(The Importance of) Finding Hope

A good friend observed, following last Saturday's Womens' March, that it was the first time since November that she felt hopeful.   I am struck by the utter importance of that remark.

Hope is not a fantasy nor the loss of realism;  instead,  hope is the reality of what we can accomplish together.    Both inside and outside of work, the loss of hope is the spiraling down to ultimate defeat,   The embrace of hope is not only defiance to the darkness that exists in life but it becomes the spiritual counselor to the action plan of the future.

Where does one find hope?   We find it in ourselves and we find it in community.  We find it in the things in this world that are truly just and nurturing - and we use those things, stone by stone, to create a positive path going forward.

How does one keep being hopeful?    Hope must not be an empty promise we make and break;   instead it is a continuity of thoughtful, practical actions that moves us and our community.      In other words -   it is driven by a purpose and strategy that is renewed everyday by our actions.

Hope is persistent.  It never gives up.

Hope is, by its very definition, positive.

Hope is fed by fact. . .and integrity.

Hope is smart.

Negativity, prejudice, anger, lies, conspiracy theories, disenfranchisement of others - these things do not get us anywhere nor do they enrich us.  Hope is true leadership that moves all of us forward.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

The Power of Community

Stakes are very high;  this seems to be an age of increasing acrimony and the resulting isolationism.   The antidote is community. . .people  who support one another and ultimately have one another's best interest at heart.    Whether at work or on the national stage or in social circles, community is vital to success.    Community is the power of many  vs. the power of one.

How one does one build community?

Open yourself to others.   In building community, you want to know about the people you are engaging - the same is true of you by the people who are building their own communities.    Share information about yourself, become unsheltered.       Find common interests and concerns.  

Look for people you can trust.     Trust is a special commodity;   truthfulness is even a rarer commodity.   Thoughtfully listen to the people you are engaging. . .do their words and subsequent actions indicate that they are trustworthy?     More important, are they truthworthy? (Clue here:   if they brag about how they lied to someone - they will lie to you).

Engage with people who are smart.   Differentiate this from people who tell you they are smart.     Smart doesn't necessarily mean (even though I wholeheartedly support a college education) that they have an MBA or BA - some of the smartest people I've worked with built their careers upon high school diplomas.  Look beyond "book smart" and seek emotionally smart, street smart and world smart. 

Seek diversity.    Yes it means ethnicity. . .and gender. . .and sexual orientation.  It also means diversity in strengths and skill sets.  I do not have an engineering mindset - I'm so thankful for those people in my life who can think with an engineering thought process and guide me accordingly.      We seek diversity because it strengthens us;   first and foremost, we seek diversity because it is the right thing to do.

Differentiate between narcissism and finding people you truly enjoy.   Yes, we are attracted to people who are like us, but longer term those may not be the people we really enjoy working with and playing with and relaxing with.     Find comradery.

Selflessness.  Individuals and communities that look inward are ineffective;    those that look outward and channel their energies to other individuals and other communities are those that will change the world.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

Overcoming the Perils of Isolationism

Isolationism. It may seem warm and snuggly. . .just you and a few that share your opinions.  By creating a wall around yourself, you can shut out the world;  in a fortress-like sense it seems like a safer place. It is, however, a misguided sense of comfort.  Whether in the workplace or out in the world, isolation means  that ultimately you are unsupported and you will fail because of a lack of awareness of other opinions and points of view.

Today, it seems it is easier to be isolated.  It used to be we had to be physically out in the world so much more, exposed to so much more.  Now, however, a bulk of work is accomplished in  the comfort and confines of our desks and couches and computers  (which is great) so that we don't need to be out among the masses and exposed to that diversity of opinion (which is not so great).

"But what about all the diversity and spectrum of information that the digital age gives us?"  True enough, but what about all of the filters that come with the digital age?  A family friend makes a very wise observation:   sophisticated user tracking (especially on social networks) feeds us the information that, based on our user patterns, is often want we want to see.   This in turn provides us with a special degree of isolation or a belief that more aligns with our opinions than what is reality.

In the world of media - there are a breadth of  channels available so that we can select that which is the most familiar and that which conveniently feeds our preconceived notions.

No mistake:  isolationism = narcissism.  Isolationism is the power of one vs. the power of many.

The remedy?   We need to  actively put ourselves out there.   Let's use the digital resources that are available  to feed our curiosity.     Let's seek the facts as opposed to being all self-content with our own assumptions that resolve with name calling and broadbrush statements.     We should understand other opinions to both challenge and strengthen our resolve.   Let's acknowledge what is and work with others to change that which is unjust.  Let's actively educate ourselves through inquiry and passionately engage in conversation that illuminates the community.

Let's not stand alone;   let's stand together.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

Four Great Tactics for the Annual Review

All that paperwork!     Those awkward, oh-those-awkward conversations!   The drama!    It's time for the annual review.    Why is that something that, in theory, should be anticipated comes to be dreaded?    Maybe, just maybe because we've tortured the process. . .and maybe, just maybe we can use these four hints to restore some life to something that should be vital to ongoing professional development as well as the future of the enterprise. . .

It's really not a top secret document.    Here's the scenario.   As the reviewee you are given an appointment to receive your annual review.   You walk into the office entirely uncertain of what to expect.   The reviewer  reaches back. . . unlocks a file cabinet. . .takes out a sealed envelope and then, with a flourish, whips out your review.   For what reason?   This is not The Oscars!     I much prefer an open process.   A beneficial review session is not limited to one, heavy-handed session in which the reviewee is expected to absorb information they have never seen before.    Start the process well in advance.  Review together what you believe the year's accomplishments and challenges have been.    Both the reviewer and the reviewee should do draft documents and then compare notes. . .then come to an agreement about what will be on the formal document.   As opposed to suspicion, this breeds integration and (hopefully) camaraderie toward a goal that is satisfactory to both parties.

Don't set people up for the unattainable.     If you are working with a scale of ratings have the common sense to set up a spectrum is attainable.  I once worked for a company that had a rating scale of, let's say. . .1-10.    It was a known fact that if you gave someone a 9 or 10, even if  the reviewee was Jesus Christ, it would be challenged in a review board:  "No one should get a rating that high. . .what do they do, walk on water?"   Have a spectrum is reasonable and attainable.

The review is not a grenade.   Seriously, you do know what I'm talking about - you take the pin out of it and throw it:  ". . .and-you-got-a-3-on-initiative-and-a-4-on-revenue-so-your-total-score-is-3.5-any-questions-please-sign."   This person has worked about 2,000+ hours this past year to receive a 1 minute and 28 second review - what kind of appreciation is that?    Sit down and converse already - you will earn the respect of the individual and you will learn something. . .guaranteed.

Make it an ongoing process.  I don't know about you, but I'm the kind of person that needs feedback, especially if the business climate is uncertain.   Once a year really isn't enough.   I'm not suggesting another round of paperwork. . .or salary adjustments. . .or succession planning.   I am suggesting that throughout the year informal conversation about how work is going and how the individual is doing is not only nice, but warranted.

Your business is important.   The people who run your business are your most important asset.   Good review sessions allow people not ony to reflect, but to move forward.


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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.