100 days of rejection

As a follow up from my last Huffington Post piece: I came across this TED talk by Jia Jiang and wanted to share it. So inspiring!

I love the vulnerability, humor, and boldness of this. All of us carry some experiences with us for decades that shape our approach to risk, rejection, and failure. And like many people, I certainly could benefit from a booster shot of resilience from time to time. Jia’s description of his relationship with failure and rejection is well worth hearing.

Please Reject My Idea

When was the last time you made a proposal at work that was rejected? Was it quickly out of hand? Or was it “death by a thousand cuts”?

This experience has happened to almost everyone at work. Depending on how it is handled, rejection of ideas can feel like incivility or even discrimination. It can lead good employees to disengage from their work, metaphorically hiding under the table rather than risk feeling like they and their ideas are being shot down again.

Recently, I had an idea rejected at work. Fortunately, my boss is possibly the most thoughtful person in the world. But that does not mean we always agree. We can disagree yet maintain mutual respect, trust, and appreciation. Nevertheless, it was frustrating, and it was disappointing. But it led to something better.

Let me explain: Over the past year, demand our programs at the Center for Positive Organizations has grown pretty much across the board. We have more students in our learning programs, more people attending our events, and more leaders in our co-learning community. This happened in a year when our budget was reduced by 30% due to the expiration of a major gift. As you can imagine, this has put a lot of strain on the team. I am ever so proud of how they have responded to the challenge.

Simultaneously, my own role has become more complex. I feel a constant tension between supporting internal operations and connecting with external partners. This is a dilemma familiar to anyone building a business (or, in our case, a social enterprise).

We needed to evolve how we work in order to match the changing demand system. I proposed that we hire or promote someone to spend more time being a servant leader to our staff, and I would focus more externally. The idea was given consideration, but the response was no. The rejection was swift and it was consistent. Yet the decision was not accompanied by any viable alternative suggestions. “Go figure it out,” was the implicit message. “Find something better.”

I felt grumpy about this rejection but was still committed to the goal of finding a way to manage what needed to be done for us to be successful. Living in that uncomfortable creative tension of having a pressing goal but no clear path, new options gradually started to emerge. By serendipity, Rice University Professor Scott Sonenshein (a member of our Research Advisory Board) recently released Stretch, a fantastic book on doing more with less. Scott gave a Positive Links talk at Michigan Ross which helped me reframe the problem. I then had a walking meeting with my colleague Brian to swap notes on team structures, which gave me new ideas. Finally, planning for three weeks of leave this summer for my wedding and honeymoon, while very exciting, also forced me to think creatively about how things will get managed without me being so hands on every day.

The resulting idea was better than the original band-aid solution of adding staff members. Drawing on some of the principles of self-organizing teams, I decided to democratize our team processes. Companies such as Cascade Engineering have skillfully experimented with enabling people to manage themselves with great results. Why couldn’t we take a step in that direction?

We are now running an experiment where each meeting has its purpose and design laid out for anyone to run it. This means that as our personnel changes over time, we can easier assimilate new people to our way of working. The person running each meeting is selected based on a principle, not a title or a name. This means that although meeting attendees may vary, there is always someone clearly responsible for running each meeting. For instance, our morning stand-up huddle is run by the newest person on the team that is present, and I happily defer to her. Our monthly lunch and learn meetings are led by whoever signed up to offer the first update. If I have to miss meetings, whether it be to give a presentation to executives or to get married, it is clear how things should run, and how to support each other.

We came to what promises to be a better way of doing things: a way that is potentially more effective at supporting people, providing leadership development opportunities, and creates stronger social fabric on the team. And we did it without increasing headcount or budget.

This process of finding opportunity in disappointment can be applied elsewhere. There were five important steps:

  1. The intention was clear. As my colleague and transformational leadership expert Bob Quinn asks so often: “What is the result we want to create?”
  2. The constraint was clear. What can’t we have or do in pursuing this goal?
  3. The mental reframe. How can this be the catalyst to coming up with something even better?
  4. The solutions emerged. Who and what can we turn to for further ideas? How can multiple ideas be combined to achieve our goals?
  5. The experiment. How will we test potential solutions?

Having our ideas rejected is not a pleasant experience. But there are a million ways to do everything. With the right perspective and approach, we can turn it into an even better outcome for everyone involved.

Chris White (@leadpositively, leadpositively.com, chriswhi@umich.edu) is managing director of the Center for Positive Organizations (@PositiveOrg) at the University of Michigan’s Stephen M. Ross School of Business.

 

Originally appeared at http://www.huffingtonpost.com/entry/please-reject-my-idea_us_59120586e4b0e3bb894d5b12

Everyday Courage in Organizations

When you think about courage at work, what comes to mind? Maybe it is fire fighters going into a crumbling, burning building to rescue people. Or our armed services deployed overseas, facing the threat of injury or death every day. Or even a pilot safely landing a plane on the Hudson River in critical conditions.

For me, the first image that comes to mind is taking one of the first flights back from New York to home in San Francisco after 9/11/2001. For a few days, no flights had taken off from New York as experts raced to understand and adapt to a new threat of items in our day to day experiences being weaponized. Throughout the flight, all passengers were told to stay in their seats. This wasn’t a recommendation, as it sometimes feels today. We were being closely watched by the multiple air marshals on the flight. After the plane safely landed, the flight crew hugged each other, the tension and relief evident on their faces.

These are examples of physical courage. Although most of us do not have working conditions that place us in harm’s way on a daily basis, we can recognize and appreciate the courage of those who do.

A simple working definition of courage is “the ability to do something that frightens one”. If we are being honest (or self-aware), what scares us goes well beyond the threat of physical harm. Indeed, psychological fear is probably much more prevalent for most of us than fear for our physical safety. Let’s call managing this fear and moving ahead anyway “Everyday Courage”.

One of the ways that we have the opportunity to experience and enact Everyday Courage is in standing up for our values. Bullying is all too prevalent in our organizations, as it is too in other parts of our society. In fact, 20 years of studies by Christine Porath and others suggest that 99% of people have either experienced or witnessed incivility in the workplace. Taking a stand against toxic behaviors – whether toward ourselves or others  – is an important and inspiring form of Everyday Courage.

We also express Everyday Courage in what we stand for, not just what we stand against. When we take action to create change without authority, we can often be entering into psychologically threatening territory. It is likely that all of us have experienced being excited about an idea we have had, that we think will really help a colleague, our team or organization, or other stakeholders. It is equally likely that we have experienced our idea being rejected. In some cases, we may also have had our wrists slapped for making the effort. Stepping on invisible landmines in organizational politics can be treacherous!

It is not pleasant to experience these mini (and sometimes not-so-mini) electric shocks from the organizational system. It is tempting to internalize them as a message to stop trying to make a difference. After all, as any parent or leader knows, we humans respond to pleasure and pain as we learn behaviors. We learn to do what earns us pleasure (or praise, or a bonus, or intrinsic satisfaction), and we learn to avoid what brings us pain (or criticism, or rejection).  I believe that this cycle is a significant contributor to so many people checking out at work. Sure, they show up, but they stop trying to make a difference. Or, worse still, they ally with those knocking down the folks who are still trying. Because it is so much easier (i.e. Requires much less psychological courage) to be a Monday morning quarterback than the guy (or girl) on the field trying make plays.

So what can you do to bolster Everyday Courage in your organization?

  1. Give yourself – and others who try to make a positive difference – credit for your efforts. This is an act of Everyday Courage. By giving this behavior this label you are narrating a positive identity for yourself and others. In doing so you are bolstering the resilience needed to keep going even when you run into resistance.
  2. Prepare yourself psychologically for the interaction. The father-son team of Robert and Ryan Quinn suggest asking yourself four questions to help enter the “fundamental state of leadership”. What is the result you want to create? What do other people think about this? Who would I be in this situation if I lived up to the standards I expect of others? What are 3-5 strategies I could employ here?
  3. Build your skills at creating change without authority. When plotting how to advance your idea, my co-author Jerry Davis and I recommend you consider four factors: When to move ahead? Who are the allies I need on board? Why is this a good idea for the people (and organization) affected? How should we organize around this?

Thank you for everyday courage in making a positive difference in your organization and the world. You inspire me!

Chris White (@leadpositivelyleadpositively.com) is managing director of the Center for Positive Organizations (@PositiveOrg) at the University of Michigan’s Stephen M. Ross School of Business.
Post originally appeared here: http://www.huffingtonpost.com/entry/58767913e4b0f8a72544843d?timestamp=1484162172876

Can You Create Change From the Bottom Up?

An interview with the awesome Michelle McQuaid. Originally at http://www.michellemcquaid.com

 

Do you lack the authority to create the kind of positive changes you’d love to see in your workplace? Have you tried to get leaders on board and had no luck? What if there was a formula that helped you fly under-the-radar and create the kind of changes that would really help people flourish?

Be it helping our organizations to become more responsive to customers’ experiences, supportive of the needs of employees, environmentally sustainable, or community minded, it is clear that businesses can truly benefit from the social and environmental passions of their employees.  But let’s be honest, convincing business leaders that this is the case is easier in some workplaces than others.

So how do you get leaders on board with these approaches?

“Trying to create positive changes in an organization when you don’t have authority, is like trying to create change in society so there is a lot we can learn from social movement activists and apply it workplaces,”explained Chris White the Managing Director of the Center for Positive Organizations at the University of Michigan’s Ross School of Business, and the co-author of Changing Your Company from the Inside Out, when I interviewed him recently. “For example, successful social activitists look for the right opportunities at the right time to harness and mobilize support to get the traction they need to push from the bottom up and turn their radical ideas into action.”

Chris suggests that social intrapreneurs – those who create positive change in organizations even when they don’t have formal authority – are most successful when they follow the social activists formula of when, why, who and how in workplaces. It is how employees at IBM created the corporate Peace Corps, how a team at eBay developed a fair trade marketplace, and how people convinced Ford to embrace an ambitious global human rights code.

“Like a martial arts master, intrapreneurs are able to achieve their objectives by aligning their movements with the momentum of their organization, and acting without causing serious harm to the system,” Chris explained.

But do organizations really want social intrapreneurs?

Chris suggests that by tapping into the ideas, passions and energy of social intrapreneurs, organizations not only foster more innovation, but in the process they also can increase the engagement and retention of talented employees, improve their bottom line, and help advance social and environmental solutions.

For example, the UK-based Barclays Bank regards social innovation as about ‘doing good’, and at the same time representing real business opportunities. As a result of some persistent intrapreneurial work they have established an innovation fund to address social challenges, and are fostering more initiatives by encouraging their intrapreneurs to apply for financial support, coaching or mentoring.

So what does it take to be a social intrapreneur?

Chris has found there are four levers from the social action moment that are vital to selling ideas within an organization:

  • When? – A great idea pushed at the wrong time is unlikely to get traction. Conversely, a counterintuitive idea can be successful if the timing is right. Look for shifts in leadership priorities, which create an urgent need for new solutions. Your goal, like a skilled dancer, is to position your idea to be carried along by the momentum of the system — not swim against the tide.
  • Why? Make the case for your idea using the language and strategic priorities of your company. In many corporate cultures, making the ideas sound like a natural evolution rather than a radical departure, can reduce resistance to adoption. Your goal is to create a mental image that activates the support of important allies, but does not trigger alarm bells for potential resistors.
  • Who? Take time to map the decision makers for your idea, and the influence system around them. What are their priorities? How will you need to adapt your case to each of them in order to be effective? Your goal is to build support along the way, making the eventual decision a straightforward sign off.
  • How? Look for sensible solutions” to organize your initiative. Maybe it is a smaller pilot program to manage risk smartly. Maybe there is a previously successful program that can be largely replicated. How can you use technology to connect and scale your idea? Your goal is to make this an easy idea to grasp as rollout begins.

Chris suggests that many of us to hold back from originating radical change due to fears our leaders will not be supportive of bottom-up change created without authority. However, in reality he has found senior leaders are often very supportive and welcome their social intrapreneur’s initiatives.

What positive changes could you initiate in your workplace?

This interview was produced in partnership with the Positive Business Conference held each year at the University of Michigan. For more on the conference please visit http://www.positivebusinessconference.com.

How to Make Your Company a Force For Good

A fun interview with Marty Wolff. How can business make a positive difference in the world?

Originally at http://martywolffbusinesssolutions.com/chris-white-can-make-company-force-good/

In Defense of Doers

Leadership experts make it sound easy: “Follow these simple steps and you will have amazing results!”

The typical format is somewhat formulaic. With poise and pithy quotes, we deliver our sticky stories. We boil down thousands of hours of research and experience into a set of snazzy slides and talking points. When they go well, our sessions help people make sense of the chaos around them. At our best, we provide practical tools and approaches that may make people more effective or happier at work.

I say this with some basis in experience: I could probably be perceived as one of these “leadership experts.” I run a research center with a mountain of relevant content. I teach an MBA class at a top business school. I blog regularly throughmainstream media outlets. I give dozens of external talks and workshops a year. I have written a book through a prestigious publishing house. The resume adds up to the picture of a “leadership expert.”

Yet I have also been leading teams and organizations for the last eighteen years. This allows me to say unequivocally: leading and managing people is much, much harder than talking about it.

The reality of organizational life is messy. It doesn’t fit neatly into the two-by-two frameworks, or three step processes that make for compelling 700 word blog articles. The people we work with on a day to day basis have their own baggage from previous jobs. Maybe their previous boss was a tyrant, always looking for what was being done “wrong.” The people we work with have their own lives outside of work. Maybe he or she is exhausted from working a second job, or going to evening classes, or has young children who are not yet sleeping through the night. The people we work with have diverse strengths, weaknesses, and preferences. Maybe a struggling team member could be a superstar in a slightly adjusted role or working environment. The complexity is mind-boggling.

And you know what? The same goes for me. I have my own baggage from previous jobs. I have had a controlling boss. I have experienced a sense of betrayed trust in the workplace. I too have my own life outside of work. I am spending much of my time excitedly preparing for a wedding next year, with all the new challenges and opportunities and growth that weddings and married life bring. I have my own strengths, weaknesses, and preferences. Connecting dots in strategy and networks comes naturally to me; defining and implementing consistent processes does not. I am far from perfect.

So what advice might I share with someone brave enough to show up every day, trying to build a positive organization in the messy, complex real world of work?

Be humble.

When you are wrong, or fall short of what you expect of yourself, admit it. Admit it quickly and unreservedly, to yourself and others. Apologize. Being humble will both manage expectations, and build trust. And try again.

Be gentle with yourself.

Accept, right now, that things will rarely go exactly as planned. Some things you try will not work the way you hoped. You will find some people harder to work with than others. Just do your best, and be kind to yourself about the emotional bumps and bruises along the way. These psychological knocks are simply the cost you pay for caring about your team. Being gentle with yourself will help you sustain yourself and gather up the energy needed to make your organizational change efforts successful. And try again.

Keep learning and improving.

Never fall into the trap of believing that the formulas proposed from most “leadership experts” will work perfectly in your organizations. They will require skilled adaptation. You will need to become comfortable using the tools that they recommend. Ask for feedback often. Look for subtle feedback in what you are told and not told by those around you. Continually learning and improving will make you better and inspire those around you to want to partner with you. And try again.

What is the best advice you have for someone trying to build a positive organization?

Chris White (@leadpositivelyleadpositively.com) is managing director of the Center for Positive Organizations (@PositiveOrg) at the University of Michigan’s Stephen M. Ross School of Business.

Originally appeared at http://www.huffingtonpost.com/great-work-cultures/in-defense-of-doers_b_12441314.html

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Interview with David Burkus

In this interview, we talk about how to make even large, established companies a force for good through social intrapreneurship.

Originally at http://davidburkus.com/2015/04/0608-chris-white/