Leadership and Life Lessons from Six Months in a Global Pandemic

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This week marks six months since most of us started shelter in place. Six months ago this week we went into lockdown in San Francisco, and the world seemed to change in an instant.  I've been reflecting a lot lately on lessons I've learned during the last six months, and about aspects of this new way of living and working that I want to continue to bring forward.

I want to share with you because they have as much to do with how you communicate with yourself as how you lead in all aspects of your own life.  I've spent a lot of time working with my clients the last few months on a variety of these themes, and want to share them with you:

  • There's no "going back to normal."  We are not in a waiting period, life is not on pause -- this is real life. We all entered lockdown thinking it might be temporary, and it was hard and daunting at first. But as hard as it's been I've also learned that I'm more flexible and more resilient than even I realized. And if there's one constant in life, it's that change is constant. Many of us have been more resilient and more adaptable than we ever thought possible.

  • Life and work are like a start up. For all of us. It's about experimenting, recalibrating, and trying again. The ways we work, the plans we make, the ways we live -- are all uncharted territory.  The last six months have been about opening, closing, trying new ways of doing things, some work, some need to be tweaked, some need to be discarded entirely. Being comfortable with not getting it perfect, not being perfectly buttoned up, but experimenting, and being ok with failure, and trying again -- is the way of the future, and the way of now.  

  • Reassessing what's important. There's nothing like a global pandemic and an existential election season to make you face your own sense of what's really important in your life and in your work.  Stripping away our normal routines brings a sense of real clarity -- about what's nice to have, and what we need to have. As a teacher of mine says, to let what comes come, let what goes go, and see what remains. This goes for our "stuff" as much as for the people in our lives. 

  • Constraints make us creative. The constraints we are all experiencing are the very things that help bring out our creativity. Teachers and schools have had to come up with new ways of educating students, managers are coming up with new and meaningful ways to recognize their employees for their contributions and to build connection. Understanding how we are more creative than many of us realized is empowering and something to carry forward in the future.

  • Work has become all consuming and all hours, and we need to rethink the work schedule. Micro-breaks are really important. Setting blocks of time not in meetings but to do work and to think are more important than ever.  A new way of working means a new work schedule, and the need for clearer expectations about what's necessary and what's not.  It also means really ruthlessly prioritizing.  Prioritization is not just a time saver, it's a competitive advantage.

  • We are more apt to compare ourselves to others, and not for the better. The very distance all of us experience from one another is our common denominator. And many of us have turned to social media - moreso than before - to stay connected.   That makes most of us MORE likely rather than less to compare ourselves to others. Who is going on vacation and where? Who is working from a beautiful home in Palm Springs? Should I be eating out like my friends or should I stay home?  This period reminds us that comparison can be tough for us.  But to find a way to feel and know deep down that who you are is enough and what you are doing is enough is incredibly empowering and a relief.  I find that when I put the phone down, stop scrolling, and focus more on what I am doing and what I have, my entire approach to work and my family and friends improves.

  • Communicating is a top priority. I've written previously about the great internal communications renaissance, and how many companies are realizing how important internal communications is for their success, especially in a time of remote work. More of us are having to be more thoughtful and more aware of the WAYS we communicate with each other than ever before, since the contexts are new and different.  How do you smile while wearing a mask? Do you wave when you sign off a video chat?  When you're tired and stressed and haven't left the house in days, how do you talk to your roommate or spouse? All of us are more aware of how we communicate, and it requires a multi-dimensional approach. The Honestly Speaking Cheat Sheet is a grid you can use to help you think through how you communicate in life's most common scenarios -- and is a tool I've used more than ever the last six months.

  • Kindness has never been more important. A pandemic, a global reckoning with racial justice and economic hardship and worry has a great equalizing and humbling effect. As a consultant working with multiple companies and people, I’ve noticed people are more distracted than ever, and are more apt to be flaky than ever. Professional ghosting may be at an all time high, and yet the benefit of the doubt has never been a more powerful tool. The power of being kind - not only to others but to yourself  - has perhaps been under-rated before, and has never been more important. When the stakes are high, with a contentious election season under way, the impact of a kind word, a kind action, even a kind look goes a long way to making daily life better -- and it's so much easier to do than holding on to anger, stress or frustration. 

  • Step by step, day by day. Like the theme song from the late 1980s sitcom “Full House” suggests, in a time of so much change and so much unpredictability, we are having to get really good at being comfortable in the discomfort. Letting go of our need to predict and control. Overcoming the inertia of planning and doing and achieving. Taking things truly a step at a time, a day at a time and being ok with not knowing what next month or next year will bring forces us to be more in the present moment — and to slow down. In my book that’s a good thing. Imagine how much we missed before by living halfway into some idea of how the future might be.

I’d love to hear what you think. What have you learned, or what are you doing differently in this new world?

How to Talk about Politics Constructively in 2020

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In 2020, talking about politics brings about a new level of angst and has, for most of us, become both more personal and more challenging than maybe ever in our lifetimes.


With the unofficial end of summer on us and the fall election season underway, it's becoming more difficult to avoid talking about politics either online or in person -- because it's all over. With most of us socially distant and connecting via a screen rather than in person, hard conversations are even harder. It's a uniquely difficult communications challenge.

For many of us politics have become deeply personal. It goes directly to our own sense of identity. Debates about politics aren't just about issues -- they are now almost always about character, values, and our understanding of both independence and community. In the United States, we live in deeply polarized country, and indeed the same is true in other countries around the world -- so a casual debate can quickly spiral into a full fledged argument, even if both people love each other or set out to be respectful.  

In fact, in late 2019, a Pew survey found that nearly half of all Americans have stopped talking about politics with someone as a result of something they said, either in person or online. 

But we are in a time when we need to talk more, and listen a lot more. How do you talk about issues with people you fundamentally disagree with? 

Here are some tips:

I like to think about this in two buckets: before the conversations and during the conversations.  

BEFORE

  • HONEST: Be honest with yourself about your intention. Don't start by intending to educate or change someone's mind. Neurological research shows us that changing people's minds -- including our own -- is harder than we think, so likely will only lead you to feel more frustrated and the conversation break down faster.  These conversations are rarely zero-sum (I win, you lose). 

  • RELATIONSHIP: Be clear about what you want for this longer-term relationship beyond this conversation. For most of us, we have conversations with people we have a longer history with -- whether relatives or colleagues. This helps you figure out what the end goal of the conversation is. How do you value the relationship with your mother, even if she supports a candidate or issue that you find repugnant? What do you want for the longer-term relationship with your colleague? 

  • TIMING: Choose the right moments to have conversations. You can't force someone into a contentious conversation and expect it to be productive.  Rather than demanding it, think about extending and invitation.

  • MINDSET: Notice -- and avoid making -- snap judgements. Notice and interrupt your own biases, especially based on people's backgrounds or your own opinions.  And be humble. No one likes a know-it-all, and none of us is really an expert on everything. Keeping our biases in check and keeping humble helps us come across as more open and curious, which inherently makes a conversation more productive.


DURING

  • RESPECT: Focusing on coming from a place of respect -- beyond just tolerance is important. Respect means: taking turns, listening, asking questions, and allowing people to respond to you and have equal time to share their views.  It means not calling names, interrupting and discounting ideas.  It DOES mean finding commonalities early on -- around values, intent, goals or emotions.

  • STORIES OVER DATA: Facts, figures and data rarely persuade. Personal stories do. When you're speaking, it helps to explain how issues affect you on a personal level.  Relying on our shared humanity rather than shifting into teacher/lecture mode is a far better way to go. These conversations are not courtroom trials.

  • ACCEPTING: Most of us make decisions based on our political views for good reasons. Showing respect means accepting that the other person has views and choices they have made that they believe are right. Most of us are doing the best we can, and truly believe our candidates or issues will make the world better. Assuming this intent helps you focus on the reasoning behind, rather than the personal identity of the person holding the views.

  • STICK WITH IT: When it gets contentious, notice if you tend to avoid, yell, crack a joke, or automatically try to win. Keep talking, keep listening. Keep asking questions. Don't just crack a joke early on and avoid the conversation. If someone is offensive or abusive, that's different. But in these hard conversations, it's working through the differences that gives you both an opportunity to build the relationship together, and gives you a chance to understand better where the person is coming from. Keeping an open mind, even if it's really hard and it feels offensive to you, stand in the fire of the frustration if there's a chance you might learn something new or understand a new perspective.  Patience and persistence is the name of the game.

  • ENDING: Know when it's time to step away from the conversation, to step away for a break. And finally, know that the final goal in these conversations is not "agree to disagree" as much as it is to "disagree and keep talking."  Ending the conversation in a way that the relationship is preserved is key.

I'd love to hear what you think, and what's working for you.

64 Days Until the Election in the US. Register and make a plan to vote in advance.

Importance of Consistent, Compassionate Feedback

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Communicating compassion from a distance can be really hard. This is especially the case with prolonged remote work and school, and when emotions and stress are running high, maybe in ways we don't even fully realize. For most of us, emotions and work don't often mix to begin with, and feedback is almost always emotional.  

Yet consistent, compassionate feedback is exactly what this moment calls for. 

As working parents start to consider school and childcare this fall, and as the Coronavirus continues to mean sheltering in place and working from home (some companies have recently extended work from home policies through summer 2021) the long-term effects -- anxiety, toxic stress to name a couple --  are becoming clearer and more pronounced by the day.  

Now is precisely the time to have more conversations, not fewer, and for managers to ask how they can be supportive. This might mean flexible working hours, clarified expectations, different meeting schedules. It's never been more important for consistent and compassionate feedback. 

I shared a strategy on how to have meaningful feedback conversations with confidence in Honestly SpeakingI've evolved that strategy here a bit to help in the time of sheltering in place:

6 Steps for Consistent, Compassionate Feedback

1. Start with motivations. I like to ask myself: what do I really want? What do I fear? What is really bothering me, or what would make this situation better? What's motivating me here? Positive motivations are learning, finding truth, getting results, cultivating connection. Negative motivations are trying to win, to be right, to blame, punish or embarrass, or to avoid. I ask myself why this is an important feedback conversation to have -- whether I'm giving or receiving the feedback.

2. Recognize my own narrative. Every person's brain develops their own narrative or story about a person or situation. We all carry these around with us. I try to recognize and get to know mine. Separating out facts from opinions really helps see what's a narrative, and how it might be different than someone else's.  Do I see myself as a victim or villain?  A protagonist or antagonist? What's the story I'm telling myself about how my manager sees me, or how my direct reports experience me?

3. Make it feel safe for others.  Communication is ultimately about seeking common ground. I try to start from a place of respect. I try to make sure to clarify my intent and my connection with the other person. I try to prioritize this long term connection over the short term content of the particular feedback.  Everybody gets defensive when we perceive negative intent. So try to communicate from a place of positive intent.

4. Acknowledge other narratives. I try to state the facts, to share my narrative, ask about others' narratives, and then converse.I try to ask about other people's stories or assumptions, and then to explore rather than expound. This is really important because it helps me to find where there's already overlap and common ground. 

5. Making it feel safe for others to share with you, and to share their own path.  I try to make it my goal to understand the other person's point of view.  I try not to react right away, and when I do, it's about finding where the narratives don't match up -- and then we can talk through the differences. Thanking people when they give you the feedback is important -- because it's hard to share feedback as much as it is to give it. Importantly, positive feedback is important to give -- expressing gratitude and admiration for what's going well is especially important in hard times.

6. Clarify action and outcomes.  Who does what?  When?  What is a next step?  Even if we agree to disagree, what will I do differently?  How do we move forward?  Being clear about what you need and what the outcomes are is helpful not only in this conversation, but in terms of building the longer-term
trusting relationship that makes the next feedback conversation a little easier.

Don't underestimate how hard this is for people right now. Regardless what you see online or read, it's hard for people. Take care of each other. Check in on those you love, especially those who are used to keeping it all together and taking care of everybody else. Please reach out if I can help. If I can't, I guarantee I know someone who can.

Having Hard Conversations About Race

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Real social change starts with changing hearts and minds, usually among those we're closest to in life.

Beyond the protests, the donations, the bold to bland public statements, the sharing and re-tweeting on social media, real change around racial injustice starts like it almost always does -- at the dinner table and around the water cooler, via personal conversations.

Many of us, especially those of us who are White, are starting to have more live conversations with relatives, family, friends and co-workers. These conversations can often be with those who hold dissimilar views to our own, at home, over zoom, and at work, and so they are really hard. They are hard because we have to confront our own feelings and learning as well as those of others. These conversations are in some ways far harder than showing up for a protest or making a donation -- yet they are important for all of us to have.

Disagreements can turn into arguments, conversations can turn into yelling, rational thoughts can be overcome by powerful emotions. And, it's in these conversations with people you know, love, and trust can start to change minds, and when you can un-learn racism together.

It is possible to change someone's mind -- your own anti-racism evolution is proof.  Dialogue is important when it comes to race, especially when it's white people educating other white people about these issues.  

Here are some ways to consider engaging in hard conversations about race to keep the dialogue going, productive, and to help translate the talk into meaningful positive action:

1. Be clear on your purpose and expectations

Think about this as a process or a journey, not a box you check. These are ongoing conversations, likely not resolved in a single setting. So be clear and honest with yourself about what your goal is. The goal probably is more to plant a seed of doubt that will grow and evolve over time, not to get radical change in a single conversation. 

Be clear about whether your purpose is to argue or to debate. Starting with a smaller goal of getting your family member or friend to question a single long-held belief or bias -- maybe one they didn't even know they had about affirmative action, cultural appropriation, voting, for example --  can be the right step in a longer journey. 

Lastly, making a clear distinction about intent versus impact.  Few, if any of us, believe we ARE racist. What we mean is that we don't INTEND to be racist. But sometimes our actions have the IMPACT of harming someone based on race, even if we didn't intend it, or understand it. Remember that this is a system we are all a part of, and that racism really isn't about you. 

2. Set the right tone, be curious

It's important to focus on the overall goal. As I talk about in Honestly Speaking, being aware of your audience and your purpose is paramount any time you communicate, especially when communicating about hard things. Here, we want to focus on the information we communicate more than our own feelings. Be thoughtful of how you come across, the posture you assume when entering a conversation. Approaching it from a place of curiosity and collaboration, rather than telling other people how to talk about racism -- will go a long way. When talking to Black people, don't tell them how to talk about their own oppression "tone policing" or have to have an opinion or fact to share in response to every comment and conversation "white-splaining."

The focus should be listening, and doing the work of talking to other white colleagues and family in a way that ensures they hear what you want them to hear. Two ways to do that: (a) set some ground rules and boundaries to be respected in having these conversations, and (b) keep asking questions. Embody an approach of curiosity. Make it feel safe for other people to ask questions -- so they know they can engage in the conversation. If you feel like you aren't getting through, keep asking "Why do you think that is?" or "What's behind that assumption or that fact?"

3. Listen

This is something we all could do a lot more of almost all the time. Active listening -- listening to learn, not just to respond -- is super important. Sometimes the questions others ask are as important as the statements they share -- and what they don't say is as important as what they do. Listen to observe and to understand. This doesn't mean abandoning your point of view, but it means being interested in others' experiences and perspectives. 

4. Share your own stories of privilege, your own missteps, your own learning

Sharing your own story, your own learning and evolution makes it more about using your evolution as an example that might be useful to someone else, rather than a lecture or telling someone how to be. Using language like "I used to believe X, and then I learned Y and now I feel it's important to do Z" is a good way to learn and be clear yourself, and in so doing, to teach others.  Just like any real discipline -- the best way to really learn something is by teaching it.  

This especially applies to sharing stories of times where you screwed up, got it wrong, and when you explain why what you did or said was wrong. Being vulnerable is a strength.  It normalizes failure and growth. Not only in your own evolution on a hard issue, but in evolving the conversation and making it easier for others to explore their own growth and failure.

5. Keep learning 

It's ok and likely that you won't have all the answers.  Expand the places where you get information -- not just CNN, FOX, and Social Media.  Turn them off, and pick up something else.

If people are already resistant to protesting, or reading entire books on racism, simply sharing a long list of resources won't work. Shorter essays, podcasts, videos can be easier ways to engage and discuss after.  Watching together is something to do together and the mere activity itself helps you find common ground. (I've included a few below).

And lastly, get some space. Know when it's time to take a break. To hit the pause button.  In December I shared some thoughts around managing difficult dinner conversations around the holidays, and the concept is the same here: when emotions are running high and stress levels are high, taking a break and getting some broader perspective and context is 50 percent of managing hard conversations. The less physically agitated you are the better you are at not having emotions cloud what you're saying and what you're hearing.

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On May 30, I shared some thoughts on how to communicate about racism, and have organized several virtual workshops on the same topic. They’ve been very rich conversations and I'm happy to do more of these -- let's talk. 

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A few shorter resources to learn more

A Few Thoughts on Communicating about Racism

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UPDATE (6/5): On June 9 at 11am PT, I will be leading a live, online mini-workshop for anyone interested in learning how to translate this content into an interactive workshop at your organization. All proceeds benefit the Equal Justice Initiative and the Black Lives Matter Global Network

REGISTER:

https://us02web.zoom.us/…/tZUvc-GspjMiGdUwgZEuSUAoPtp9LZJ62…

DONATE:
Venmo: @andrew-blotky
Paypal: andrew@azureleadership.com

*****

The last few days have laid bare deep anger, outrage, and despair at injustice in the U.S., and the real sense of fear and indignity people of color live with every day. The voices of the black community have been silenced, and the voices of the rest of us have been silent, for too long -- leading to deadly outcomes.   

It's heartening to see more people finally speaking up and speaking out about racism in the US the last several days after the brutal murder of George Floyd, the racial profiling of Christian Cooper, what many are calling the lynching of Ahmaud Arbery, and the police shooting of Breonna Taylor, and the ensuing protests all over the country. Of course these recent atrocities follow so many other hundreds and thousands of instances we hear about -- and many we don't.

As a white privileged man, I know that I have more to learn, and have a deep-seated responsibility to speak out and speak up. Racism in the United States is real, pernicious and pervasive, and it's everybody's problem. 

I believe it's everybody's responsibility to fix it and to be a part of the conversation. Especially if we have a platform or a broad audience, of any kind, we have an obligation to speak up. Either we let racism persist or you confront it — but there is not an in-between.

For many of us, especially those of us who are white, finding the right words to speak, in the right place or the right time, or just the right way to join the conversation can be hard and overwhelming.

It’s hard partly because it goes to recognizing and reconciling white privilege and the bias that we all carry around with us. It’s hard because many of us don’t want to say or do the wrong thing. And it’s hard because for many of us it involves a mix of emotions like despair, anger, rage, hopelessness, fear, and shame.

So I want to offer some thoughts on how we can communicate better on these hard issues -- because it's imperative that we all do. I do this recognizing my own privilege and bias and continual efforts to get better. 

Keep in mind: communication at its core is about finding common ground. Communicating on any issue --especially hard ones -- is at least as much about the words you speak as the relationship you seek to create.

Now is the time to speak gently and compassionately with each other. Speak about the importance of this issue, speak with passion, about the importance of these issues. Speak with empathy about how you might see more of yourself in others. 

There’s no perfect, but we can all do better. That means we will make mistakes. It will be uncomfortable. But we have to show up and speak out.

This is for all those who want to speak up now, and for all those who previously haven’t for whatever reason but who are now ready to.

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FIRST THINGS FIRST

  1. Listen more, talk less. Especially if you are white, it's impossible to know what it's like to live as a black person in America. It's ok not to have something to say all the time, or even most of the time. You don't have to post on social media just because you see everybody else doing it.  Listening well, with fewer interruptions and more silence means you have more ability to learn and process what you're hearing, make others feel heard and respected, and allows you to decide what the right response is in a thoughtful way.

  2. Start with your motivations. What do you really want? What do you really fear? What emotions are you experiencing?  Positive motivations are learning, finding truth, cultivating connection. Negative motivations are trying to win, to be right, to blame, punish, embarrass or avoid. Ask yourself why this is a conversation that's important and hard to have. 

  3. Educate yourself. If you don't know the answer to a question, or understand why something is happening, ask.  But ask maybe after you've tried to find the answer yourself. And then listen. Listen to understand. Systemic racism has a centuries-long history in the US alone, and there are lots of resources that you can read, listen to and explore that will help you to understand people's experiences. I've included several at the bottom of this note.

    When you have educated yourself, it's easier to know the right questions to ask. I'm including a few resources at the bottom of this post. Take responsibility for being a contributor to the dialogue by learning more and widening the aperture of the lens you see the world through.

  4. What are you feeling? Be honest and clear about how you're feeling. When you name your feelings, it's a lot easier to look at them and address them. One tool I like is the feelings wheel

WHEN IT'S TIME TO COMMUNICATE

It may help to use a type of simple grid like this one to help sketch out how you are thinking, feeling, and want to communicate based on the situation.

  1. Be clear about two fundamental questions.  Like every instance of communicating in your life -- with a friend, with your boss, and everywhere in between -- it's best done when you first answer two questions for yourself:  

    (a) Who is my audience? Who am I talking with?  What is the likely perspective they might bring to this post or this conversation? What are the ways you might not be able to understand where they are coming from or what might they be feeling? 

    and 

    (b) What is my goal or purpose? What am I trying to get the other person to feel, know, to do?  Why are you posting on social media? Being really honest with yourself about your intent is important -- if you want people to understand where you are coming from be sure YOU understand where you are coming from, and try to put yourself in their shoes first. 

    Answering these questions will help you be more comfortable with what to say and when to say it.

  2. Pick the right setting. Social media is not the only place to communicate about these issues. Just because you don't post doesn't mean you don't care or are apathetic -- and conversely, if you post a lot and repost and re-share, it may be good to ask yourself what that's about and why you're doing it? 

    In having these conversations in-person try to have them in relationships that feel safe to you. Talk about this with your friends. Ask them how they are feeling and what they think. We all need to talk about this a lot more than just for the next 24 hours.

    Keep in mind, you can communicate through actions as much as with a bullhorn. If you choose to communicate your rage, concern, empathy through donations and support of organizations, do that. And then say why you’re supporting that organization, or why you shared a tweet. 

  3. Let empathy and curiosity lead you. Sometimes it's ok simply to listen and process. You don't have to have an express an opinion on, or respond with a different opinion or insight, every time you hear one, especially from a person of color. Be aware of how you come across especially if sharing an opinion or perspective, or even something you read might come across like lecturing, overconfident or condescending -- in other words, like you're "white-splaining."

  4. Make it feel safe for others. Start from a place of respect. Make sure to clarify your intent and your connection to the other person. Prioritize the connection over content.  People get defensive when they perceive negative intent. Notice if someone is being more withdrawn or more agitated -- this is likely when you're being less persuasive and more abrasive.

  5. Acknowledge narratives. We all carry around narratives and stories in our heads, especially around hard and emotional topics. Stating the facts, sharing your narrative, asking about others' narratives, and asking to explore their assumptions -- lets you come from a place of exploring rather than expounding.  Doing the reverse leads to confrontation and misunderstanding.

  6. Make it feel safe for them to share with you and explore their views. You should make it your goal to understand their point of view. Don't react right away. When you do, you can't find where the narratives match up. 

WHAT TO SAY

  1. I'm not going to tell you what to say. But your heart will tell you. Each of us expresses emotions and expresses our own sense of right and wrong in individual ways. But to keep silent in the face of deep wrong is to be complicit in the continued violence and in the continued wrong. And if it's feeling hard or if you feel confused, that's a sign you need to ask more, read more, listen more, and reach out more.

  2. When you see something, say something.  When you feel something is wrong, say it. When you are saddened, say it.  Be a little more thoughtful, be a little patient and struggle a little bit until you can find the right words. 

  3. It can be enough to say anything that shows people that you see them, hear them, stand with them, stand as part of a community, acknowledge the pain and fear and heartache of others. It can be enough to share resources you find useful or organizations you support so others can support them too. Something like "I see you, I hear you, I mourn with you, I fight for you" is powerful when it comes from your heart.

WHAT NOT TO SAY

  1. Something like, "I can't believe something like this would happen today in 2020!"  People of color have been deeply aware of systemic racism for centuries and in some ways it can denigrate or undermine their own lived experiences. 

  2. Anything about "colorblindness." It's not real and not possible in a country like ours.  Related, be mindful of your audience.  Not all minority experiences are the same in this country, and not all groups and experiences can and should be lumped together. Part of the power of effective communication on these topics is honoring and reconciling individual experiences, not equating them all.

  3. "I just don't know what to say."  If you don't, then it's time to reach out to a friend or to read more or to ask more questions. Or say what you feel, share what you believe to be right or wrong. I am happy to talk to you anytime.

RESOURCES

TO LEARN:

A good, fuller list of resources here.

TO CONTRIBUTE:

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I hope you’ll find a way to communicate in your own way and contribute to overcoming the biases that contribute to the original sin of our country.

I am angry and I am sad, and I will continue to do my best to use my words and passion to communicate as best I can about this for as long as it takes.

Master Virtual Meetings and Communication

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A short-term period of virtual work is quickly becoming a longer-term reality for most of us. Virtual meetings are here to stay, whether people return to offices or not, and this new reality requires a new way of working and leading.

Leaders and managers who master virtual communication -- one-on-one and with teams -- are going to be the ones who thrive and help us define the new normal. Managing both style and substance is key. 

To help, I'm pleased to offer two unique online workshops, tailored to you and your team. Each is 75-90 minutes.

Virtual Leadership Communication Workshop: Virtual Meetings and Presentations
Master the art of online meetings and preparation, executive and leadership presence and style, and learn the way to cultivate a sense of connection and community among your team. The full list of potential topics covered is here. This workshop includes some team-building activities and zoom functionality skills.

Leadership Communication at Scale
The way we communicate and transform the way you lead and connect, and there's never been a more important time to master communicating with empathy, openness and clarity. This workshop builds on the framework in Honestly Speaking for communicating at work and includes an interactive exploration of my Honestly Speaking Cheat Sheet tool.

In these interactive workshops, participants come away with:

  • An understanding of the unique challenges of virtual communication and how to prepare and connect better

  • A new way to think about leading in times of angst and insecurity

  • Tools and easy-to-remember frameworks for mastering virtual tech, meeting content and managing conversations

  • Zoom tips and tricks

  • A chance to practice and get real-time feedback


I have been offering versions of these for teams and individuals, and would love to share them with you. Please let me know if you or your teams might be interested in setting up a workshop.  

How to Communicate Better Under Stress

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During difficult times, when many of us are under an immense amount of stress, one of the hardest things to do is to communicate well.  It's hard because we are under more pressure and uncertainty clouds our ability to perceive others and ourselves clearly.  I’ve been hearing a lot of situations lately where communication has gone awry and left people frustrated and turned off.

In life's hardest situations -- whether with a partner or roommate, a colleague at work, or a consultant or potential employee looking for business or work…

…we tend to default to our one-way communication style: focusing on what we need and want in the moment, rather than in the context of a long term relationship -- and pushing that out to the other person.

What we say often comes out and comes across as aggressive, desperate, or jumbled and unclear. And we don't really know what people hear.

This is true in in-person conversations as much as other contexts. Our social media posts could be missed or misunderstood, emails reaching out can be misinterpreted as tone deaf or untimely, a lack of a response to an email or a test could be taken out of context or interpreted in a negative light, no matter your intentions.

Changing the way you communicate to a more collaborative approach can help you transform a single interaction from a disaster into a success.

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A way to communicate better in hard moments that's worked for me -- both so I feel better and so that others are more likely to respond well to me -- is to seek out opportunities for authentic connection with the people I'm communicating with, and to come from a place of inquiry rather than certainty. From a place of “I/me/mine” to a place of “we/us/ours.”

I try to be curious about the situation and try to stand back as an impartial observer.  This allows me to be more genuine and to try to understand better not only what I'm trying to convey but also how the other person is likely to receive it. 

Here are some questions to help guide you:

  • What do I want in this situation? What am I scared might happen? What is the worst that could happen?  What's my ideal outcome?

  • What am I hearing when I really listen to the other person? What might be underlying the words they are speaking?

  • What is the other person likely thinking?  What words would they use to describe me based on how I've been speaking and acting toward them?

  • Am I avoiding or ignoring? Why?

  • What could I say or do to show the other person that I have been respectful toward them? To make them feel heard?

  • What are two or three different ways I could say that same thing? 

  • Have I apologized in an honest and direct way? Have I taken ownership of how I might be perceived by the other person? I love Dr. Harriet Lerner’s approach to apologizing well.

Genuine empathy, connection and collaboration are at the root of honest dialogue and communication, and the cornerstones of any relationship, whether it's just beginning or has lasted years.

How to Evolve Your Culture Coming out of Coronavirus Part 2

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Last week I shared the first of two posts on the key questions every leader should be considering about their company culture coming out of the COVID-19 crisis. This week I'm sharing part 2.

Leaders everywhere are thinking about some variation of the question:

Whether it's back to normal or a new normal, how do we evolve our culture in a way that acknowledges what we've gone through and sets our people up for success in the future?  


It's important to be purposeful and intentional about culture, especially at a time like this.  Culture is what defines an organization, and is not a "set it and forget it" proposition, or simply a box you check off.  A vibrant, inclusive culture requires constant care and feeding, and re-tooling when the world changes.

It's unlikely that any organization is going to go back to the way things were and continue to be successful. So now is a potent moment to consider your culture -- how you want people to feel, to be included, and to conduct their work in service of your clients, customers, and mission.
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Here is the second set of fundamental culture questions:

(1) What are the behaviors that we want people to own and exhibit in a new way of working?  And crucially -- who are the people in your organization who exemplify them? Culture is the sum total of behavior, and during times of big change comes a re-awakening to how we show up and how we engage with others. Be clear about what you expect in terms of how people live your values and treat your colleagues and customers. For example, how do people interact and conduct business? How do we build in more empathy while continuing to be productive? Should we have a new approach to meetings and collaborating? 

(2) How can we empower people to feel they have a sense of agency and control? In times of change and uncertainty, people get anxious when they don't feel they have a sense of control. What might we do to help colleagues feel more agency over the culture and more like owners of the organization? Especially around remote work and balancing family demands, thinking about questions like, "Do people have to have video on for every meeting?" and "Can people decline meeting invites without being penalized?" will go a long way to helping empower our people.

(3) How do we maintain and expand a commitment to diversity? Too many organizations have made great strides in recruiting and promotion and in terms of D&I programming in the last several years to see them fall apart or be discarded right now. It's right thing to do and it's good for business. 

(4) What are the norms we want to establish as leaders for the new world?  About caring for people and their families? Articulating and re-examining expectations for outcomes and performance? Showing recognition and celebrating wins? Empathy is the key attribute for leaders today. How do we show it in every interaction and in every business decision we make?

(5) How might the way we communicate change?  For many of us, this time has resulted in far less performing and presenting, and simply being -- a real move "back to basics." When I think about how I communicate inside your organization and with the world outside it, how might I continue just being myself, being human and being reasonable, rather than performing according to a role or a way I thought I should? Here are some tips for how to communicate effectively internally and as a leader.

How to Evolve Your Culture Coming out of Coronavirus

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One certainty has emerged from nearly every conversation I've had with leaders across organizations and industries in the last two months: culture and how we evolve it is the existential question of the moment. 

Leaders everywhere are thinking about some variation of:

Whether it's back to normal or a new normal, how do we evolve our culture in a way that acknowledges what we've gone through and sets our people up for success in the future?  

Each Tuesday for the next two weeks, I'll be sharing 5 fundamental questions that will shape how to evolve your culture to keep it thriving and inclusive.

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As a leader, on your own or with trusted teams, now is an especially potent time to think intentionally about what the future might look like for your organization and how your culture will evolve.

I say this not as means of escaping short-term reality or as some thought exercise based in fantasy. Rather, the best leaders use moments of challenge and hardship to develop a vision and find ways to tap into the potential of teams and people that maybe hadn't been realized before. 

A the great author JK Rowling shared in her 2008 Harvard Class Day Speech:

"Rock bottom became the solid foundation on which I rebuilt my life."

Because culture change takes time, it's far better to be proactive and intentional about identifying and implementing the inspired future you want, rather than to let it simply morph or wither on its own.  In a world of uncertainty, this is one thing you can control and feel proud of.

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How? Here are the first five questions that every leader should be thinking about right now in terms of culture and the future:

  1. How do you give yourself grace and space? Just about everybody is burned out and scared and processes emotions and change in different ways. We tend to focus on the immediate. Creating space on your calendar, in your day, away from screens, and away from other obligations -- even if it's 5 minutes -- is important to free up mental space and to widen perspective. Doing this even without the pressure to figure out or come to an answer is important. Without a mind a little freer from clutter and angst, you won't be able to answer any of these questions.

  2. What do your organization's or team's values tell you to do in hard times or when the answer isn't clear?  If they don't point you in the right direction, maybe this is a good moment to rethink and revise them. Values are far more than words on a page, or posters on a wall. They should guide you when making hard decisions and should clarify how you want people to act toward each other and in doing their work. Values are the universal guiding stars and all organizations should have and live them.

  3. What about in-person connection is important to our organization?  Why is it important?  The absence of it now is a great time to clarify for yourself what about in person connection is valuable about it for your organization -- what's a nice-to-have versus a need-to-have. Whether an all-hands meeting for 1000 people or the way you arrange desk space, what do you need to keep and what maybe were old expectations that have been disproven that you can let go of?  How can you build a sense of community aligned with your values and with people's need for safety?

  4. Related -- what do we stand for about when to open? If some governments and localities start to allow businesses to open before others, what are your own standards for when to open? What do those standards tell you about your values? 

  5. Zoom fatigue is real -- how do we avoid it?  Nonstop video meetings cannot be a total replacement for ways of working because people burn out quickly. A recent National Geographic article pointed out the science behind what a lot of us have experienced.  What are the ways of communicating and working that you can employ beyond days full of video calls?


I’d love to hear what you think. What's working for you?  I'll share my next five questions next week.

Writing it Out Can Be Our Way Out of the Covid Crisis

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If you don't have a regular practice of writing in a diary or a journal, right now is an especially good time to start. 

One of the most tried and true communication methods -- writing it out -- is one of the single best things you can do for your mental and physical health, and because your story matters. 

The great thing about keeping a journal is it has an audience of one: you. So you can quite literally do it any way you want.

In many contexts, especially when something is complex or challenging, writing is the way of sorting, figuring, and contextualizing the mental churn and chatter we all carry around with us. This is especially important if you feel unsure, anxious, depressed -- which I'd guess is just about all of us, at least to some degree, these days. 

WRITING IS GOOD FOR YOUR MENTAL AND PHYSICAL HEALTH
Right now, during a time of immense change and instability, taking stock of what you're feeling, what you know, and working through ideas in your head is really important.  Writing it out makes manifest the ideas and feelings in your heart and mind. 

Over just a short time, journal writing can quite literally relieve stress and generate a feeling of control, stability, and clarity -- for two reasons: 

  1. It creates order to a chaotic world, and 

  2. It helps you hone for yourself what you're really thinking and feeling. 

Sometimes things feel scary because they are nebulous and ill-defined, and lack connection and context. 

Writing, even for just a few minutes, helps you get out of your head and create more space to breathe. It also gives you a built-in way of bringing more positivity into your life in noting what you're grateful for and in writing about yourself in a positive way. 

YOUR STORY MATTERS
Keeping a journal also means you're recording for yourself, and possibly others you're close to, this moment in history.  Each of us has stories to tell, and everybody's story is important and contains wisdom to offer.  The wise and the best leaders draw connections, identify patterns, and provide context. Journaling helps you identify those. This is especially important for teams in organizations undergoing a lot of change.

Education and sharing stories has been a part of the human experience long before writing and printing presses were invented. Sharing your story gives you an opportunity to go back and reflect, to remember where you came from, identify trends, and educate future generations.

PRACTICAL JOURNALING TIPS

  • Paper vs. Technology: Write if you like to write with pen and paper. Treat yourself to a nice journal with paper you like, or you can use any notebook you have. It doesn't have to be fancy or expensive. Paper allows you to draw and access a part of the brain we use less as we use technology more.

  • If you're more of a technology person, I love the Day One app as a way of recording thoughts, voice memos, photos and memories. This allows you to keep a record of thoughts, images and sounds as you go through your day.

  • When should I journal? Pick a consistent time of day. The habit makes it easier to keep. I like early in the morning, when I'm freshly rested before looking at my phone. Many people like end of the day as a way of reflecting.  Since this is for you and only you, maybe experiment and see what works for you. 

  • What do I write about? Anything you want. Write free-form, stream of consciousness. Draw images. If you are more of a structure person, use consistent self-reflection questions. I have posted several to get you started here

  • Don't sweat it. It doesn't matter if words are misspelled, if you even use full sentences, what it looks like, how it sounds, what you say. This is for you. So give yourself a break.

  • Be curious.  What themes start to emerge? What do you notice about how you feel before and after you write? Over time, what becomes clear and what patterns do you notice?

Give yourself the gift of reflecting. It will make you a better leader and a better communicator.  I'd love to hear what you write about.