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Designing Your Work for Flow

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We’ve all heard of flow—that remarkable state of being in the zone and operating at our best. Many of us have experienced it. But what exactly is it? And how do we get into it? Have you experienced flow at work?

First, we note that the deep concentration and absorption associated with flow is becoming much harder to attain these days with all our alluring devices and their dopamine-driving distractions.

Just when we need it most, it’s becoming more and more elusive.

 

Complete Absorption

Mihaly Csikszentmihalyi, a psychology professor now at Claremont Graduate University, has dedicated much of his life to studying flow. In his interviews with athletes, artists, chess players, and rock climbers, he found that many of them moved into a state of flow—a “state of complete absorption in an activity and situation.”

Why did he call it “flow”? Many of the people he interviewed described the experience as if a rushing current of water carried them along. Writer Elizabeth Gilbert in her book Big Magic captures it beautifully:

“Sometimes, when I’m in the midst of writing, I feel like I am suddenly walking on one of those moving sidewalks that you find in a big airport terminal… I can feel myself being gently propelled by some exterior force. Something is carrying me along—something powerful and generous…. I lose track of time and space and self…. I only rarely experience this feeling, but it’s the most magnificent sensation imaginable when it arrives. I don’t think there is a more perfect happiness to be found in life than this state, except perhaps falling in love.”

Csikszentmihalyi characterizes flow as a state of “optimal experience”—of almost effortless attention and peak performance. In flow, he says, we feel “a sense of exhilaration, a deep sense of enjoyment that is long cherished and that becomes a landmark in memory for what life should be like.”

Flow changes everything. Once you experience it, you’re changed forever. You glimpse a different way of working. After jockey Red Pollard’s come-back ride aboard Seabiscuit at the famous “hundred grander” at Santa Anita, a spectator said Pollard looked like “a man who temporarily had visited Olympus and still was no longer for this world.”

In flow, according to Csikszentmihalyi, “Attention is fully invested in the task at hand, and the person functions at his or her fullest capacity…. You’re so involved in what you’re doing you aren’t thinking about yourself as separate from the immediate activity. You’re no longer a participant observer, only a participant. You’re moving in harmony with something else you’re part of.”

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The Nature of Flow

What is flow, exactly? Flow involves three elements:

  • Complete absorption in an activity
  • Lack of anxiety about losing control
  • Altered sense of time

The last one is a telltale sign. Recall those times when you’re so engrossed in the activity that you’re astonished when you discover how much time has passed in the meantime. It feels timeless.

 

The Body and Brain in Flow

Flow isn’t just a poetic description of a magical state but also a bona fide physiological phenomenon. When in flow, according to researchers, our heart rate and blood pressure decrease, and our facial muscles relax. Neurological studies show that the brain expends less energy during flow compared to when it’s wrestling with a problem.

Flow is associated with a decrease in “psychic entropy”: an anxious state of mind, common for many of us, in which our brain is stuck in a frustrating loop of concern and disarray, with fragmented attention. With that dialed down or switched off, we’re able to engage fully and enjoy the experience.

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Flow and Performance

How does flow affect performance? According to Csikszentmihalyi, “a host of studies have found a strong positive relationship between flow and performance.” He notes that flow is positively associated with artistic and scientific creativity, learning, effective teaching, peak performance in sports, and even skill development. The latter is important, because it means that the more we can get into flow, the better we can get at our chosen activity.

According to the research, flow experiences are fairly rare, but almost any kind of activity—work, studies, hobbies—can produce them. So how do we achieve flow?

 

The Conditions for Flow

According to the research, there are three necessary conditions for flow:

  • Clear set of goals
  • Clear and immediate feedback (so we can tell if we’re advancing toward our goals)
  • Balance between perceived challenges and skills, warranting our full attention (otherwise we’d experience boredom with too little challenge and feel anxiety with too much challenge)

Here’s where things get really interesting. Flow is not some mystical state that flow gremlins bestow upon us. It’s a mental state that we can invite by designing our work and context to meet these conditions.

Most of us live and work in a context today that makes achieving flow about as likely as winning the lottery. To invite flow, we need to get disciplined and systematic about doing what computer scientist Cal Newport calls “deep work”: working for extended periods with full concentration on a single task, free from distraction.

How to do this? In his book, Deep Work: Rules for Focused Success in a Distracted World, he recommends that we decide where we’ll work (a pleasant, quiet place) and for how long and how (with rituals, rules, and standard processes). We also need breaks built into our day to allow us to recharge—and to let our subconscious mind wander.

Perhaps most importantly, we must minimize distractions.

Distractions block flow and open the floodgates to psychic entropy. Too many of us have surrendered to a life of shallow work and distractions.

What could we do with a life of deep work infused with flow?

Wishing you well with creating more flow at work.

 

Reflection Questions

  • When have you been in a state of flow?
  • What was the context, and what were you doing?
  • What ideas do you have for designing your work—and that of your team, if you have one—to invite flow?

 

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Gregg Vanourek is a writer, teacher, & TEDx speaker on personal and leadership development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Take Gregg’s Traps Test (Common Traps of Living), check out his Best Articles, get his newsletter, or watch his TEDx talk. If you found value in this article, please forward it to a friend. Every little bit helps!

Leadership and Psychological Safety in Teams

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The problems in far too many organizations today are legion:

  • Unproductive, boring meetings
  • Astonishing amounts of wasted time
  • Avoidance of sensitive issues
  • Lack of full engagement
  • Reluctance to provide candid, constructive feedback
  • Political games and hidden agendas

Sound familiar?

The effects are far-reaching, from low quality work to employee turnover. According to a Corporate Executive Board study: “Nearly half of all executive teams fail to receive negative news that is material to firm performance in a timely manner because employees are afraid of being tainted by the bad news,” and only “19% of executive teams are always promptly informed of bad news that is material to firm performance.”

“So many times, I’ve heard people say, ‘I knew our strategy wasn’t working, but no one was willing to tell our CEO. No one wanted to lose their job.” –Susan Scott in Fierce Conversations

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Avoiding Important Conversations

Andrew Kakabadse found that a very high percentage of top management team members in countries around the world report that there are issues not discussed because they are too sensitive, as shown below.

Lack of Dialogue among Top Management Team about Sensitive Issues (% of top management team members reporting that there are issues that should be aired but are not discussed because they’re too sensitive)

Source: Andrew Kakabadse, The Success Formula: How Smart Leaders Deliver Outstanding Value (Bloomsbury, 2015).

A related problem is “groupthink”—when people feel pressure to conform to an artificial consensus instead of pressure-testing ideas thoroughly without fear or favor.

What’s to be done?

 

Psychological Safety

What’s needed—desperately in some cases—is what Harvard Business School professor Amy Edmondson and others call psychological safety. It’s a shared sense that the team is safe for interpersonal risk-taking. As with floating a new idea for improving performance, raising a concern, or admitting a mistake.

Timothy R. Clark notes that psychological safety exists when people feel included and safe to learn, contribute, and challenge the status quo—“all without fear of being embarrassed, marginalized, or punished.”

Easier said than done.

Our neurological wiring helps explain why psychological safety is fragile: our brains process a raised voice or a cutting comment as a threat, triggering certain parts of the brain with a fight-or-flight response and shutting down the parts responsible for advanced reasoning and creativity. We become unable to think clearly just when we need it most.

Edmondson found that “Low levels of psychological safety can create a culture of silence… in which speaking up is belittled and warnings go unheeded.”

She notes that speaking up is only the beginning. If a manager responds negatively when someone raises a concern, it reduces or eliminates psychological safety.

She also notes that “psychologically safe workplaces have a powerful advantage in competitive industries.” That’s because they benefit from the feedback loops when customer service agents raise concerns with their managers or when line workers mention production problems to their supervisors, thereby identifying opportunities for improvement. In too many organizations, people are afraid to speak up, and so they don’t share their ideas.

Personal Values Exercise

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The Importance of Trust—And Conflict

To create psychological safety we must build trust. Stephen M. R. Covey has noted that with high trust in organizations, speed increases and costs decrease.

Enter the work of Patrick Lencioni. He noted the value of conflict in organizations (productive, not destructive, conflict). Most people view conflict as something to avoid, because it’s awkward and uncomfortable.

Healthy teams use conflict productively, for example, to work through a difficult problem or understand the root cause of a breakdown. Lencioni observes that the best leaders “mine for conflict,” almost like it’s gold.

“Weak leaders want agreement. Strong leaders want the truth.” -Susan Scott in Fierce Conversations

Most teams run from conflict like it’s the plague. The first “dysfunction of a team” noted by Lencioni is an absence of trust. When people aren’t comfortable being vulnerable in the group (due to a lack of psychological safety), it’s impossible to build a foundation of trust. That’s because people are not open about their mistakes, weaknesses, and needs for help.

This tees up the second dysfunction: fear of conflict. Without trust, team members can’t engage in an unfiltered and vigorous debate, instead relying on veiled discussions and guarded comments that don’t get anywhere near the core issues.

“Trust is the foundation of real teamwork…. Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal…. The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first.” -Patrick Lencioni

By showing vulnerability, leaders model the way and open a space where others feel comfortable doing the same.

The results of disciplined attention to these matters over time can be extraordinary. With high levels of psychological safety, fueled by vulnerability and trust, people rise to new heights of performance and engagement.

Psychological safety, while fragile and rare, is precious and powerful. The best leaders cultivate it carefully.

 

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Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on leadership and personal development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

How to Give Effective Feedback—A Communication Superpower

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Giving effective feedback is a powerful skill. When done well, it can be a big performance booster. When done poorly, a disaster bringing fear, discomfort, and resentment.

At its best, feedback is a great gift that can build trust and respect. At its worst, a spiral to anguish and despair. So tread carefully.

According to decades of research from Dr. John Hattie (2008), feedback is among the most powerful influences on levels of achievement.*

“We all need people who will give us feedback. That’s how we improve.”
-Bill Gates

Unfortunately, few people have learned how to give effective feedback or take the time to do it well, in part because of the fear associated with hurting feelings or damaging a relationship.

Through feedback you can provide information about how someone is doing on the way to reaching a goal. But it can also derail their learning, motivation, and performance if not handled well.

 

Feedback Is Not Advice

Note that feedback is not advice: “You need more examples in your report” is an example of advice, not feedback. Here are examples of feedback:

  • (Golf coach to a golfer): “Each time you swung and missed, you raised your head as you swung so you didn’t really have your eye on the ball. On the one you hit hard, you kept your head down and saw the ball.”
  • (Reader to a writer): “The first few paragraphs kept my full attention. The scene painted was vivid and interesting. But then the dialogue became hard to follow. As a reader, I was confused about who was talking, and the sequence was puzzling, so I became less engaged.” (Source: Grant Wiggins.)*

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Best Practices for Giving Feedback

Here are some best practices for giving feedback:*

1. Private Setting: The place where you give feedback should be private and neutral. Make the recipient as comfortable as possible, and avoid whenever possible public scrutiny that will take focus off the issue at hand. In-person feedback is much better than written, because so many important nuances get lost in emails and text.

2. Mindset: Check your mindset to ensure that you come to the feedback session with a mindset of service, kindness, and openness, and that you’re presuming the best about the person (e.g., that they’re doing the best they can, or there may be obstacles that you don’t know about). Begin with a mindset of wanting the person to thrive and excel while feeling trusted and supported.

3. Positive Experience: Make it a positive experience for the recipient. The purpose of feedback is to help the person improve. Note that feedback should contain positive and negative information about how their actions are affecting their progress toward goals. Simple praise is not enough. Strive for a high ratio of positive to negative observations to ensure the response is not dejection and thus counterproductive. Be kind and considerate. Developing your emotional intelligence is essential.

4. Goal-Referenced: Indicate whether the person is on track toward goals or in need of a change. If the latter, brainstorm with them ways to get back on track.

5. Specific and Actionable: Help the recipient answer the question, “What specifically should I do more or less of next time?” (Thus, “You did that incorrectly” or “Good job” do not cut it.) The Center for Creative Leadership points to the “SBI method”:

  • Situation: Describe the situation.
  • Behavior: Describe the actual, observed behavior being discussed. Stick to the facts and avoid opinions and judgments.
  • Impact: Describe the results of the behavior.

6. User-Friendly: Feedback must be accepted by the recipient to be helpful. View it from his/her perspective and present it clearly. Note the most important elements (not a long list of items without priorities).

7. Timely and Ongoing: The sooner the better, so the actions are fresh. Too many managers save feedback for performance reviews, which is way too late. Feedback should be frequent and ongoing.

“A global study of over 1,000 organizations in more than 150 countries found that more than one-third of all employees had to wait more than three months to get feedback from their manager; nearly two-thirds wish they received more feedback from their colleagues.”
–James Kouzes and Barry Posner in The Leadership Challenge

8. Curious and Open: Invite their perspective and input. Search for mutual agreement and be open to their ideas. Ask them what ideas they have for moving forward. Ensure that they maintain a sense of accomplishment, competence, and agency.

9. Humble: Research has shown that people aren’t good raters of other people’s performance (or their own). We vastly overestimate our ability to do this well. (It’s called the “idiosyncratic rater effect.”) We assume we are clear and correct in our observations and judgments, but this is often much less true than we think.

 

Why Feedback Gets Derailed

To be effective at giving feedback, we must step back and understand why it is so difficult and dangerous. Think back to when you received feedback from a teacher in front of class, or from an intense and critical boss. Feedback gets derailed when:

  • It focuses on the person and not the actions
  • It comes across as one-sided, with the giver of feedback assuming they are right, they have all the relevant information, or they alone have the key to the only way forward
  • It feels like an attack, not a gesture of solidarity and mutual commitment to improvement

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Our Brains and Feedback

When dealing with feedback, we’re not just in the land of communication and leadership but also of psychology and neuroscience. Our brains are brilliant at discounting or rejecting feedback. Our egos get engaged. We get defensive. Or we deflect attention away from our flaws and mistakes. We focus on what we want to hear and block out what we don’t.

“When we give feedback, we notice that the receiver isn’t good at receiving it.
When we receive feedback, we notice that the giver isn’t good at giving it.”
-Douglas Stone and Sheila Heen in
Thanks for the Feedback: The Science and Art of Receiving Feedback Well 

We discredit or attack the one giving feedback, judging them extra harshly to protect our precious and wounded ego. Much of this is unconscious (an automatic triggering of our “fight or flight” response in sympathetic nervous system), so even harder for us to avoid (without strong self-awareness, emotional intelligence, and mindfulness practices).

The activation of this part of our brain reduces our ability to take in new information and impairs our learning, thereby defeating the very purpose of feedback. Professor Richard Boyatzis summarizes research noting that critical feedback engages strong negative emotion, which “inhibits access to existing neural circuits and invokes cognitive, emotional, and perceptual impairment.”*

The key is avoiding these negative triggers and taking care to engage more productive parts of the brain: the parasympathetic nervous system, associated with “a sense of well-being, better immune system functioning, and cognitive, emotional, and perceptual openness.” (Boyatzis)*

The way to do this is to notice what people did well, encourage them to reflect on and continue it, and add nuances or ideas to the understanding of the drivers of positive performance. Note what worked and ask the person what they were thinking or doing at the time. As Marcus Buckingham and Ashley Goodall say in “The Feedback Fallacy” in Harvard Business Review, “replay each small moment of excellence to your team.”

“As a leader, part of your job is to consistently let people know what they are doing well to reinforce those positive behaviors and to build emotional capital. Positive feedback makes work more enjoyable and more productive.” –Susan Scott, Fierce Conversations

The other problem is that some people walk around giving unsolicited advice. The assumption is that they’re right, others are wrong, others need correcting, and the act of doling out advice is like a gift from above. More often, though, it trounces on people’s feelings and makes things worse. People don’t want to be fixed. They want to feel supported and valued as they go through their own journey, including wins, losses, and learnings. We all want to be the heroes of our own story.

 

Receiving Feedback

Feedback is a two-way street. It must also be received well. That requires an ability to listen well: focusing intently on what the other person is saying (not using the time while they’re speaking to think through your counterpoints) and being open to their point of view (not getting defensive). When listening well, we ask questions, share our feelings, and summarize points while checking for accuracy and understanding. The conversation builds naturally as we go to new places together.

“Really pay attention to negative feedback and solicit it, particularly from friends.… Hardly anyone does that, and it’s incredibly helpful… Constantly seek criticism. A well thought out critique of whatever you’re doing is as valuable as gold.” -Elon Musk, entrepreneur

“On the Leadership Practices Inventory… the statement on which leaders consistently report engaging in least frequently is ‘asks for feedback on how my actions affect other people’s performance.’ Openness to feedback, especially negative feedback, is characteristic of the best learners.” -James Kouzes and Barry Posner in The Leadership Challenge

Giving and receiving feedback well is a communication superpower. Use it wisely.

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

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Related Articles

 

*Sources

  • Leo Babauta, “How to Give Kind Criticism, And Avoid Being Critical,” Zen Habits, undated
  • Ken Blanchard Companies, “Take the Fear Out of Feedback,” Perspectives, 2016
  • Richard Boyatzis, “Neuroscience and Leadership: The Promise of Insights,” Ivey Business Journal, January / February 2011
  • Marcus Buckingham and Ashley Goodall, “The Feedback Fallacy,” Harvard Business Review, March 2019
  • Center for Creative Leadership, “Immediately Improve Your Talent Development with the SBI Feedback Model,” Leading Effectively articles, undated
  • John Hattie, Visible Learning: A Synthesis of Over 800 Meta-Analyses Relating to Achievement (Routledge, 2008)
  • Robert Nash and Naomi Winstone, “Why Even the Best Feedback Can Bring Out the Worst in Us,” BBC, March 8, 2017
  • Grant Wiggins, “Seven Keys to Effective Feedback,” ASCD: Educational Leadership, September 2012

Gregg Vanourek’s Newsletter

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++++++++++++++++++++++++++++++
Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Importance of Trust in Leadership

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There are many ways to think about leadership. For some, as we have seen, it’s about control or power. And for others, it is about achievement or recognition. For others, it’s about people and service, along with higher purpose and positive impact.
 
Since leadership by definition involves a relationship between leaders and followers—and, more precisely, an influence relationship—it begs the question of trust. One may be able to command, control, or deceive at some point or for some time, but for an enduring relationship of constructive influence, trust must be present.
 
Trust is a firm belief in the reliability or truth of someone. This takes us into the deep and rich territory of character, credibility, ethics, honesty, integrity, morality, and values—all of which are essential underpinnings and necessary prerequisites of good leadership. These virtues are good in and of themselves and should be aspired to by all (and, yes, even in competitive contexts such as business and sports).

Leadership Derailers Assessment

Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.

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The Business Case for Trust

There is also a “business case” for trust. Without trust in an organization or society, things take longer and cost more, due to the need for checks and reviews and the inevitable holding back that comes in such situations. In his book, The Speed of Trust, author Stephen M. R. Covey wrote, “Trust always affects outcomes—speed and cost. When trust goes up, speed will also go up, and costs will go down. When trust goes down, speed will also go down, and costs go up.” He and his father, Stephen R. Covey (author of The Seven Habits of Highly Effective People), brilliantly described leadership as “getting results today in a way that, by inspiring trust, increases our ability to get results tomorrow.”
 
Leadership scholars James Kouzes and Barry Posner, authors of the classic book, The Leadership Challenge, have been surveying people around the world for decades on the characteristics of admired leaders. More than 100,000 people worldwide have responded, and the findings are powerful:

“Credibility is the foundation of leadership. People must be able, above all else, to believe in their leaders. To willingly follow them, people must believe that the leaders’ word can be trusted….
Trust is the most significant predictor of individuals’ satisfaction within their organizations.”
-James Kouzes and Barry Posner, The Leadership Challenge

This is not rocket science. Imagine working for a leader or colleague whose behavior has demonstrated that he or she is not worthy of your trust, since he or she has deceived or used you. Imagine living with a family member or having a friend who abuses your trust.
 
Unacceptable. Such a situation requires change, and urgently so.
 
Of course, we all make mistakes and, when we do, thankfully we can redeem and make amends when others are kind and gracious enough to give us a second chance. But patterns of deceit warrant decisive action. Otherwise, we enable abuse and corrosive forces in our organizations and society.
 
Trust is essential in leadership—and in all forms of human relationships and organizations. Chronically failing the trust test is disqualifying for leaders.

 

Tools for You

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

More Articles from Our Series on Ethical Leadership

Gregg Vanourek’s Newsletter

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++++++++++++++++++++++++++++++
Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on leadership and personal development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Importance of Credibility in Leadership

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Credibility: the quality of being worthy of belief and trust

Credibility, which flows from character and competence, is one of the most essential aspects of leadership. High credibility is a tremendous asset for leaders seeking to achieve exceptional performance and positive impacts. Low credibility is devastating.

Credible leaders are straight with people, even about hard topics. They walk the talk and practice what they preach. They do what they say they will do and follow through on promises.

Think about what you have wanted from your leaders, parents, teachers, and coaches over the years. Next, think of the impact that credible leaders have had on your life. And think of the kind of leader you would want your children or best friend to work for.

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

Characteristics of Admired Leaders

Leadership scholars James Kouzes and Barry Posner, authors of the best-selling classic, The Leadership Challenge, have been surveying people around the world for decades on the “Characteristics of Admired Leaders.” More than 100,000 people worldwide have responded, and the findings are powerful and surprisingly consistent across nations:

“In every survey we’ve conducted, honesty is selected more often than any other leadership characteristic. Overall, it emerges as the single most important factor in the leader-constituent relationship…. First and foremost, people want a leader who is honest…. “…people want to follow leaders who, more than anything, are credible. Credibility is the foundation of leadership. People must be able, above all else, to believe in their leaders. To willingly follow them, people must believe that the leaders’ word can be trusted.” -James Kouzes and Barry Posner, The Leadership Challenge


Table 1. Characteristics of Admired Leaders
(% of respondents selecting each characteristic over time periods)

Leadership Derailers Assessment

Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.

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The Benefits of Leadership Credibility

According to their research, when people perceive their manager to have high credibility, they are significantly more likely to:

  • Be proud to tell others they’re part of the organization
  • Feel a strong sense of team spirit
  • See their own personal values as consistent with those of the organization
  • Feel attached and committed to the organization
  • Have a sense of ownership of the organization

When they perceive their manager to have low credibility, they are significantly more likely to:

  • Produce only if carefully watched
  • Be motivated primarily by money
  • Say good things about the organization publicly but criticize it privately
  • Consider looking for another job if the organization experiences problems
  • Feel unsupported and unappreciated

That leads them to the Kouzes-Posner 1st Law of Leadership:

“If you don’t believe in the messenger, you won’t believe the message.”


And then to the Kouzes-Posner 2nd Law of Leadership:

DWYSYWD: “Do what you say you will do.”

Today we all face grave challenges, from the pandemic and economic crisis, with all their stresses and pressures, to competitive and technological disruption. Now more than ever we need credible leaders worthy of our belief and trust.

What are you doing to build leadership credibility?

“Credibility is a leader’s currency. With it, he or she is solvent; without it, he or she is bankrupt.”
-John C. Maxwell, leadership author

 

Tools for You

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

More Articles from Our Series on Ethical Leadership

Gregg Vanourek’s Newsletter

Join our rapidly growing community. Sign up now and get monthly inspirations (new articles, opportunities, and resources). Welcome!

Sign Up Now

 

++++++++++++++++++++++++++++++
Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on leadership and personal development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Root Cause of Ethical Failings (and Our Political Dysfunction)

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Scandals. Fraud. Abuse of power. Greed. Corruption. Tax evasion. Coverups.

Once rare occurrences, coming back to haunt us every decade or so, these are now front and center in our daily lives and our daily news cycle. We see them in government, in business, and even in nonprofits and some religious organizations.

It seems as if we are in a race to the bottom.

While these challenges and failings have always been with us, we are not particularly well equipped to deal with them, in part because we fail to understand their root causes—and to hack away at them.

 

Three Symptoms of Ethical Hazard

Enter Professor Kenneth Goodpaster and what he calls the “three symptoms of ethical hazard”:*

1. Fixation: 

obsession with an overarching goal. For example, Enron executives were a group of hyper-ambitious overachievers with something to prove about being number one. Many were ruthless and uninhibited about doing whatever it took to get there. For NASA, it was fixation with set-in-stone space shuttle launch dates, contributing to tragic explosions and loss of life. Some mountain climbers get “summit fever,” where they are so focused on reaching the top that they recklessly risk their own lives and those of their teams.


2. Rationalization: 

attempting to explain or justify behavior with logical reasons, even when not appropriate. Sometimes values conflict (e.g., truth vs. loyalty). Rationalization entails choosing based on one “privileged feature” (e.g., total loyalty regardless of the truth). This creates “blind spots” in ethical thinking. Examples of rationalization are legion:

  • My boss told me to do it.
  • Everybody else is doing it.
  • It’s just this one time.
  • No one will find out.
  • It’s not my responsibility.
  • It’s not lying. (It’s just not telling the truth.)
  • We really need/deserve this.
  • I didn’t do anything. (I just looked the other way.)
  • You don’t understand the pressure we’re under.
  • “Business is business”: we’re just “maximizing shareholder value.”
  • “Politics is dirty”: we have to do this so we can do X, Y, Z….
“I… rationalized that what I was doing was OK, that it wasn’t going to hurt anybody.” /
“I will live with this pain, with this torment, for the rest of my life.”
–Bernie Madoff, former financier and operator of a Ponzi scheme
considered the largest financial fraud in U.S. history


3. Detachment: 

the sense of not being personally involved in something or of having no interest or stake. On ethical matters, Goodpaster raises the alarm when our actions are detached from our personal values. When detached, people bypass their heart and soul as they privilege only their head, and they anesthetize their humanity in the face of temptations to win or be perceived as successful. Here he draws on psychoanalyst and author Michael Maccoby, who warned that “careerism” was a self-destructive affliction suffered by many successful executives (and politicians, presumably), fueled by an obsession with winning and a “gamesman” view of all actions in terms of whether they will help you succeed in your career or campaign. The person detaches from his or her sense of identity (e.g., as a mother or father, citizen, etc.) and integrity, and one’s sense of self-worth becomes measured by performance in the market, game, or arena. Such detachment corrodes character and degrades mental health, with people leading divided lives between work and home.

Leadership Derailers Assessment

Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.

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Ethical Fading and Moral Disengagement

Two related dangers here are “ethical fading” and “moral disengagement”:

  • Ethical fading: “when the ethical aspects of a decision disappear from view,” such as when people focus so much on things like profitability or winning that they do not register unethical and illegal behavior (and the related aspects of harm, pain, conflict).
  • Moral disengagement: restructuring reality to make our actions seem less harmful than they are, convincing ourselves that ethical standards do not apply to us in a certain context, such as a political campaign. We mentally reframe destructive behavior as acceptable, and our brains are masterful at this misdirection.

Each one of these three symptoms is dangerous, but the real problem is that they converge into a single, terrible pattern. Goodpaster calls this “teleopathy”: the unbalanced pursuit of purpose. The word “teleopathy” combines two Greek roots: “teleo”: goal, target, or purpose; and “pathos”: disease or sickness.

We can think of it as a goal sickness—as being so focused on a goal that we pursue it destructively. Here’s the rationale:

We must win….
And we must be the best…
We must rule.

 

Antidotes for Ethical Hazard

Thankfully, Goodpaster notes that there are “antidotes” for the three symptoms of ethical hazard:


1. From fixation to perspective. 

We must see that our goals are part of a larger mission, the common good. We need to transcend our perpetual busyness and reactivity and build in reflection time, renewal rituals, and sanctuary. Without a larger and longer term perspective of community, duty, stewardship, and sustainability, we will spiral down in self-destructive patterns.


2. From rationalization to frankness. 

Since our rationalizations tend to be subconscious, coming from the older and faster parts of our brain that do not engage our most advanced reasoning capacities in our prefrontal cortex, we need radical honesty and candor through searching and piercing dialogue and healthy conflict with colleagues who recognize the tremendous value of vetting and pressure-testing our ideas and decisions and inviting conversations about whether we are upholding our shared values. We need people who are willing to “speak truth to power,” even when they are a voice of one. Ideally, our organizational culture fosters such questioning and conflict, all in service of making wise decisions and proper actions.


3. From detachment to engagement. 

This requires engaging our heart as well as our head. A powerful way to do that is to be clear about the higher purpose of the work you are doing (beyond winning a campaign or maximizing profits:

  • What will you do once elected?
  • What value can you create for all stakeholders through the profits you generate?
  • What positive impact can you have via serving others, and are you doing your part for the common good?

Now more than ever we need to identify and hack away at the root causes of our ethical failings and political dysfunction. We need to stop our senseless race to the bottom—in business with our myopic pursuit of profit and growth regardless of the consequences on people and planet, and in politics with our zero-sum game mentality of “I must win and you must lose” with all its attendant cynicism and disdain for fellow citizens who happen to disagree with us on some issues. We need to look for shared values and mutual interests instead of stoking mistrust, anger, and resentment. This race to the bottom is so dangerous because it threatens to destroy the very foundations of our communities and society. With perspective, frankness, engagement, and a healthy pursuit of shared purpose, we can redirect the race upward.

* Source: Kenneth Goodpaster, “Ethics or Excellence? Conscience as a Check on the Unbalanced Pursuit of Organizational Goals,” Ivey Business Journal, March/April 2004.

 

Tools for You

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

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Gregg Vanourek is a writer, teacher, & TEDx speaker on personal development and leadership. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for living with purpose & passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

The Most Important Questions for Leaders

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Leading others well can be a great challenge. It requires courage, judgment, wisdom, emotional intelligence, integrity, and much more. Leadership excellence comes with experience, but it begins with intentionality and commitment.
 
Here are the most important (four) questions to help ground your leadership in a powerful foundation, whether you are a new leader learning the ropes or a seasoned leader looking to upgrade or renew.


1. Why are you leading? 

Is it for prestige? The title? Money? Power? Perquisites? Is it to prove something, or impress others? In truth, several of these may be drivers for you, but the key issue is whether you have found a deeper why. Being a leader does not require being a saint absent normal human influences and motivations, but leading well requires clarity of purpose and a motivation beyond the self. Great leadership has been described as motivating people to accomplish great things together. In our Triple Crown Leadership book, we address the kind of leadership that can build an organization that is excellent, ethical, and enduring—with exceptional, positive, and sustainable impacts.
 
Have you matured and evolved such that you are able to rise beyond your ego and focus on the bigger picture? Followers will recognize selfish motives, especially if they become dominant, and such motives can make your leadership toxic if left unchecked. But followers will respond positively if they see a leader committed to a worthy higher purpose and aspirational vision.

Leadership Derailers Assessment

Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.

Take the Assessment

 

2. Who are you serving? 

As Robert Greenleaf noted, the best leaders serve. With his “servant leadership” framework, he challenged traditional thinking about leadership as a top-down phenomenon. Greenleaf wrote, “The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.”
 
People sense that call to serve. They respect and admire it, and willingly follow. Greenleaf even developed a conceptual “test” we can use for determining whether someone is a servant leader: “The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”
 
At best, leaders serve their followers, and the organization serves all of its stakeholders: customers, employees, vendors and partners, the community, and its owners. The days of any organization serving only shareholders, often at the expense of other stakeholders, are numbered.


3. Are you upholding your values? 

Your values are the things that are most important to you. Think about what you believe and stand for, and your convictions about what is most important in life. While many organizations have statements of their values, many people don’t take the time to discover their own values. There is great power in making your values explicit and sharing them with others—and in demonstrating them through your choices and behaviors. Values matter because they guide your behavior in congruence with your authentic self and deepest convictions. Many people run into trouble when they behave in ways that conflict with their values.
 
Great leaders know their own values and collaboratively elicit a set of shared values to guide the behavior and decisions of people in the organization. They key is not having values. The key is upholding them and infusing them in the organization so they are actualized.

“You cannot deliver value unless you anchor the company’s values. Values make an unsinkable ship.” –Indra Nooyi, former Chair and CEO, PepsiCo

Personal Values Exercise

Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.

Take the Exercise

 

4. What are you doing to develop yourself and others? 

Learning to lead well is a lifelong endeavor, and the best leaders are incredibly intentional about developing their own leadership through experience, stretch assignments, challenges, crises, active solicitation of feedback, coaching, mentoring, training, courses, reading, peer groups, self-reflection, and more.
 
The best leaders also focus on developing others. According to Jim Kouzes and Barry Posner in The Leadership Challenge, “Leaders develop in others the competence, as well as the confidence, to act and to excel.” They go on to say, “The most lasting test of your leadership effectiveness is the extent to which you bring forth and develop the leadership abilities in others, not just in yourself.”
 
Unfortunately, most organizations do not invest nearly enough in effective training and development (or on vetting people during hiring). According to a Hewitt Associates study of 700 senior leaders, most organizations hold their executives and managers accountable for achieving business results, but only 10% hold executives accountable for developing their direct reports, and only 5% indicate that their managers consistently demonstrate the ability to develop employees. In their book, The Talent Masters, Ram Charan and Bill Conaty write, “If businesses managed their money as carelessly as they manage their people, most would be bankrupt. The great majority of companies that control their finances don’t have any comparable processes for developing leaders or even pinpointing which ones to develop.”
 
Organizations that are great at learning and development improve systematically over time in ways that allow them to excel and outperform others, leveraging the power of compounding and the engagement and motivation that come from learning, development, and growth.

 

Four Key Questions for Leaders

So, four key questions for leaders:

  1. Why are you leading?
  2. Who are you serving?
  3. Are you upholding your values?
  4. What are you doing to develop yourself and others?

How do you answer these questions, and which questions need better answers?

 

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Gregg Vanourek is a writer, teacher, TEDx speaker, and coach on leadership and personal development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose, passion, and contribution) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (a winner of the International Book Awards). Check out his Best Articles or get his monthly newsletter. If you found value in this article, please forward it to a friend. Every little bit helps!

Sustainable Leadership on the 50th Earth Day

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Today marks the 50th anniversary of Earth Day, a day on which we honor our planet and recognize the importance of environmental stewardship and our mind-boggling interconnectedness. Since 1970, the world population doubled, from 3.7 billion people to 7.6 billion today. We have made great progress on some fronts, but not nearly enough.

In our triple crown leadership model, there are three mains aims: excellent, ethical, and enduring. We define the latter one, enduring, as “standing the test of time and operating sustainably.” Sustainability can be defined as “meeting the needs of the present without compromising the ability of future generations to meet their own needs” (United Nations) or, quite simply, as “the capacity to endure.”

 

Two Dimensions of Sustainability


We view sustainability as having two dimensions—external and internal—the latter of which is often overlooked:

  • External: ensuring appropriate and sustainable levels of resource consumption, while minimizing harm
  • Internal: sustaining people and maintaining the financial health of the organization

Business leaders of course must address cash, profits, and growth as they manage their organization’s financial health. Here, it turns out, there are not just costs associated with environmental stewardship but real opportunities. Businesses operating sustainably have the potential for:

  • Increased sales
  • Cost reduction
  • Risk mitigation
  • Reputation enhancement
  • Operational efficiency
  • Customer loyalty
  • Pricing premiums
  • Innovation benefits
  • Competitive advantage
  • Talent attraction, motivation, and retention

“We see that sustainability drives growth, cuts costs, reduces risk, and helps us serve a multitude of stakeholders.” –Paul Polman, CEO, Unilever


Of course, these gains are not automatic. Leaders must figure out viable business models and strategies, leveraging innovation and efficient operations while engaging with partners in the community and their supply chains.

None of this can happen without leading people well. Organizations must have a conscious culture that allows people to sustain excellent and ethical work over time.

Here too, we have much work to do. Take, for example, the problem of burnout:

  • 44% of employees report feeling burned out sometimes (Gallup, 2018)
  • 23% of employees report feeling burned out at work very often or always; 28% of millennials (Gallup, 2018)
  • Nearly all of the 72 senior leaders randomly surveyed reported at least some signs of burnout (Harvard Medical School, 2014)
  • 60% of health care workers felt burned out; 21% always or often (Harris Interactive, 2013)

“Creating the culture of burnout is opposite to creating a culture of sustainable creativity.” –Arianna Huffington, Cofounder, Huffington Post, and CEO, Thrive Global

 

The Conditions for Conscious Capitalism


Wise leadership can help create the conditions for “conscious capitalism,” including:

  • Long-term thinking
  • Better benefits and long-term employment for workers
  • Embracing diversity and inclusion in the workplace
  • Consumers valued as key stakeholders and not taken advantage of by deceptive practices
  • Responsible environmental stewardship
  • Reducing inequality (e.g., by addressing executive pay)
  • Uniting communities around common causes and solving problems

See John Mackey and Raj Sisodia, Conscious Capitalism (Harvard Business Review Press, 2013)

There have been big developments on this front in the business world. For example, in Larry Fink’s 2018 Annual Letter to CEOs, he wrote about how companies must have a social purpose and pursue a strategy for achieving long-term growth:


“Without a sense of purpose, no company, either public or private, can achieve its full potential.” -Larry Fink, CEO, BlackRock


This was big news coming from the CEO of BlackRock, one of the world’s largest asset managers, with trillions of dollars in assets under management.

In 2019, the Business Roundtable published a statement on the purpose of a corporation. Columnist Barry Ritholtz wrote the following in Bloomberg about that dramatic statement: “For 47 years, the Business Roundtable has lobbied on behalf of corporate America. Much of that time, it maintained a fiction—that the sole purpose of a corporation was to maximize profits on behalf of shareholders. This philosophy has been under assault for several years now, and this week the Business Roundtable announced it wants to put it to rest. In a widely circulated memo, the 200-member organization reversed itself, writing that ‘shareholder primacy’ is no longer the sole purpose of a corporation. Instead, corporations must include a commitment to ‘all stakeholders,’ which includes customers, employees, suppliers and local communities.” By now, we should all be including the environment in our list of essential stakeholders, given our dependence on its resources and conditions.

According to management theorist R. Edward Freeman (creator of stakeholder theory), “Managing for stakeholders is not about trade-off thinking. It is about using innovation and entrepreneurship to make all key stakeholders better off and get all of their interests going in the same direction.” John Mackey and Raj Sisodia note that the way to enable such stakeholder synergy (avoiding trade-off thinking) “is to focus on value creation rather than on value division,” taking us back to the innovation imperative.

When it comes to the external aspects of sustainability, we are today seeing great advances in areas such as biomimicry, circular economy business models, carbon sequestration, regenerative and restorative practices, and more, in part capturing the attention of the world through the U.N.’s Sustainable Development Goals (SDGs).

These matters are not only the province of CEOs, entrepreneurs, philanthropists, and policymakers. They are our own.

“If the success or failure of this planet, and of human beings, depended on how I am and what I do, how would I be? What would I do?” –Buckminster Fuller


On this 50th anniversary of Earth Day, we must take careful stock and act appropriately—and urgently. So much is at stake.

+++++++++++++++++++++++++++
Gregg Vanourek is a writer, teacher, speaker, and coach on personal and leadership development. He is co-author of three books, including LIFE Entrepreneurs: Ordinary People Creating Extraordinary Lives (a manifesto for integrating our life and work with purpose and passion) and Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (called “the best book on leadership since Good to Great“). Take Gregg’s Traps Test (Common Traps of Living), check out his Best Articles, get his newsletter, or watch his TEDx talk. If you found value in this article, please forward it to a friend. Every little bit helps!