Tag: Association of Corporate Executive Coaches

  • California is cracking down on the gig economy

    The state Assembly just passed a bill that could give Uber and Lyft drivers basic labor protections for the first time

    By

    California just took a major step in rewriting the rules of the gig economy.

    The state Assembly passed a bill Wednesday that would make it harder for companies to label workers as independent contractors instead of employees, a common practice that has allowed businesses to skirt state and federal labor laws. The bill will now go to the state Senate.

    Hundreds of thousands of independent contractors in California, ranging from Uber and Amazon drivers to manicurists and exotic dancers, would likely become employees under the bill.

    That small status change is huge. These workers would suddenly get labor protections and benefits that all employees get, such as unemployment insurance, health care subsidies, paid parental leave, overtime pay, workers’ compensation, and a guaranteed $12 minimum hourly wage. It also means companies are fuming about the added cost.

    The California bill, known as AB5, expands a groundbreaking California Supreme Court decision last year known as Dynamex. The ruling and the bill instruct businesses to use the so-called “ABC test” to figure out whether a worker is an employee. To hire an independent contractor, businesses must prove that the worker (a) is free from the company’s control, (b) is doing work that isn’t central to the company’s business, and (c) has an independent business in that industry. If they don’t meet all three of those conditions, then they have to be classified as employees.

    That is a much clearer — and stricter — standard of proof than the vague guidelines under federal law. And it’s one of the biggest challenges yet to the profit model of Uber, Instacart, Postmates, and other tech companies that rely on a small army of independent contractors. Uber would likely have to reclassify tens of thousands of drivers in California as employees — something Uber drivers have been fighting for in court, unsuccessfully, for years.

    “Big businesses shouldn’t be able to pass their costs onto taxpayers while depriving workers of the labor law protections they are rightfully entitled to,” San Diego Assembly member Lorena González wrote on Twitter after members voted overwhelmingly in favor of the bill she helped write.

    California businesses have been panicking over the possibility of the bill passing. The state’s Chamber of Commerce and dozens of industry groups have been lobbying for exemptions, and a long list of professions were excluded from the bill: doctors, dentists, lawyers, architects, insurance agents, accountants, engineers, financial advisers, real estate agents, and hairstylists who rent booths at salons.

    Industry groups argue that these professionals are true independent contractors, with their own businesses and power to negotiate work contracts. Lawmakers agreed. After all, the purpose of the bill is to shrink income inequality by helping workers who employers are most likely to exploit. Uber drivers are the loudest in that group.

    Ride-sharing apps have done everything to keep drivers as contractors

    When Uber drivers went on strike across the world earlier this month, much of their frustration had to do with their lack of power as independent contractors.

    Uber’s profit model, like all others in the gig economy, depends on all the money saved from skirting US labor laws.

    By classifying drivers as independent contractors instead of employees, Uber doesn’t need to pay certain taxes, benefits, overtime, or minimum wages to tens of thousands of drivers. As self-employed contractors, drivers don’t have a legal right to form labor unions and negotiate contracts either.

    Uber drivers have spent more than six years fighting the company in court, saying they’ve been intentionally misclassified. They argue that drivers should be considered employees because the company has so much control over their workday, including strict rules on their vehicle conditions, what rides they can take, and which routes to take.

    Uber has fought back, maintaining that drivers are not employees because they set their own schedules and provide their own cars.

    So far, the issue has not been resolved, at least not at the national level.

    Last month, Uber settled the main court case with 13,600 Uber drivers, agreeing to pay them $20 million, but without changing their status as independent contractors. The other 350,000 drivers who were part of the initial class-action lawsuit had signed mandatory arbitration agreements, so a federal judge is requiring them to pursue their cases in a private forum, where they are less likely to win their case.

    But it would be hard for Uber to pass the ABC test if the California bill becomes law; driving people around in cars is a central part of the company’s business.

    Any challenge to the drivers’ status as contractors threatens Uber’s bottom line, which is another reason the bill is so significant

    Uber has been upfront with investors about the risk of a labor revolt. In a recent Securities and Exchange Commission filing, Uber acknowledged that giving drivers the same legal rights as employees would “fundamentally change” the company’s financial model:

    If, as a result of legislation or judicial decisions, we are required to classify Drivers as employees … we would incur significant additional expenses for compensating Drivers, potentially including expenses associated with the application of wage and hour laws (including minimum wage, overtime, and meal and rest period requirements), employee benefits, social security contributions, taxes, and penalties.

    So it’s unsurprising that Uber is not happy about a law that would force the company to hire drivers as employees.

    As employees, gig workers would have a safety net for the first time ever. The changes from the bill would also benefit the state of California, which estimates that it loses $7 billion in tax revenue each year from companies that misclassify employees.

    Misclassification happens more often than you think

    Even though it’s impossible to get precise data on how often employers misclassify their workers, there’s no doubt that it’s a big problem. The IRS, the Government Accountability Office, and the Inspector General for Tax Administration have repeatedly raised concerns about how often employers do this.

    The deputy inspector general for audit at the Treasury Department wrote in a 2009 memo to the agency’s head of enforcement:

    There are employers who deliberately misclassify workers to cut costs and to gain a greater competitive edge. These employers avoid paying their share of employment taxes as well as other expenses such as workers’ compensation, unemployment insurance, and other benefits. Misclassifying employees as independent contractors and not incurring the related costs can give these employers a competitive advantage over employers who treat their workers as employees.

    In September 2011, the IRS and DOL agreed to work together to share information to prevent misclassification and report on their progress each year.

    In 2017, a long-awaited report was published by the Government Accountability Office, analyzing government efforts to combat tax fraud. The report summarized findings from an IRS audit of 15.7 million tax returns from 2008 to 2010. It turns out that about 3 million of those returns involved misclassification, adding up to about $44.3 billion in unpaid federal taxes that were later adjusted.

    Since then, little progress has been made. In December, the Treasury Department said misclassification is still a “nationwide problem” and that the IRS and Labor Department are not doing enough to address it.

    California’s bill is the biggest effort yet to fix the problem.

    A court ruling changed everything

    A 10-year-old lawsuit in California paved the way for AB5. In April, the California Supreme Court ruled in favor of workers in the case, called Dynamex Operations West v Superior Court.

    Workers for a document delivery company called Dynamex Operations West were seeking employment status. The drivers for the delivery service first brought their case over a decade ago, arguing that they were required to wear the company’s uniform and display its logo, while providing their own vehicles and shouldering all the costs associated with the deliveries, and thus should be classified as employees, not independent contractors. (Amazon drivers recently sued the company for similar reasons).

    In May 2018, the state’s highest court agreed with Dynamex drivers. The ruling essentially created the ABC test as precedent, but it only relates to workers seeking minimum wages and overtime pay. The case didn’t address workers’ compensation benefits. It didn’t clarify which workers are entitled to rest and meal breaks, or who has a right to paid parental leave and other guaranteed benefits.

    Many states use some version of the ABC test, but usually just to determine whether someone is entitled to unemployment benefits. Only New Jersey, Vermont, and Massachusetts use the standard to enforce all state labor laws.

    Under federal law, there is no clear standard. The federal courts and the US Department of Labor decide who has been misclassified by weighing multiple factors, including how much control the company has over the worker and how central their work is to the company’s operations.

    If passed, California’s AB5 bill would reflect a major turning point in the post-recession economic expansion. California has the largest state economy in the country and is home to the Silicon Valley tech industry — which means its lawmakers have outsized influence in national politics. The bill could lead other states to take similar action.

    “Here we are in a great economy and yet most working people have no money saved,” Caitlin Vega, legislative director for the California Labor Federation, told me. “[Companies] are doing this because they can, they’ve gotten away with it.”

    Democrats have a veto-proof super majority in California’s Senate and General Assembly, so there’s a good chance that AB5 will become law, making it harder for those companies to get away with misclassifying their workforce.

    Correction: A previous version of this article stated the wrong date for the California Supreme Court’s ruling in Dynamex Operations West Inc. v. Superior Court. It was in May 2018.

    https://www.vox.com/policy-and-politics/2019/5/30/18642535/california-ab5-misclassify-employees-contractors

  • The Association of Corporate Executive Coaches elevates the value of executive coaches in the sea of organizational relationships

    by Esther LaVielle

    The Association of Corporate Executive Coaches (ACEC) is an association for master-level executive coaches who focuses on the results of the business side of coaching and who offer a Certification as a Master Corporate Executive Coach (MCEC) through their sister organization MEECO Leadership Institute.

    The association supports best practices to expand one’s executive coaching business to reach the level of an ‘Enterprise-wide Business Partner™’ with their clients. It also provides the opportunity to make valuable high-level connections with organizational leaders and colleagues. “The vision is to have corporate executive coaches be transformation catalysis for the 21st century and beyond, creating organizations of the future,” says CB Bowman, CEO of the ACEC and the MEECO Leadership Institute (the sister association to ACEC). “The mission of both associations is to elevate corporate executive coaching into a recognized critical profession in any organization’s success.” Each applicant must fulfill a list of requirements prior to acceptance into either association.

    Each ACEC member receives the following benefits:

    • Access to a network of like-minded executive coaches who share experiences, data, and provide support for client challenges
    • Discount to the annual executive coach leadership conference presented by the MEECO Leadership Institute
    • Free webinars on business and executive coaching topics and trends
    • Opportunities to source and collaborate with high-level talent within the network
    • Marketing opportunities to sell products and services to colleagues and organizations
    • Incentive programs
    • Researched and curated content
    • Publication of articles for organizations and industry
    • Ability to use the MEECO Leadership Institute™ as a lead generator
    • Increase visibility through Google ranking
    • Ability to present as a Subject Matter Expert (SME) to organizations
    • Ability to qualify for book endorsements
    • Conference speaking opportunities, etc.
    • Opportunity to be certified as a Master Corporate Executive Coach (MCEC) through the MEECO Leadership Institute.

    The benefits to membership in MEECO are similar but organization-focused, which includes the opportunity to select SME (Subject Matter Experts) to assist them through organizational challenges.

    Expansion and growth starts with data

    As the ACEC and MEECO continued to grow, they began looking for solutions to simplify the application process for new members, review and evaluate applications for the MCEC certification, attract conference sponsors, collect data to publish a book, and to ensure they were staying true to the membership base. They were also seeking a better way to collect and evaluate data for organizations who apply for a MEECO Leadership Designation™, a designation for organizations who present best-case behavior related to employee sciences™, corporate culture, and executive coaching.

    Through their membership with TechSoup, ACEC found QuestionPro to be the most viable solution to reach all four business objectives over the past year. Although it took time to learn all of the features and practical applications of the different types of data points collected, ACEC was able to significantly decrease the length of time applicants needed to complete applications. They can collect and organize critical data, and provide an easier way to compare and contrast candidate information to present designations for their sister organization (the MEECO Leadership Institute), as well as track the satisfaction level of its members. All of this is critical to their growth path.

    QuestionPro allows the ACEC and MEECO to focus on the customer experience

    After implementing QuestionPro’s solution,100% of the admissions team, the designation team, and the certification review team were delighted with the smoother process. They were able to review more applicants faster and more efficiently than before. Data collected via surveys through the MEECO Leadership Institute are discussed and shared throughout the network and are opening doors to new sponsorship opportunities. The data collected will also be the foundation for a new book on the topic of executive coaching.

    CB Bowman CEO ACEC “Our main objective for ACEC and MEECO is to be a part of the fabric of organizations and lead transformation and innovation. Without QuestionPro, we were unable to compare, contrast, organize and use data effectively. We’re pleased with the impact QuestionPro has made in our customer experience and look forward to continuing our partnership with them, as we are discovering even more ways to incorporate QuestionPro to streamline our business.”

    – CB Bowman, CEO of the ACEC and MEECO Leadership Institute.

    Original Article click here: https://www.questionpro.com/blog/questionpro-helps-acec-and-meeco-to-focus-on-customer-experience/

  • When the Weight of a Decision is Keeping You Up at Night…

    When the Weight of a Decision is Keeping You Up at Night…

    Most of us find it easy to make a decision when faced with a right versus a wrong option. We were educated to know the difference between right and wrong in most cases, and through experience our minds were shaped to know how to make such a decision.

    There is clearly a right way to do things because doing it any other way would be wrong. As leaders, we tend to experience these types of situations on a daily basis. And, for the most part, we do quite well in removing obstacles, selecting the best options, and getting things done. However, most of us were not equipped to deal with situations that actually present two equally right options.

    The challenge in these situations is deciding which right thing to do because choosing one means we cannot chose the other. When faced with a right-AND-right choice, we are more likely to avoid making a decision altogether. Relying on the simple rule of “do what feels right” school of personal ethics won’t resolve your dilemma. Moreover, not making any decision doesn’t mean that the situation goes away or vanishes completely. In fact, the opposite is true. It creates a bottleneck, with work piling up because mandates cannot be completed on time due to your indecision. And try as you may, you cannot avoid these situations. It sort of feels like an unwanted traveling companion moving with you wherever you go. The weight of that decision lies solely with you, and only you can decide. No one else.

    So what’s ‘the thing’ about situations that ask you to choose one good option over another good option? Fundamentally, they require you to consider all aspects of the situation in light of personal and organizational values concurrently since the decision you will ultimately need to make will not only shape your character, but also the fabric of your organization.Throughout your professional career, the weight of these situations is experienced slightly differently.

    During the early years, the right-AND-right scenarios tend to touch upon personal integrity. Choosing one option versus another one usually means you compromise something that is of value to you. The pull is between one set of responsibilities over another: “Do I say ‘yes’ and realize I cannot do that anymore? If I accept this, it means I need to give up that!” The qualitative nature of the pull is essentially about you.

    As you gain in scope of influence and accountability in your line of work, these situations of right-ANDright tend to take on a different, more complex flavor. Now, your decisions are not purely personal. The consequences of your decisions can send ripple effects throughout the organization. Everyone is watching you carefully, and noticing if what you said is what you will do. Your decisions can also impact whether others will follow your lead or not: “If I decide to act on this, how will others interpret our corporate rules? By making this decision, who in my group will be mostly impacted? By saying no to this, will others feel I wasn’t being fair?”

    These decisions do define your leadership future as people notice the incongruence in how you hold yourself and others accountable to what you said was important to you, to the team, and to the organization. Finally, and perhaps the most challenging of situations are those that impact networks of relationships outside of your organization. These relationships have legitimate claims, but you cannot satisfy them all. Obligations to one network may be in conflict with another, for instance. Complicating this decision-making process is the stake you claim personally.

    Your own personal values and views may be in direct opposition to any one stakeholder group and what they are responsible for. In his seminal book, entitled, “Defining Moments”, Joseph Badaracco (1997) takes a deep dive into these situations. Suffice to say that there is no exact science or fast-easy approach. Making decisions in right-AND-right situations calls for prudence and awareness of our own moral compass. It demands that we select one option knowing that it factors out all future opportunities and possibilities linked with the other option. Organizations, for their part, ought to encourage managers to value the decision-making process for its inherent complexity, and not just push for ANY decision to be made.

    Moreover, when a decision is well-researched (not just rationalized) and thoughtful, it should be seen as ONE good decision even if it leads to an outcome that was not wanted. Otherwise, you risk creating organizational cultures where decisions are only made in right-versus-wrong situations, and those that present leaders with right-AND-right options are avoid ed altogether.*** Not too long ago, I shared the following three rules with a young aspiring student who was faced with aright-AND-right scenario. My intention was to help her notice that she was indeed facing a situation that she had never encountered before, and that the choice she made today meant eliminating some future directions.

    Embedded in my strategy was to have her ease into this part of young adulthood and not fear such situations as she is bound to experience more in her adult life.Three Rules to a Happy Life:

    1. Never be too proud to change your mind. The sign of a strong leader is one who changes her decision as new information emerges.

    2. Never go for easy. You have one life. Make it matter.

    3. Even after you have carefully considered your options and how each one factors in and factors out possible pathways, flip a coin and name the two sides. If the toss lands on one side that represents the option you chose, and you feel the need to flip again, you have your answer.

    Final words:I’ve encountered countless leaders faced with right-AND-right situations who in the moment, needed an impartial person to help them through the decision: Someone completely separate from their company and usual circle of trusted advisors who although held in high esteem, still tended to have some sort of bias. They have acknowledged that a simple phone call to a professional coach, outside of their structured leadership and mentorship programs, was the game-changing difference. This my friends, was the AHA! moment I had in founding Grand Heron International – for on-demand coaching, for anyone, anywhere, facing a situation where they feel stuck and unable to move forward. I’ve been there, I’ve seen others there and chances are, you’ve been there in your professional life too.

    Remember: Stagnating in indecision is never an option. There are ways to help you see beyond the horizon.

    By Mirella De Civita Ph.D., PCC, MCEC President & Founder of Grand Heron International https://grandheroninternational.ca/

     

  • The Power Of Resiliency — And How To Prepare For The Coming Storms

    Helps leaders in new roles make a bigger impact faster. Neuroscience, behavior design and communication. www.connectconsultinggroup.com

    During her 2017 book tour, Facebook COO and best-selling author Sheryl Sandberg taught me to appreciate the power of resiliency, and I continue to be indebted to her, especially during the June through November hurricane season. Along with a friend who joined me for Sandberg’s talk, I marveled at what we had heard. We agreed that Sandberg seemed to exhibit superpowers.

    Shortly after Sandberg’s husband, Dave Goldberg, died unexpectedly and suddenly in May 2015, she teamed up with another best-selling author, the Wharton professor Adam Grant, to co-author Option B: Facing Adversity, Building Resilience, and Finding Joy. Writing the book helped her deal with her grief as well as recover. Less than two years after the loss of her husband, she had completed another bestselling book to go along with her well-known Lean In. Plus, she was raising two kids on her own while working as the chief operating officer at Facebook and serving on the board of directors for Disney.

    While my friend and I were tempted to wallow in our feelings of inadequacy over dessert following the talk, I realized Sandberg was teaching me valuable lessons about resiliency that can be applied in a variety of circumstances.

    According to psychologists, individuals with good resilience are able to bounce back from hardships, often life-shattering ones, more quickly and with less stress than someone whose resilience is less developed. Some individuals who face trauma even experience positive changes. They bounce forward from their trauma with renewed strength. And even those who may have been shaken to their core by a traumatic event can over time discover a sense of personal growth. The psychologists call this post-traumatic growth.

    Until Sandberg’s talk, I had started to take for granted the resilience skills I had learned many years ago during a man-made disaster in New York City. Almost 30 years ago, in August 1989, weeks before Hurricane Hugo destroyed much of Charleston, South Carolina, and the 6.9 magnitude Loma Prieta earthquake rocked the San Francisco Bay area, we experienced the Gramercy Park steam pipe explosion where I lived.

    Three days after the deadly explosion, authorities discovered that the underground pipe had been wrapped in asbestos. Since airborne asbestos is a major health hazard, the 200 residents of my 18-story apartment building were forced to evacuate for the cleanup, which lasted about four-and-a-half months. As victims, we were fine from a financial perspective, since the utility Con Edison was responsible for the accident and paid for our living expenses, including providing us with a clothing allowance. But, from a quality of life perspective, it was a very strange experience.

    Sandberg’s Option B made me recognize that my life experiences to date, as well as the book I co-authored with a client back in 2006, Leading People Through Disasters, had helped me build up strong resiliency skills that are transferable.

    Having dealt with tornadoes in my home state of Oklahoma and earthquakes when I lived in California, I now face hurricanes in Charleston, where my family and I moved in early 2014. Every fall since 2015, we’ve dealt with one major hurricane or flood each season. After staying home the first time, we now prefer to evacuate, saving our strength for the cleanup that saps our energy, time and other resources.

    While resilience is so often built in the aftermath of a disaster, much of our stress occurs when we see the inevitable trauma coming toward us. Here are my five tips for dealing with the stress of preparing for a disaster, which I most recently used this September for Hurricane Florence. (We lucked out when the storm turned inland rather than moving south and spared Charleston this time.)

    1. Adjust your view of time.

    Suspend your desire to be as productive as usual. Everything takes more time than you think it will. You’ve also got to rearrange your schedule for the next few weeks, including canceling appointments and meetings, rescheduling what you can and focusing on important actions you need to take now. For example, you probably want to pack up important documents, photographs and other irreplaceable or important items to keep with you.

    2. Practice self-care.

    As much as possible, try to get enough sleep and exercise. Try to eat well-balanced meals. You’ll feel better physically and mentally. And, generally, you’ll able to react faster if conditions change quickly and you need to alter your plans.

    3. Toggle between keeping to a routine and taking advantage of opportunities that present themselves.

    For example, when Hurricane Florence was approaching this September, I was concerned about getting to Washington, D.C., for a conference I was facilitating. So, I left two days ahead of my planned departure date. Once in D.C., I enjoyed the extra time by having lunch with a college friend and exploring a couple of museums. One morning I even conducted a webinar workshop from my hotel room for one of my clients.

    4. Advocate for yourself.

    Speak up for yourself when talking to customer service representatives. Unless you tell them, they probably won’t realize the severity of your situation. Many also are clueless about how much latitude they have with their company’s rules and deadlines until they ask a supervisor. When I explain my situation, airlines, hotels and even insurance companies generally accommodate my requests.

    5. Be social.

    Stay in touch with friends, family and colleagues to allay their concerns as well as get an opportunity to talk and think about something other than your situation.

    You never know what disaster you’re going to face, but if you prepare and you’re resilient, you’ll power through and be stronger for it.

    I help leaders improve and shape their organization’s culture by building better habits. For more info, https://connectconsultinggroup.com

  • The One Voice Holding You Back Could Be Your Own

    We act on the things we tell ourselves. Here’s how to make that internal dialogue work for you (your clients).

    As I work with clients to help them become the leaders they want to be, I often find that the singular thing holding them back — or pushing them forward — is what they tell themselves.

    Take, for example, my client Carissa, a high-tech professional on the path to a leadership position. Carissa has a promising career. She holds a Harvard MBA. Her company has flagged her as a high-potential leader and enrolled her in a robust leadership program.

    During our first coaching session, I asked Carissa what she’d like to work on. “I constantly self-sabotage,” she replied. “I put myself down all the time and I don’t see my own worth.”

    This ongoing internal dialogue affects how she presents herself at work. When Carissa facilitates meetings, she uses self-deprecating phrases like, “I’m not an expert,” “I’m not sure if this is right,” and “I may be wrong.” This language immediately tells her audience, “I don’t believe in myself. You shouldn’t either.”

    Carissa’s internal dialogue affects her non-verbal communication, too. When she’s not leading a meeting, she tends to sit in the back of the room, out of sight, sending the message that she does not belong. Even though her education, experience, and performance more than prove she does.

    There are many cultural, sociological, and personal reasons behind the things we say to ourselves. But one thing is universally true: Our internal dialogue can become so powerful that it can change the way we live our lives.

    The story you tell yourself can hold you back, or it can power you to move forward. Here are some strategies to help you change your story.

    1. Identify your story. Many of us are not aware of our internal dialogue. The first step is figuring out what we’re telling ourselves, and making sure it’s helping, not hurting. What do you say to yourself after a success? After a failure? How do you approach high-stress situations — do you build yourself up, or tear yourself down?

    2. Develop a growth mindset. According to researcher Carol Dweck, there are two types of mindsets — a fixed mindset and a growth mindset. People who hold fixed mindsets believe their talents and abilities are permanently in place, inflexible to change. On the other hand, people with growth mindsets focus on the future. They believe their talents and abilities can grow and develop. Our internal dialogue can reflect a fixed mindset (“I’m just not good at public speaking”) or a growth mindset (“With some practice, I’ll be a great public speaker.”)

    3. Think in the “now.” People often place conditions on their happiness or readiness for success — “I’ll be happy when I get a different job,” or “I’ll be confident at work once I have enough experience.” This type of thinking may focus on the future, but it is limiting. It keeps us from living in the moment, from taking the experience, knowledge and confidence we have now and using it as fuel for growth.

    4. Treat yourself with respect. Before you engage in internal dialogue, ask yourself, is this something I would say to a friend? A colleague? A family member? If it’s something you wouldn’t say to someone you respect, don’t say it to yourself. The inspirational George Raveling, Nike’s former Director of International Basketball, said it best when he said: “Most relationships come with an expiration date. The most important relationship you will ever have is the relationship you have with yourself.”

    5. Be intentional. In his book “Triggers” executive coach and author Marshall Goldsmith describes a set of questions he asks himself at the end of each day. The questions start with the phrase, “Have I done my best” as it relates to health, relationships, and professional matters. For example, “Have I done my best today to build positive relationships?” Think if there are any areas of your life that can benefit from specific, intentional self-messaging. Replacing negative, self-sabotaging internal dialogue with questions like these can lead us on a more proactive, positive path.

    6. Meditate with a mantra. Marshall’s questions are intentional. Another way to integrate a daily intention is through meditation, specifically with a mantra that focuses us in a positive direction. Deepak Chopra has authored many of my favorite mantras, including “Everything I desire is within me” and “I move through my days light-hearted and carefree, knowing all is well.”

    As I meditate, I use these mantras as reminders of my intention, reminders that as I change my internal dialogue — my own story — I change my life.

  • How You Need to Balance Belonging with Standing Out

    How You Need to Balance Belonging with Standing Out

    by Liz Guthridge, MCEC | Jul 7, 2018 | Blog | 0 comments

    Superstars, rock stars, and heroes who save the day have fallen out of favor in many organizations.

    Now we’re encouraged to celebrate team players who cooperate, collaborate, and play well with others.

    They combine their brainpower to deal with the complexity surrounding us. (Yes, it’s a VUCA–volatile, uncertain, complex and ambiguous—world.) More brains are better than one as it’s impossible for one person to know all the answers, or even pose all the key questions.

    Yet, we still need to pay attention to and honor individuals and their personal contributions.

    Any time we ignore an individual’s “superpowers” or even a person’s unique characteristics, we turn a blind eye to our humanity. As a result, we’re doing a disservice to individual team members and the team as a whole that can hurt individual as well as team performance.

    Here’s why individual recognition is so important. We humans have two competing social needs—the need to belong and the need to stand out from the crowd. Or in a work setting, stand out on the team.

    Scientists have a name for this dynamic duality: optimal distinctiveness.

    Becoming aware of this 27-year-old concept is the first step to improving individual performance and creating more inclusive, better performing teams.

    The second step is finding the optimal balance between homogeneity and uniqueness. This is challenging, not only for an individual, but also for team leaders and especially organizational leaders.

    The upside of belonging gives you as a team member purpose, meaning and clarity. Let’s say you’re proud to be a member of a special project team that’s tackling a vital organizational issue, such as expanding services to new customers, including animal owners.

    On the downside, you don’t want your group membership to crush your personality or silence your distinct voice, especially when you have a strong point of view. For instance, what if you don’t have much passion or compassion for one of the new customer niches, such as exotic animal owners?

    For some individuals, getting and staying in equilibrium with certain groups can be a continual challenge.

    As a leader, you may need to make an effort to achieve optimal distinctiveness for your teams or organization unless the duality is baked into your organizational DNA.

    For instance, consider Airbnb and Planned Parenthood. Both are built around group belonging and individual uniqueness. Airbnb hosts offer up their personal homes to guests. In Planned Parenthood’s case, stand-alone affiliates around the United States provide reproductive health care and other related services to local patients. These affiliates represent the Planned Parenthood brand as they adjust their delivery to fit their local community.

    For leaders in other types of organizations, here are three suggestions for working toward applying optimal distinctiveness:

    Embrace inclusion, recognizing that it affects everyone. As the neuroscientists say, if you aren’t actively including people, you’re accidentally excluding them. The human brain interprets ambiguity as a potential threat, which can make people feel they don’t belong and you as a leader may not care about them. From a practical perspective,

    as a leader you can make people feel included by being clear in your words and actions that they are members of the group and play an important role.

    Remind them of the group’s purpose.

    Keep them regularly informed.

    Help them and others find common ground as they work.

    Encourage them to speak up, reinforcing that it’s a safe place. (For more about the importance of psychological safety and inclusion, check out Why you need safety for a high-performing culture.)

    Get to know team members as individuals and treat them according to the platinum rule. This means treating people the way they want to be treated.

    For example, if they prefer private recognition over public recognition, write them a handwritten, personal note to thank them for their contribution instead of asking them to stand up to be applauded at a public meeting.

    In other situations, be curious about their interests outside of work, such as entertainment preferences, hobbies and family, and ask about them.

    And support them in bringing their whole self to work and expressing their individuality.

    Champion volunteer issues groups, rather than employee resource groups. As background, the traditional employee resource groups, such as women’s groups, African-American Groups, and LGBTQ groups, heighten the differences among individuals in the workforce. This can lead to two detrimental effects. Those who don’t fit the group membership criteria feel excluded. (This has contributed to many white males feeling they’re being left behind in diversity initiatives.) Also, research has shown that identity groups can act as an echo chamber for individuals, perpetuating self-stereotypes, such as women feeling they lack confidence.

    By contrast, volunteer issue groups, such as teams working to protect the environment, further education, or address customer concerns, give interested individuals an opportunity to contribute their unique gifts for a good cause and work with others who share their interests.

    Yes, there’s pressure between belonging and maintaining individual identity. However, it’s a healthy tension that contributes to our humanness. And if individuals and leaders make an effort to strike a balance both as individuals and teams, they can achieve amazing things together.

    How do you balance belonging with standing out?

    Resource: https://connectconsultinggroup.com/how-you-need-to-balance-belonging-with-standing-out/