known as a talent-builder and as such, begins to attract others who want to come work for them.

David shared many insights about long term leadership that have me thinking. Your perspective on leadership will be challenged too, so I invite you to listen.

[Tweet “Long-term #leadership requires an understanding of 1st, 2nd, and 3rd level consequences of leadership development. Join @EricaDhawan for this intriguing chat with David Peterson on #MastersOfLeadership. #GetBigThingsDone #leader”]

Outline of This Episode

  • [1:39] David’s definition of leadership: The ability to inspire people to collaborate and pursue goals
  • [3:23] What is leadership development? Why David does what he does
  • [5:13] Examples of the tradeoffs leaders have to make between today and tomorrow
  • [7:27] What is VUCA? Volatility, Uncertainty, Complexity, and Ambiguity
  • [9:27] Making decisions faster in today’s data-driven world
  • [12:28] How leaders can use coaching to build more empathic teams
  • [16:21] How can managers better deal with low-empathy leaders?
  • [18:41] C-suite leaders: practices to demonstrate empathy from the top down
  • [22:57] 3 things to enable leaders to be better coaches
  • [26:10] Making the link for leaders about how soft skills translate into hard value

Resources & People Mentioned

Connect with Erica

Erica@cotentialgroup.com

Linkedin.com/in/ericadhawan

Twitter.com/edhawan

Facebook.com/ericadhawan

Tweets

[Tweet “In our volatile, uncertain, complex, ambiguous world (VUCO), #leaders must hold up a clear vision of long-term mission. Join @EricaDhawan for this intriguing chat with David Peterson on #MastersOfLeadership. #GetBigThingsDone #leader”] [Tweet “#Leaders need to learn and teach deep #empathy. Join @EricaDhawan for this intriguing chat with David Peterson on #MastersOfLeadership. #GetBigThingsDone #leader”]
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Hal Gregersen: How Leaders Can Use Catalytic Questions To Create Vibrant Work Environments

February 12, 2019 by · Leave a Comment

Hal Gregersen has coined the phrase, “catalytic questions” to refer to the type of questions that reframe a situation and make it possible for a person or a team to move forward in new, more effective ways. It’s a concept that is incredibly intriguing and one I wanted to dive into during this conversation with Hal.

Hal is the creator of “Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making,” a course which uses photography as a tool to teach students how to ask radically better questions – questions that can change their impact as leaders. Hal is one of the world’s most influential management thinkers (Thinkers50) and he is a keynote speaker, seminar leader, and transformational coach. He’s worked alongside leadership teams at Chanel, IBM, and the World Economic Forum, to name a few.

Join me for this fascinating conversation with Hal, on this episode of Masters of Leadership.

[Tweet “.@HalGregersen shares how #leaders can use #CatalyticQuestions to create vibrant work environments. Don’t miss his insights on this episode of #MastersOfLeadership with @EDhawan #GetBigThingsDone”]

“Great leadership creates an environment where Inquiry leads to insight which leads to impact.” ~ Hal Gregersen

Hal believes that questions are often the answer to the challenges and obstacles that individuals and organizations face. His diverse experience as a consultant and leader himself have convinced him that when leaders can pave the way by asking better questions, their teams will uncover new ways to innovate, create, and make big things happen.

Notice the progression Hal emphasizes:

  • Inquiry (questions) lead to insight
  • Insight leads to impact

In this conversation Hal provides example after example of how this progression happens, telling anecdotes from his own experience that illustrate the truly life-changing power of catalytic questions.

Leaders need to be actively seeking passive data

We live in a time when AI and machine learning are able to capture and crunch data at a pace that is nothing short of overwhelming. When it comes to making use of the data available, leaders can easily find themselves staring at pages of information or a screen full of characters and not have a clue about where to begin to make effective use of it.

While Hal believes in using all the data at our disposal to make our organizations more effective, he’s also keenly interested in teaching leaders to search out passive data. What IS passive data? It’s the information that exists in our organizations, customer experiences, and other places that isn’t screaming for attention. Most importantly, it’s the data that provides insights that truly matter and oftentimes cut to the heart of problems or needs.

In this recorded conversation, Hal shares a handful of stories about how the leaders he’s worked with have gone on their own personal hunt for passive data and have benefited tremendously from the pursuit. You’ll hear stories involving Jeff Bezos, Marc Benioff, Walt Bettinger, and more.

[Tweet “#Leaders need to be actively seeking passive data. Great advice from @HalGregersen. Don’t miss his insights on this episode of #MastersOfLeadership with @EDhawan #GetBigThingsDone”]

Catalytic questions are not only for leaders. Teams need the skill as well

Naturally, the more a best practice can be applied in a wider range of situations, the more effective that practice will become. I was interested in Hal’s observations regarding the use of catalytic questions among teams, so I asked him how leaders can teach their teams about catalytic questions and encourage them to use them.

Naturally, leading by example is one of the huge ways leaders can help their teams see the power of asking the right questions. But Hal also shared some very practical approaches to implementing the use of questions in team environments. Listen to learn how you can build a powerful question-asking culture in your organization.

The reality of remote teams makes question asking even more challenging

The quick, choppy rhythm of digital communication has become the norm for many businesses. Emails, texts, Slack messages, and more contribute to lots of information exchange but often don’t effectively cut to the heart of more complicated or emotionally charged issues. Catalytic questions are indeed the answer to this issue. But how can we implement them effectively in remote teams?

Hal suggests that leaders strive to build a team culture where everyone understands the limits of digital communication when it comes to a deeper understanding of issues. He suggests leaders teach their teams to get eye to eye as often as possible, whether that’s via video or in-person meetings. Not only does this practice create an environment where catalytic questions can be asked, but it also enables those participating in the conversation to pick up on relevant pieces of data communicated through facial expression and body language that digital communication simply can’t provide.

Hal is a fount of wisdom when it comes to this issue of questions. I encourage you not only to listen to this conversation but also get your own copy of his new book, “Questions Are The Answer.”

[Tweet “The reality of #remote teams makes effective #question asking challenging. Don’t miss @HalGregersen’s insights on how to use #CatalyticQuestions this episode of #MastersOfLeadership with @EDhawan #GetBigThingsDone”]

Outline of This Episode

  • [0:43] Hal Gregersen: A true leadership expert and guru, especially regarding questions
  • [1:44] How Hal views leadership after 30 years of research
  • [3:13] Advice for how leaders can make great use of overwhelming amounts of data
  • [6:33] Why Hal wanted to write a book about catalytic questioning
  • [11:37] How can leaders cultivate good questioning in their teams?
  • [16:30] What does it really mean to listen?
  • [20:45] The link between good questions and empathy and candor
  • [27:13] How do we ask catalytic questions in a remote work environment?

Resources & People Mention ed

Connect with Erica

Erica@cotentialgroup.com

Linkedin.com/in/ericadhawan

Twitter.com/edhawan

Facebook.com/ericadhawan

Tweets

[Tweet “Great #leadership creates an environment where Inquiry leads to insight which leads to impact. Don’t miss @HalGregersen’s insights on this episode of #MastersOfLeadership with @EDhawan #GetBigThingsDone”] [Tweet “#CatalyticQuestions are not only for #leaders. Teams need the skill as well. Learn how to make it happen from @HalGregersen on this episode of #MastersOfLeadership with @EDhawan #GetBigThingsDone”]
Filed Under: podcast · Tagged With: ,

Annie McKee: Empathy In The Workplace Is Up To Us

February 5, 2019 by · Leave a Comment

Empathy is something we all want but may not be so good at giving – and sadly, empathy in the workplace is often non-existent as a result. My guest today is Annie McKee, an amazing woman who has studied and written on the subject of empathy extensively. Her new book, “How To Be Happy At Work” is a wonderful contribution to the body of work on the subject because it points out the importance of healthy, happy relationships in the workplace, and gives practical advice about how to foster them.

I’m delighted to have Annie on the show as my first guest for the new season. She’s a true Master of Leadership, so I invite you to listen, learn, and apply what she shares.

[Tweet “A true #leader influences others in a positive direction that they want and that benefits others. Wisdom from @AnnieMckee shared on this episode of #MastersOfLeadership with @EDhawan. #GetBigThingsDone”]

A true leader influences others in a positive direction that they want and that benefits others

Annie’s definition of leadership is one I resonate with. Her emphasis on leadership being “influence in a positive direction” ties directly to the issue of Emotional Intelligence. Leaders need to evaluate whether they are influencing those they lead with positive emotions (empathy) or negative emotion. That’s because in Annie’s words…

Emotional Intelligence (empathy) is the skill set necessary for organizational success.

Annie and I invite you to listen to our conversation, where she shares how empathy in the workplace can improve both the experience of the workers and the productivity of the organization. But she goes beyond theory and provides practical examples of how every person in an organization can contribute to the level of empathy the team expresses and experiences. It’s a valuable interaction you’ll find very helpful.

Leaders can set up structures that cultivate empathy within their teams

Annie believes that most people want to treat others with consideration and kindness and that one of the main reasons they don’t is directly tied to the busyness of life in the modern world. When asked what can be done to increase empathy in the workplace, Annie had great advice to share.

She suggests that leaders should think through how to create structures that remind and enable their entire team to slow down. This simple act causes the hurry and pace of business take a backseat to the health of the relationships on the team.

One way this can be done is by structuring meetings with a short but specific time for simple connections. When people are able to interact with each other in a non-hurried, authentic way, it makes for a more enjoyable workplace and increases productivity and creativity dramatically. We could all use that sort of boost in our organizations, couldn’t we?

[Tweet “Learn how #leaders can set up structures that cultivate #empathy within their teams from @AnnieMckee shared on this episode of #MastersOfLeadership with @EDhawan. #GetBigThingsDone”]

Simple ways to communicate with better “tone” using digital tools

We’ve all received that email or Slack message that comes across negatively – the person seems rude, angry, condescending, or patronizing. Because the communication in question is digital, it’s easy to do because there’s no body language or voice tone to complement the black and white text of the message. On the receiving end, it’s both easy and natural to respond badly in response to that kind of communication. Annie describes a better way…

  • Stay in the place of reason – don’t get emotionally hijacked
  • Think through a reasoned response – or don’t answer until you can
  • Give the person the benefit of the doubt – get into their shoes. Ask, “Why might they have made a mistake like this?”
  • Think of ways you can create an environment that provides the opportunity for better connection and clarity. Maybe suggest a phone call or video chat to get to deal with the issues.

These simple examples demonstrate why Annie is the leader she is. She’s able to cut through the noise and hurry and address issues on a human level. You’ll enjoy hearing her insights on this episode.

You can encourage empathy in your organization without being the top leader

Most of the leaders out there who listen to this show are in middle management positions or below. They don’t possess the needed leverage to make organization-wide changes to the culture of their workplace. But that doesn’t mean there’s nothing they can do to amplify empathy in the workplace. Annie provides these powerful suggestions regarding how you can increase the level of empathy in your workplace.

Becoming a change-agent starts by making yourself aware of your sphere of influence. Who are the people you interact with regularly, within your team and across departments? Once you see the broader group of people who are within your orbit, ask this vital question…

“What can I DO to create an environment around me where the values and norms that will help the entire time succeed can happen?”

Then take action. If you’re a team leader or are responsible for the outcomes of a group, establish norms in your area of competence with the help of your team. You’ll be surprised at how much buy-in you get.

If every single person in your workplace took these simple steps 10% more than they do now the entire organization would improve dramatically. As I like to say, “Don’t look up, look around.”

[Tweet “You can encourage #empathy in your organization without being the top #leader. Learn how from @AnnieMckee shared on this episode of #MastersOfLeadership with @EDhawan. #GetBigThingsDone”]

Outline of This Episode

  • [0:49] Who is Annie McKee?
  • [2:00] What leadership means to Annie
  • [2:59] How are emotional intelligence and empathy different – and the same?
  • [5:17] Ways we can build better structures to cultivate empathy on our teams
  • [9:15] Making virtual work a place where empathy can be cultivated
  • [18:27] When it comes to empathy, is there a difference between types of people?
  • [23:00] The phenomenon of “covering” – in order to conform and fit in
  • [26:12] How you can change your culture when you’re not the top leader
  • [29:33] What’s the business impact of stronger emotional intelligence skills?
  • [32:33] Annie’s top 3 pieces of advice to become a Master of Leadership

Resources & People Mentioned

Connect with Erica

Erica@cotentialgroup.com

Linkedin.com/in/ericadhawan

Twitter.com/edhawan

Facebook.com/ericadhawan

Tweets

[Tweet “#EmotionalIntelligence (#empathy) is the skill set necessary for organizational #success. Wisdom from @AnnieMckee shared on this episode of #MastersOfLeadership with @EDhawan. #GetBigThingsDone”] [Tweet “Learn simple ways to #communicate with better “tone” using digital tools from @AnnieMckee shared on this episode of #MastersOfLeadership with @EDhawan. #GetBigThingsDone”]
Filed Under: podcast · Tagged With: ,