CENTER ON THE HERE AND NOW

Economic uncertainty can send some people into a doom loop where the days are cloudy and the future is dim. What those folks need is someone to center on the here and now long enough for the sun to peak through and light up the horizon.

You could be that person. All it takes is a willingness to follow these guidelines:

* State your position when the prevailing wisdom is off target, out of date or simply incorrect. Speaking out to challenge generalizations or to correct misstatements gives others the courage to contribute their views as well.

* When sharing information, avoid making indirect references to unofficial sources. If you haven't heard it first hand, verify the accuracy with the original source before you pass it on.

* Encourage others to express concerns when things aren't going as planned. Ask for suggestions on how the end goal could be achieved. Instill confidence by focusing on what others are doing right.

* Recognize signs of progress, even minimal gains, and don't let the slightest improvement slip by unnoticed. Resist the temptation to revisit past inequities or injustices.

Note: Success is about preparation and moving forward.

V.O.R.

WHAT NEEDS CORRECTING, NOT WHO

When a conflict flairs, defending your position should not be your first priority. Instead, listen first to the other person to better understand what's keeping you apart. Then, armed with two perspectives, you can search for additional sources from which to glean clarifying information. 

Disagreements provide a natural opportunity for the involved parties to dig deeper into their differences. Agreeing to disagree until the conflict is resolved is mutually beneficial. If you still can't settle the issue, set it aside for now so it doesn't degrade your relationship.

Concentrating on the true source of conflict makes the issue less personal and easier to discuss. It also helps to motivate both parties to work out their differences. Solving conflicts collaboratively enables you to work more productively with a wider assortment of people.

When interpersonal conflicts are explored fully it becomes obvious what, not who, needs correcting. What follows, then, is the realization that your efforts are recognized, your contributions are valued, your job is more fun and this really is a great place to work. Formerly strained relationships, which were once a source of pain, now become opportunities for gain.

Note: Unresolved conflict drives people apart when they need to pull together.

V.O.R.

DON'T MOVE THEIR CHEESE

You have more contact with peers than with bosses, so there is room in those relationships for more misinterpretation when you embark on the path to professional development.

Your colleagues have invested time and effort in getting to know you, so don't be surprised if they are resistive to your good intentions. They want things to remain familiar and comfortable for them; it's not about you.

After spending so much time together, people get to know each others strengths, weaknesses, hopes and ambitions all of which are subject to misunderstanding during a period of personal transition.

Peers base their expectations on fairness and equity; you do your job and they'll do theirs. They will demand more from you because their job is so affected if you are not pulling your weight.

While your attention is drawn to building new skills, they're concerned about having to pick up the slack if you don't meet their needs.

By seeking to better yourself you run the risk of being ostracized. In some ways it's much like high school where the pressure to conform can generate feelings of guilt which you don't deserve.

Note: Negative peer pressure can neutralize your best intentions.

V.O.R.

BE ALERT FOR FICTICIOUS FRONTIERS

When your expectations are high and you're looking forward to a positive response, you want the time line to be short. Remember as a child excitedly counting the days before your birthday?

What if your expectations are low and the response is potentially negative or difficult to accomplish? You're more likely to postpone the undesirable task for as long as you could. 

Putting things off might be justifiable, but if the reason for extending the time line is suspect you may be dealing with a fictitious frontier. 

Fictitious frontiers are illusive barriers people construct when they want to avoid dealing with undesirable or unknown consequences. The "September syndrome" is one example whereby the announcement of a project due date in early summer garners suggestions that we, "wait until September when everyone is back from vacation."

The "New Year hold off" is another example. You begin to hear this refrain in October starting with the back-to-back Federal holidays when you ask for a quick turn around, you get the response, "Everyone will be busy with the holiday season, so let's hold off until the New Year?''

One way to separate a fictitious frontier from a real time impediment is to work through your expectations and responses with those most closely involved. Comparing expectations helps everyone to focus on the legitimacy of the due date and respond honestly to the challenges.

Note: Today is the tomorrow you put off yesterday.

V.O.R.

INCLUSIONARY THINKERS THRIVE ON FUNCTIONALITY

Dysfunction is contagious. It spreads from person to person and from project to project. Unchecked, it is possible for an entire culture to become diseased and still not know it is "sick."

The introduction of inclusionary thinking can halt the spread of dysfunction by exposing the possibility that none of us knows the "truth" and are not likely to discover it on our own.

Functionality thrives among inclusionary thinkers who pose the right questions to obtain the right answers that lead to right choices and better outcomes.

Here are some prime examples:

Assumptions: What conclusions have people come to and what information source did they use?

Opinions:  Who has taken a stand; who is still open and what do each of them think should happen next?

Perceptions: What information has been accurately communicated and what still needs to be clarified or corrected? 

Expectations: What's the difference between the final or planned outcome and the original intention?

Viewpoints: What views are represented and what views are blocked; by what or by whom?

As inclusionary thinking takes root, those within your circle of influence will realize the importance of suspending action until a mutually satisfying resolution has been achieved. 

Note: Restoring functionality ensures a better future.

COMING TOGETHER PREVENTS FALLING APART

Strained relationships are a normal, natural occurrence in today's tension-filled workplace. An effective way to keep the underlying issues from driving people apart is to sponsor clarification forums on a regular basis.

A clarification forum is a structured process where those within your sphere of influence demonstrate their support for conflict resolution and joint problem solving. A great deal can be accomplished in a short time frame by following this suggested format:

Phase 1 - Climate Setting: The facilitator declares that the intention of this forum is to surface conflicts and to share negative feelings so that issues can be fully explored and eventually resolved.

Phase 2 - Information Collecting: Participants form sub-groups to list those variances, deviations from expectations and blockages that are creating friction and/or frustration.

Phase 3 - Information Sharing: The facilitator recites the list from each sub-group. A spokesperson may be assigned to help clarify or categorize the sub-group statements.

Phase 4 - Priority Setting: The facilitator rank orders those items that need further exploration. Sub-groups come back to the next forum with suggestions for future action.

Phase 5 - Action Planning: The facilitator makes a list of what action has been agreed upon including timetables, positional responsibility and resource allocations.

Phase 6 - Follow-up: The facilitator meets with each sub-group spokesperson to develop an action plan based upon the commitments made in Phase 5. The results are reported in Phase 7.

Phase 7 - Progress Review: Participants reconvene regularly to report progress, settle disputes, develop plans and share emerging issues.

Positive outcomes include more open communications, disclosure of interpersonal conflicts, improved working relationships and a renewed spirit of commitment to performance and productivity.

Note: Tensions left unattended will result in inappropriate behaviors.

V.O.R.

YOU WON'T GROW, IF YOU DON'T KNOW

Most people have little interest in learning new ways of doing things without some external motivation. Perhaps you're the exception and are eager to know what it takes to be a self-directed learner.

Stage 1: You don't know what you don't know.
Even though you're missing the mark, you're unaware of that possibility. The potential for mistakes is high because there's no motive to learn.

Stage 2: You know what you don't know.
Suddenly, you become aware that your lack of knowledge is having a negative effect on outcomes. You're mindful of your shortcomings and your motivation to learn is high.

Stage 3: You know what you know.
Pleased with your newly acquired capabilities you seek opportunities to practice your skills. Your motivation to learn has been satisfied and your confidence has returned. 

Stage 4: You don't know what you know.
Satisfied with the status quo, you have no motivation to learn. Unaware of any discrepancies, you're only a short step away from losing your competitive edge.

So, where do you start?

The best place to plug in is at Stage 2 where you discover what's not working and become proactive in improving your situation. This stage is the only time you purposely pause to consider the highest and best use of your abilities and to think about what's blocking your path to success.

Note: Self-examination is a great way to discover what it is you don't know.

V. O. R.