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Leadership

Work Drama Triangle (and How to Escape It)

The Drama Triangle is a psychological and social model of human interaction that highlights dysfunctional dynamics often seen in relationships, workplaces, and personal lives. Created by Stephen Karpman in 1968, this model identifies three primary roles people unconsciously adopt: the Victim, the Persecutor, and the Rescuer. While these roles may feel familiar and even comforting in the moment, they often lead to unproductive behaviors and strained relationships. By understanding the Drama Triangle and replacing it with healthier patterns like the Winning Triangle, we can transform our interactions and create more positive outcomes. And strengthen our muscle of Communication Intelligence (CQ). Let’s dig deeper into the subject today so you can understand better your behavior patterns with a practical solutions on how to get out of it. The Story of the Drama Triangle Stephen Karpman, a student of transactional analysis, developed the Drama Triangle to illustrate how people can become trapped in unhealthy relational patterns. These roles are not fixed, and individuals may shift between them during a single interaction. The triangle often begins with one person adopting a role, which triggers complementary roles in others, creating a cycle of blame, helplessness, and over-involvement. Let’s explore these roles in detail: The Victim The Victim feels powerless, overwhelmed, and unable to take responsibility for their situation. This role is characterized by self-pity and an underlying belief that “I can’t do it” or “Life is unfair.” Behaviors: Avoidance of responsibility, learned helplessness, seeking sympathy. Typical Sentences: – “Why does this always happen to me?” – “I can’t handle this.” – “No one understands how hard this is for me.” Position in the OK-OK Matrix: The Victim operates from an “I’m not OK, you’re OK” position, perceiving themselves as inferior or incapable compared to others. The Persecutor The Persecutor blames and criticizes others to maintain control or assert dominance. They often feel justified in their actions but lack empathy for others. Behaviors: Aggression, fault-finding, micromanaging. Typical Sentences: – “This is all your fault.” – “You never do anything right.” – “If you had just listened to me, we wouldn’t be in this mess.” Position in the OK-OK Matrix: The Persecutor operates from an “I’m OK, you’re not OK” position, seeing themselves as superior while devaluing others. The Rescuer The Rescuer intervenes excessively to “save” others, often neglecting their own needs. While their actions may appear helpful, they can enable Victims to remain passive and dependent. Behaviors: Overhelping, unsolicited advice-giving, neglecting self-care. Typical Sentences: – “Let me fix this for you.” – “You can’t do this without me.” – “Don’t worry; I’ll handle everything.” Position in the OK-OK Matrix: The Rescuer operates from an “I’m OK, you’re not OK” position but masks it with seemingly altruistic behavior. What Is the Cost of the Drama Triangle at Work? When workplace interactions are led by the Drama Triangle, several negative outcomes emerge: – Decreased Productivity: Time and energy are wasted on blame-shifting or rescuing instead of solving problems collaboratively. – Eroded Trust: Dysfunctional dynamics create resentment and reduce psychological safety among team members. – Stagnation: Victims avoid growth opportunities, Persecutors stifle creativity through criticism, and Rescuers prevent others from developing autonomy. – Burnout: Rescuers often overextend themselves, while Victims feel perpetually overwhelmed and Persecutors experience frustration from unmet expectations. In essence, the Drama Triangle traps individuals in cycles of conflict and inefficiency, undermining both individual well-being and organizational success. The Winning Triangle: A Healthier Alternative To break free from the Drama Triangle, Acey Choy introduced the Winning Triangle as a model for healthier interactions. This framework replaces the dysfunctional roles of Victim, Persecutor, and Rescuer with three constructive counterparts: Vulnerable, Assertive, and Caring/Coaching. These roles empower individuals to take responsibility for themselves while keeping respect and collaboration with others. And to operate from OK-OK position that gives us a chance to use all of our skills and growth mindset. Vulnerable (Replacing the Victim) Vulnerability involves acknowledging one’s feelings and needs without going into the realm of helplessness. It requires self-awareness and a willingness to seek support constructively. What can you do? – Admit when you’re struggling but frame it as an opportunity for growth. – Ask for help without expecting others to solve everything for you. – Use “I” statements to express your needs clearly. How can you say it? – “I’m feeling overwhelmed; can we brainstorm solutions together?” – “I need some support with this task—could you guide me through it?” Vulnerability fosters authenticity and encourages open communication. It creates an environment where challenges are addressed collaboratively rather than avoided. It’s healthier, creating a space to grow, make mistakes and learn from them, as well as using the experience and wisdom of others’. Assertive (Replacing the Persecutor) Assertiveness involves expressing one’s thoughts and boundaries respectfully while considering others’ perspectives. It balances confidence with empathy. What can you do? – Provide constructive feedback rather than criticism. – Set boundaries clearly but kindly. – Focus on solutions instead of assigning blame. How can you say it? – “I noticed an issue with this report; let’s discuss how we can improve it.” – “I value your input, but I need some time to focus on my own tasks right now.” Assertiveness promotes accountability and problem-solving without alienating others. It helps create a culture of respect and mutual understanding, without treating people like worse or stupid. It’s creating a chance for everybody to take their own responsibility for what they do at work. Caring (Replacing the Rescuer) Caring involves offering support without overstepping boundaries or fostering dependency. It respects others’ autonomy while providing encouragement. What can you do? – Offer help only when it’s needed or requested. – Encourage others to take ownership of their responsibilities. – Practice active listening without immediately jumping in with solutions. How can you say it? – “How can I support you in resolving this issue?” – “You’ve got this—I’m here if you need guidance.” Caring builds trust and empowers

16 March 2025 No Comments

Leadership

What Are Most Common Beliefs That Hold Tech Leaders Back?

As a Tech Leader, you’re tasked with guiding innovation, meeting deadlines, and managing diverse teams—all while navigating the complexities of human dynamics. It’s no small challenge. But what if I told you that some of the beliefs you hold about leadership might actually be holding you back from creating an environment where people want to stay and thrive? Let’s take a closer look at three of the most common beliefs that I encounter when working with Tech Leaders and explore actionable solutions to shift your mindset and approach. Belief 1: “If I’m not the expert in the room, I’ll lose respect.” Many Tech Leaders feel immense pressure to always have the answers. After all, you’ve likely climbed the ranks because of your technical expertise. But leadership isn’t about being the smartest person in the room—it’s about enabling others to shine (it hurts, I know). The problem is that when you focus on showcasing your expertise, you risk micromanaging or overshadowing your team’s contributions. This can stifle creativity and lead to disengagement: your people think won’t have enough space to try out new solutions, make mistakes and learn from them to build their own expertise. Solution? Shift from being the “expert” to being the “facilitator.” Ask open-ended questions like, “What do you think we should do here?” or “How can we approach this differently?” Empower your team to take ownership of their ideas and solutions. Remember, respect is earned not by knowing everything but by fostering trust and collaboration. Belief 2: “Feedback will demotivate my team.” I often hear leaders say they avoid giving constructive feedback because they fear it will hurt morale. While it’s true that poorly delivered feedback can cause friction, avoiding it altogether is far more damaging in the long run. The problem is that without feedback, your team doesn’t know where they stand or how they can improve. This ambiguity can lead to frustration, disengagement, and even turnover: all those things are not the ideal situation for you, as a leader, and for your team as well. There are very costly: losing one employee is a cost of 8-12 monthly salaries of this person (in average). Solution? Reframe feedback as an opportunity for growth rather than criticism. Use a structured approach, even the most common ones like “Start-Stop-Continue” will be a huge help (and easy to implement): – Start: What new behaviors or actions could help them grow? – Stop: What habits or approaches might be holding them back? – Continue: What are they already doing well that they should keep up? Deliver feedback with using Communication Intelligence (CQ) muscle, tailor the communication to your employee’s needs, be specific, and always tie it back to their potential and goals. Belief 3: “People leave because of better opportunities, not because of me.” It’s easy to blame external factors when someone leaves your team—higher salaries, exciting projects elsewhere, or personal reasons. While those factors do play a role, research consistently shows that people leave managers, not companies. The problem is that assuming turnover is out of your control absolves you of responsibility for creating a supportive environment. This mindset prevents you from addressing underlying issues within your team dynamic. Solution? Conduct regular one-on-one check-ins where you ask questions like: – “What’s one thing I could do to support you better?” – “Do you think that you’re challenged and fulfilled enough in your role? If not, what can we do to move a needle here?” – “What’s your long-term vision, and how can I help you get there?” By showing genuine interest in your team’s well-being and career aspirations, you’ll build loyalty and reduce turnover. It’s not so obvious to have a leader that actually care and think about their employees’ in more holistic approach. The bottom line Leadership is as much about unlearning as it is about learning. By challenging these common beliefs and adopting a more people-centric mindset, you’ll not only become a stronger leader but also create a work environment where people feel valued and inspired to stay. Remember: great leaders don’t just manage tasks—they cultivate trust, growth, and connection. That’s the kind of environment people don’t want to leave. Ready to challenge more leadership beliefs? Go and listen to the latest episode of Leman Tech Leadership Podcast!

1 February 2025 No Comments

Leadership

10 Ways to Get Your Time Back: Practical Tips for a Tech Leader

As a Tech Leader, your day is likely filled with endless meetings, urgent emails, project deadlines, and unexpected crises. It’s easy to feel like there’s never enough time to focus on what truly matters—whether that’s strategic thinking, team development, or even your own well-being. But here’s the good news: with a few intentional changes, you can reclaim your time and focus on what drives real impact. This isn’t about pretty theories or abstract advice. Below, you’ll find 10 practical, actionable tips that you can start implementing today to get your time back. Interested? Let’s get to it! #1 Audit Your Calendar Your calendar tells the story of where your time goes—and often, it’s not a pretty picture. Start by reviewing your calendar for the past two weeks. Ask yourself: Which meetings were truly necessary? Could some have been shorter? Were there meetings I didn’t need to attend at all as a leader of my team? Depends on the answers, make some shifts. Move meetings around, if you have influence on them: put them in the time of the day that you’re not in your genius zone. Use the calendar as you source of power, not a thing you are a slave of. Actionable Tip: For every recurring meeting on your calendar, apply the “zero-based budgeting” approach. Assume the meeting doesn’t need to exist unless there’s a compelling reason to keep it. For meetings you do keep, limit them to 25 or 50 minutes instead of the standard 30 or 60 minutes—this will force more focused discussions and give you breathing room between calls. #2 Delegate Like a Pro Leader Tech Leaders often fall into the trap of trying to do everything themselves—whether it’s troubleshooting a technical issue or reviewing every line of code. But delegation isn’t just about offloading tasks; it’s about empowering your team and creating space for you to focus on higher-level priorities. Actionable Tip: Use the “3D Framework” for tasks: Do it, Delegate it, or Delete it. If a task doesn’t absolutely require your expertise, delegate it to someone who can handle it. And if it doesn’t add value, delete it altogether. Make sure of good contracting around the delegation though: it needs to be clear, including context, checking on the skillset of the person who’s going to get the task. Be smart here; don’t assume: ask. #3 Batch Similar Tasks Together Switching between tasks—like coding, answering emails or Slack / Teams messages, and attending meetings—can drain your mental energy and waste time. Instead, group similar tasks together and tackle them in dedicated blocks of time. Actionable Tip: Create “themed” days or blocks of time. For example: – Monday mornings: Strategic planning – Tuesday afternoons: One-on-ones with team members – Friday mornings: Deep work on a long-term project When you batch tasks, you reduce context-switching and increase focus. Let’s say it once for good: there’s no such thing as multitasking. You can switch between tasks really quickly, but it has its cost. Reduce it, be more focused and you’ll see the difference in your efficiency and energy level as a leader. #4 Say “No” More Often Every time you say “yes” to something, you’re saying “no” to something else—often your own priorities. Learning to say “no”, or “yes, and…” is one of the most powerful ways to protect your time as a Tech Leader. Actionable Tip: When someone asks for your time, don’t respond immediately. Instead, say: “Let me think about it and get back to you.” This gives you space to evaluate whether the request aligns with your goals. If it doesn’t, politely decline or suggest an alternative solution. Remember about being in OK-OK space: you don’t want to be rude or aggressive; boundary setting is not about hurting others, it’s about protecting yourself. #5 Leverage Asynchronous Communication Not every conversation needs to happen in real-time. In fact, asynchronous communication can save you hours each week by reducing unnecessary meetings and interruptions. Actionable Tip: Use tools like Slack, MS Teams, or Loom to communicate asynchronously. For example, instead of scheduling a meeting to discuss a project update, record a short video or write a detailed message outlining the key points and next steps. Bonus Tip: Set clear expectations for response times in asynchronous channels (i.e., “respond within 24 hours”) so everyone stays aligned without feeling pressured to reply instantly. #6 Automate Repetitive Tasks If you’re spending time on repetitive tasks that could be automated, you’re leaving valuable hours on the table. Automation isn’t just for developers—it’s a key productivity tool for all of us, regardless of our role in the organization. Actionable Tip: Identify one repetitive task you handle weekly (i.e., generating reports, scheduling meetings, answering emails) and automate it using tools like Zapier, IFTTT, or custom scripts. Example: Automate status updates by integrating project management tools like Jira or Trello with Slack so your team gets real-time progress updates without manual intervention. #7 Create Decision-Making Frameworks Decision fatigue is real—and as a tech leader, you’re probably making dozens of decisions every day. And we have a limited decision capacity: we make around 35,000 decisions daily, but less than 100 are optimal. Creating frameworks can help streamline this process and free up mental energy for more important work and more capacity for better decisions. Actionable Tip: Develop simple decision-making criteria for recurring situations. For example: Hiring decisions: Does this candidate have at least 70% of the required skills? Project prioritization: Does this initiative align with our top three business goals? Task selection: Does this task bring me closer to the OKRs I have on my list for this quarter? By standardizing decisions, you’ll spend less time deliberating and more time executing. #8 Adopt a “Less is More” Leadership Mindset In Tech Leadership, more isn’t always better—more features, more meetings, more initiatives can lead to diminishing returns. Focus on doing fewer things exceptionally well rather than spreading yourself too

5 January 2025 No Comments

Leadership

What a Leader Should Do When People Don’t Listen?

Did you ever had a situation when you’ve delegated a task, asked for something, gave a feedback or recognition and your employee didn’t listen? You thought that you’ve been crystal clear about your intention or what’s there to be done, but it didn’t land? Or maybe a member of your team even nodded their head, but it wasn’t delivered as you’ve asked? What comes to your head in the situations like that? What’s wrong with them? Or maybe it’s about me, I can’t even communicate with my own team? Let’s unpack it today and take a closer look on the root cause and potential solutions. Is it about them as employees… What makes a leader efficient and reliable? Once I was working with a leader in 1:1 mentoring process and he asked me this question: “Alex, what can I do so my team is more efficient? I do so many things, I give my people so much autonomy, they can do everything they want, but they don’t deliver things I ask them to. I would kill for so much freedom that I offer them.” Oh, here we go. The problem statement was “my people don’t listen to me, and they don’t deliver”. And the first question that I asked was: “Why do you think it happens?”. This leader looked at me like I was a crazy person, and he said: “It’s obvious: they’re disengaged and lazy”. The first thing that came to his brain. “Is this a fact or your interpretation of the reality?” He started to think. It took him a while, but afterwards he started to analyze. “Well… Sometimes when we are under a lot of time pressure, I’m more directive and distribute work among team members. We don’t have time then for discussions, it’s just a matter of delivering on a short deadline. I can tell that they work super efficiently then: like a pressure is a good thing for them”. Oh, here we go x2. In a lot of stories like that, the first thing of a leader is: it’s about them, not about me. And sometimes it really is about them. Lack of commitment, engagement, intrinsic motivation or skills: it can all happen. And we, as people, have different phases in our life: sometimes we are in an extremely good place, sometimes not so much. In a workplace, it’s our job as leaders to investigate what is the root cause of a certain behavior. Most of us are not psychologists or therapists, and it’s not our job to pretend that we are. But being curious, ask questions or make some statements that we’ll verify with an employee are tools to minimize the risk of the negative influence. In the example above, the time pressure and short deadline wasn’t the “motivator”. It was a directive channel of communication that the leader has used to distribute the work. Evidently his team consists of more Promoters and/or Imaginers than other PCM types. And notice what he said: “I would kill for so much freedom that I offer them”. So, by giving them so much of an autonomy he covers his own frustrated need, not theirs. The intention is good, but he’s not addressing the right need. … or maybe about me as a leader? We all have our own stories, experiences from the past, beliefs and convictions from our early childhood that shaped what we think and feel about ourselves and the world that’s around us. That’s perfectly fine: that’s what making us human. The question is: how much those things influence your leadership approach? You say: people don’t listen, I say: “why is that happening?”. Most of the time people don’t listen because you don’t speak their language: you speak your own and you expect for them to understand you. It’s like you speak English to a person who only speaks Spanish. The same part of the brain is responsible for using the foreign language as for using the language of different perceptions. If you talk data and I talk emotions, it’s almost impossible for us to get along. We just don’t understand each other, because we literally speak different languages. The same thing is with the way we speak, so the communication channels. As in the example of a leader above: he gave people so much autonomy, probably without being more direct and concrete about the specifics that the team was lost in the fog. He didn’t want to be too harsh or pushy (in his head), so he hasn’t decided to use the directive channel that his team actually needed. How we speak does matter: whether it’s about the words that we use or about the way we build the sentences (channels). People listen better when the communication is tailored to their needs, and there’s no one-size-fits-all. Solutions? Know your people. If you are not aware what are the personality Bases of your team members, come back to the PCM materials, then make strong hypothesis of it and test them in reality. You can always use the Process Communication Model questionnaire and have a crystal-clear report, but you can also handle this without it. Get a little knowledge and use it, one step at the time. It doesn’t need to be perfect at the very beginning: the key thing is that you start building this muscle of recognizing the Base, so you can more automatically go straight into the better communication. Remember which words and channel use to which type. It’s crucial to tailor your communication. If you are going to speak the language of your people, they will listen and deliver work. Write down on one piece of paper all 6 PCM types with their main key words + preferred communication channel. Have it somewhere close to your laptop, so you can use it any time you’ll have a conversation. We all learn and that’s fine to have a little help at the beginning. What matters at

27 July 2024 No Comments

Leadership

Team Conflict: Is It Always a Bad Thing?

When we hear “conflict”, we think “trouble”. When we hear “conflict”, we think “dysfunctional team”, where communication doesn’t work, and people have personal issues. Or when we hear “conflict”, we think that leader doesn’t know how to lead his/her team successfully. Is that really true? Why are we so scared of a conflict? What is the worst thing that can happen when there is a conflict in the team? What kind of experiences we have with the conflict that make us think and behave in a certain way when one appears? Why do we avoid conflict? The real question should be: why do we avoid doing things in overall? In the area of conflicts, it’s extremely visible: we avoid it, because we burned ourselves once or twice. Based on that we make this strategy to not get involved in any kind of “risky” situation: so, we sit quiet and just focus on living through another day. Is it really the best option we can get? When a lack of conflict is dysfunctional, not the other way around? One of the biggest experts of team development and leadership, Patrick Lencioni, years ago wrote a book “5 Disfunctions of a Team”. It is a really short story (doesn’t even look like a personal/professional development book), yet it’s very powerful. And there is one part that stopped me when I first read it: Lencioni says that one of the dysfunctions of a team is a fear of conflict. What? (On the chart on the left-hand side there are definitions of all disfunctions and on the right-hand side there are solutions, that answer the questions: what is the best thing we can do here for our teams?) If we stick to our old believe that a conflict is something negative and destructive – that it ruins the trust and good atmosphere in the team, how is it possible that it’s actually the other way around? When we avoid conflict, not speaking up and be open about what do we really think, feel, or observe in the workplace, there is a huge risk of not being as effective and efficient as possible. It’s also short sided: if we are not sharing it now, it’s going to backfire in the future. So, at the end of the day, it will bring worse result than we imagine now. What’s even worse, people probably will talk behind other colleagues’ or leader’s backs, and not saying anything out loud. We can imagine that it will bring even worse outcomes, like really ruining the atmosphere, creating space for psychological games and in a consequence: lack of trust. The fear of conflict can be one of the biggest barriers that will stop people from growth, thrive and being the best versions of themselves in a workplace. What can we do to change this mindset? How can we use conflict that nourishes our team? The key thing to understand is that a certain kind conflict is something that we can use. Sometimes it is, sometimes it isn’t, it really depends on what we are dealing with. There are 2 categories of conflicts, I call them functional and dysfunctional. What can we do with the dysfunctional conflicts? First and foremost: we need to map and name correctly which conflict is the real one in the situation we are dealing with. Without that, even the most beautiful strategy is not going to work, because we are going to answer to the wrong need. We’ll get frustrated and use all our energy badly. Focus on investigating will bring the best results, since then the solutions will be to the point: it’s more than certain that it’s worth investing time in this process. The bottom line The conflict is a huge, hairy, and scary thing that we often have very strong convictions about. We avoid it, by staying low, don’t speak up to not get into any confrontation. We do it because we don’t want to get hurt, expose ourselves to bad emotions, stress or feeling that we do not belong. Perfectly natural, there is nothing to be ashamed of. When we make a mindset shift: from fixed (focused on avoiding conflict) to a growth one, where we take into consideration that the conflict can be good for us, nourishing and interesting, we can gain more than we think. With remembering about having a good intention, being in OK-OK zone and with a goal of creating something extraordinary as a consequence of a passionate discussion, we can achieve the outcome that won’t be possible to achieve on our own. It puts old, good conflict in a completely new light. I believe it’s worth trying if it fits.

22 July 2023 No Comments

Organization

How To Teach Others Effectively?

Did you ever have a situation when you wanted to teach a person something? You explained everything, you put a lot of time and effort in it, and at the end of the day the person never learned anything? Or you gave somebody feedback because they didn’t do something correctly. And after the conversation it seemed that everything was okay, but after a couple of weeks or months the same mistake was done by the same person? Did you start getting angry, feeling disappointed or guilty: is it you or is it all about them? Were you persistent, sit with the person and explain the same thing 10 times? Or have you just decided to not bother anymore: since apparently this person doesn’t understand what you are saying? How many cases ends like a failure when we think about teaching others effectively? 20%? 50%? More than that? And how many of them don’t say that they don’t understand because they don’t want to look or sound stupid? What can we do to teach others better, so they can grow thanks to our knowledge and experience? And both sides don’t have the impression that they’ve wasted time on the doubtful effect? Why doesn’t learning process work so often? We can have the best intentions to teach others. In fact, most of the time we have those: we want people to be better in what they do, we share our knowledge, experience and what we’ve learned so far in a certain topic. Everything seems good in our head. The readiness to teach and an honest intention to do it is there. Let’s say we are a buddy to the new employee. We want to onboard this person, take care of them, pass all information about how this organization works. To prepare a new joiner to understand the new environment, how everything gets done, so they don’t waste time and get stressed or frustrated of running around in circles, looking for the right person to answer their questions. We have a plan, we start the process. We pass our knowledge, we teach the other person how to cover the goals we have as a team as well as possible. We check by asking: “do you have any questions?” or “is everything clear for you?”. And what is the answer on those two questions most of the time? 90% people goes with “no, all good, no questions”, “yes, all clear”. Is it your experience too? And it’s clear until it isn’t. We explained everything, checked with new employee and this is it: they start to work on their own. And there is one mistake. And then another one. We give feedback, all is clear again, they go and do the same mistake again. When we ask what they need to do it to have the result that we aim for, they say “nothing, all good”. Sounds familiar? Sometimes we teach, then we see that the work is not done with a result that we did contract for, we give feedback with an intention so next time it’s better. And it’s not better at all: sometimes it’s the same, or even worse. What is happening in between of this process, so the results are often so disappointing (for both sides)? Who we need to be to teach others well? There is a certain set of skills that people who want to be efficient and effective in how they teach others should have. Based on my teaching (others) and learning (from others) perspective, I believe that those are a golden list of competencies that make a person amazing guide to transform work and life of people that are around them. And we do know that you don’t need to be a school or academic teacher to use them. We share knowledge in so many ways every day: we teach our colleagues at work, our kids at home, we share some tips and tricks with our friends or family members, we pass value to the members of our community. What do we need to do it in the best possible way? The bottom line When we teach others, we are there for them. It can be super hard to stop the need to show that we the smartest persons in the room, but we must do it to be effective at teaching others. Remembering that the process where we teach something is for our audience (even if it is a one person), makes us take a step or two back from time to time and reflect on the way we do it. Is it for me, or for them? Where is my focus: on the process, or on the person? Do I care more about ticking all the boxes that I passed everything I had on the agenda, or I care about the change that I make in this person’s brain and heart? These are the questions that I invite all of us to ask ourselves every time we teach something. It will make everything we do better, more effective and efficient, and: we will be satisfied with the job well done.

16 July 2023 No Comments

Leadership

TEAMING: Why No One Teaches How to Be a Good Team Member?

Did you ever noticed that we teach leaders in countless growth programs, workshops, or mentoring processes how to be a great leader, and we almost never teach employees how to be great team members? To follow the TEAMING idea? Why is that? Is it more important to have qualified leaders than people who know how to work well together? We know it’s not true. A part of successful leadership is to have a team that has an ability to cooperate effectively, ideally to like and understand each other as people. During my post-grad studies in Transition Management area, one of the lecturers brought to the class a book named “Teaming: How Organizations Learn, Innovate, and Compete in Knowledge Economy” by Amy C. Edmondson. And while having a conversation about the teaming, people, communication and how it creates great (or not so great) organizations, I’ve started to wonder how all those dots are connected. How one thing influences the other and makes success or failure at the end of the day? How to think about TEAMING: is it even the real thing? What is TEAMING? TEAMING is a mindset. Based on Amy’s book, TEAMING is more about “being” with others in a certain way than “doing” things. Of course, the behavior is an important part of the whole idea, so we can tell that “behaving” is “doing”. But it’s not the point. The point is that TEAMING covers the way of working, behaving, making decisions in work environment where we don’t have a luxury of a stable team structures. Where individuals, teams, departments, and projects need to work together somehow, while the circumstances change all the time. So, TEAMING brings to the table collaboration based on an eagerness to learn, be better every day and communicate as well as possible, despite the constant change that never ends. And it never will, let’s be honest about it. Do we ever think about the qualities of a good team member? We for sure can list very quickly the qualities of a good manager within 30 seconds. But how about team members? Recently, I did this exercise with one group of leaders that I facilitated the workshop for. I asked them to give 2-3 things that they believe are qualities of a great team member. The results came up like this. So, as we can see, there are a lot of things connected with taking responsibility and do the job, but mostly there are things connected to “being” with others. A person who shares knowledge, taking care of other team members, listen, be brave, mentor others etc. Not many “transactional” elements are there as we can see. Interesting, isn’t’ it? How to lead a TEAMING process? As leaders, we have a lot of influence (more that we think we have) on how the work environment looks like for our people. Pretty often we don’t use this power because we don’t believe that it would work, we don’t know how to do it, or we are afraid that we’ll get different outcome from what we aim for by certain actions. We don’t believe that we can actually change something. Leading in TEAMING means using the mindset that will allow people to be a better team member. It consists of three things: A leader is responsible for creating a workspace for people to thrive. It’s all we need to do. Why don’t we teach people how to be great team members? It’s not very intuitive to start from teaching people about being a good team member. Definitively more classical way is to teach leaders how to be great and lead others successfully. But that way, we put all responsibility on the leader’s shoulders. I’m not saying that leader don’t need to grow, have certain set of skills, behaviors or mindset. But when we think about improving the ability of being a great team member, we divide the responsibility into all people that making a team: manager AND team members. Both parties need to participate in the process of team creation: it influences the level of engagement, being in control and a part of something more than just my own scope. Why don’t we do it more often? Maybe because it requires a mindset and approach shift, a creation of a new one to cover the different perspective. And it can be difficult, sometimes going far away into the stretch zone and recreate the growth options we have for people in the organization. What do we need to make that shift? Wouldn’t it be more efficient, nice, and engaging to have more than one people who takes care of different team building elements? Imagine that we all are taking part in building the environment where people are highly motivated, performing very well, create space to give different ideas and have sparing partners to discuss them? Where we learn from each other, share knowledge and the best ways of working? Sounds pretty cool to me. And for you?

7 July 2023 No Comments

Leadership

Leading With Agility: 3 Ways to Do It Well

Agility, being Agile, using Agile tools. For the last couple of years those words or phrases became viral: there are so many training sessions, certification programs, workshops and growth paths connected with this. Thinking in an agile way or leading with agility appeared in the job descriptions, since it looks like a leadership skill that is necessary in these crazy, fast pacing time where things are changing all the time. And yes, it is a quality that can be extremely useful, because the change was, is and will be with us no matter what, regardless of the period of history we live in at the certain moment. But I’ve seen many times that this subject was copied and pasted from the project management books (literally 1:1) and not really tailored to the context of managerial work. There are many common points of working as leader with the team and while being a project manager, but there are also many differences that need to be taken into consideration. To have useful tools, that can be implemented successfully, without frustration that it doesn’t work, or is not applicable at all to the certain circumstances. So today, we are going to go deeper into the subject and see how to lead teams with agility in 3 areas by using what is the best in agile into the reality of a manager. 1. Reshape your mindset (from fixed to growth) Leadership agility is a set of competencies, abilities and attitudes. But the most important thing of all this is mindset. Mindset combines all the thoughts, convictions, beliefs and abilities we have, and it creates the way we look at the world. These are the glasses that we put on to see and interpret what is happening around us. A leader that has a fixed mindset sees the world of restraints, sometimes without a perspective for it to improve. This person operates daily based on thinking about the change as a threat, something that can rob him/her from what they’ve work on so hard for years. They see new things as challenges to the status quo that are in their comfort zone, often by using the sentence: “it always worked, why to bother changing it?”. A leader with a growth mindset at the other hand has an open-minded perspective, she/he thinks holistically, looking for opportunities and space to learn every day. Every mistake is a chance to learn, be better next time and have a constant possibility to try different approaches, ideas, making their workspace a better environment for their people. When you have a fixed mindset as a leader, you will probably never go to the agility leadership space. Agile means adaptive, changing regarding the circumstances, tailoring the approach, response or reaction adequately to the current situation. To modify the way of leading people and business as needed. People with fixed mindset are not that flexible, they are not going to be able to do it. If you want to be an agile leader, you need to make a shift in your mindset. Move from fear to courage. From ended version to the iterative one, with a constant possibility to improve and adapt. Why it is important? Because if you have a fixed mindset, your people will have it too. They won’t grow exponentially; they are not going to be high-performing teams with an ability to achieve anything they want. They’ll stay in their comfort, safe space where it’s cozy and warm. But there is no chance to thrive in the comfort zone. 2. Look for opportunities to learn all the time Once the right mindset it there, the next steps on the journey are possible to implement. Leading with agility requires learning all the time: trying to find the best options, to improve the ways the team works, operates, solve problems or makes decisions. For a leader that works with people in that way, it’s crucial to seek for opportunities to grow every day. As mentioned in one of the previous articles: “If you didn’t fail today, it means that you haven’t pushed yourself hard enough. Be better tomorrow”. If you make a mistake, ask yourself: “What have I done well? What could I do better next time?”. Being an agile leader means using the right tools. Use retrospective with yourself on a daily/weekly/monthly basis. Invest 3 minutes of your time each day to see what went really great, and what could have been better. It’s not a lot of time: every person can manage to do it. The key here is to prioritize it, to know what kind of advantage it brings to your table. That’s how we learn: remember 70/20/10 rule. 70% of the learning comes from day-to-day tasks, experiences, projects and many different situations we face. 20% is mentoring, feedback, observing others. And 10% is formal (or less formal) education, workshops, studies etc. Use your 70% daily, the best way you can possibly do it. Be mindful about what you do with your time, how you talk to your people, how you solve problems or create space of others to solve it by themselves. How you pass the responsibility to others, how you strengthen your team to be in charge of what they do. How you delegate tasks 100%, without being a nano manager, but with a trust in employees: that they’ll do their best to cover it, in the best quality they can. Talk to other people that you find experts in your field. Share knowledge, ways of working or experience you gathered all along the way, be curious about their experiences and learnings too. Follow them on social media, read or listen to the books, get inspired, try what they’ve done to see if it can work in some way in your case. Life the life-long learning value: this is the key to lead with agility. 3. Be adaptive, react and let people do the same Agility means adaptability. Reacting to changes, making the best of them.

23 June 2023 No Comments

Self-Development

Process Communication Model (PCM): Main Psychological Needs

In the first article, I mentioned a few elements about the framework of Process Communication Model (PCM) and I’ve shared how much it changed the way I look at the communication itself, but also at differences (and similarities) that we have as people. It appeared that even if you know a lot of things, you can always learn something that can be a groundbreaking experience for you. And what can change the way you think about yourself and the world that is around you. What stopped me when I’ve started learning about PCM was many different elements of it that create the whole puzzle which describes the while structure of peoples’ personalities. And what’s inside of this: behaviors, the ways of reacting in certain situations (in a reaction for a certain stimuli or trigger), their preferences regarding the way they communicate, but also the way they want to receive communication from others. One of those elements that are extremely important in PCM’s structure are main psychological needs. What are they for each of 6 types of personality? Why we even talk about them? What happens when they are not covered? Let’s dig deeper into that space today. What Are the Main Psychological Needs in PCM? Each of 6 personality types in PCM has their own psychological need or needs. It is one or two the most important things that they seek to cover to feel balanced and to not go into distress. Meaning: if the main psychological need(s) is/are safe, a person is in a good shape and has access to their resources to make good decisions or solve problems in an optimal way. You can find below the structure way of those needs. Recognition of work means that the value that Persister and Thinker bring to the table in a work environment is visible and appreciated by others. Hard work, quality and time they’ve invested into a certain thing is worth the outcome and important for others who recognize that. Recognition of convictions for Persister means that what they value and that kind of beliefs and opinions they have regarding certain thing are meaningful for others. Time structure for Thinker means that there is an order of their structure of day, rituals, tasks they cover during the day (private and/or personal). It can be a structure around work/goals that are on the list for a week or month. The key here is to have everything in place, with a space to adapt it, if needed. Incidence for Promoter exists when things are happening. There is action, excitement brought by successfully delivered tasks, projects, achieved goals or key milestones on a path they follow. Being in contact for Rebel is a key thing since they need other people, space to discuss things, like or dislike them together. They need to have an external source of energy, making them feel that they have connection with the world that is around them. Recognition of person is quite different from recognition of work that was mentioned for Persister and Thinker. Recognition of person means that Harmonizer is seen as a person. That it’s good that they are there, they bring value to others by their existence. They are an important key player in the team. Because Harmonizers are using all their senses to experience the world that is around them, sensory is one of their main needs. It means that they need to have visuals (i.e., colorful spaces or art around them), sounds (may be different in terms of individual preferences), smells (like fresh bread, paint or grass), something they can touch (like nice fabric textures of furniture). It’s about feeding the senses they use to experience the reality. Solitude for Imaginers is a space where they can reflect on all those things that are in their heads. It doesn’t mean that they want to be alone all the time: it means that they need space, time and (most of the time) silence to recuperate and make space for their brains to work properly. What Happens When the Needs Are Not Covered? Once we know who we are and who are people that are around us (our children, significant other, friends, coworkers or direct reports), we have a ready solution to work with them. Your child is a Thinker? Give them recognition sign every time when they do something good in a workspace area (it can be about cleaning up their room or doing their homework). Your employee is a Harmonizer? Sit with them in a nice, colorful, closed room, give them a hot tea in a ribbed cup and say that it’s good to see them and have them in the team. But if you have a partner who is a Persister and you say to them after a great speech that they’ve just delivered that they look pretty, guess what happens? They can start feeling frustrated, since they’ve got not the right recognition (they seek for recognition of work, but they’ve got a recognition of person). Your intention was good, so you can be surprised that the reaction is not like you aimed for. The key thing here is to understand that it’s not about you: it’s about their need that was not fed in a right way. So, what happens when those main psychological needs are not covered properly? The person goes into distress. Meaning: they go and act not from their resources, but from their driver behavior. They might seem irrational, not accepting other peoples’ mistakes or closing themselves and doing everything on their own. Depends on the driver a certain person has and what happens with them in distress zone. The point is: when basic psychological needs are not fed, a person is not in contact with themselves, not making optimal decisions, might feel like they are not the best version of themselves. They might make mistakes, be sloppy, forget things, being mean, acting scared or resist all the time. A behavior depends on a person, but

16 June 2023 No Comments

Self-Development

What Kind of Rituals Do You Have in Your Life?

While running the other day, I was listening to the podcast by Lori Harder “Earn Your Happy: This Will Get You the Results You Want in Your Life Fast!”. And there was one sentence at the very beginning that stick with me, and I thought about it a lot afterwards. “If you have in your life the results that you are not very happy about, it means that you have a ritual that creates that kind of result”. So basically, it’s about connecting the dots between what we do and what kind of outcome we get because of making a certain decision (or not). It seems obvious, as well as the quote that I got from the podcast, but it dawned on me that many times in our life we don’t think that way. We look for guilty and blame the outside world for something happening to us. I can’t lose weight, because of my genetics (big bones). It’s impossible for me to take care of myself, because I have kids. I’m not becoming the entrepreneur, because I need financial stability that 9-5 job gives me. I feel bad after eating another piece of candy or slice of pizza, but I can’t help it. We all have those voices in our heads. They relate to all areas of our life and it’s natural to have them. Our brain tries to protect us all the time from being hurt, suffering or feeling disappointed. That’s how rituals are made. What kind of rituals in different life roles you have that bring you certain results? Let’s dig deeper into this subject today. Health Rituals What kind of rituals do you have regarding your health that give you certain results? Do you like those results? Are you healthy: physically and mentally? Sometimes we are surprised that we eat in some way, don’t work out or don’t take care of our sleep and we are tired, we gain weight, or we can’t focus. Examples of the bad health rituals and their results? At the other hand, there are some examples of good health rituals and their results: Do you see the difference? The rituals we have shape the results we get, the emotions we feel and the thoughts we have in our heads. If you don’t feel happy or satisfied with your health and body, it means that you have rituals in your life that give you that kind of results. What can you do differently in this area? How can you change your rituals to get some other results than before? Work Rituals Are you satisfied with your professional life? Are you who you want to be? Or you hate Mondays, waiting for Friday every single week and having a stomach age every Sunday afternoon? What kind of rituals do you have now connected with your work? Do you work every day 12-14 hours, barely see your friends or family and feeling constantly guilty about it? But you do it for them, right? So they have a good life, or you can spend time together travelling or hanging out in fancy places? Or maybe you just love what you do so much that you lose the track of time and that’s why you don’t have space for rest or anything else? Or maybe you didn’t participate in any training session, workshop, mentoring or coaching program for years and you are surprised that you are the last person in line to get promoted, younger people beat you in any category of activities and you are upset about it? The second scenario is that you invest time every day to be a better specialist, manager, entrepreneur or colleague for your teammates. Even if it’s just 5 minutes of reading or listening to the podcast that feed your brain, you do it consistently. And it pays out. Maybe you look for the opportunities all the time, seeking proximity to those people who achieved success, so you can learn from their experiences. The choice is yours. Many people look at all those experiences and say that it happens to them, the circumstances are not very good, it’s not a good time or economy. And it’s so not true. Rituals you have in your work-life have consequences that create your professional reality. Relations Rituals If your relationships are not looking like you wanted them to like, most people look for guilty outside of themselves. He/she is not behaving “like before”. I reached out twenty times, now’s the time for my friends to do the first move. My parents weren’t very supportive when I was a child, so now I’m going to punish them, and I won’t contact them more than every other Christmas. Or I’m so busy that I don’t have time to make a 5-minute call and check what’s up. What kind of rituals do you have in terms of the relationships in your life? And what kind of results are you getting from it? Do you spend time that you have together with your significant other by scrolling social media, instead of focusing on what the other person is talking about, and your relationship is falling apart? You are calling or writing to your friends only when there is an emergency or you need something, and they stop reaching you out? Or maybe when you with someone, you put your phone down and have a quality conversation with the other person, so you feel closer to each other every time you speak? Or maybe you call your parents every day, even if it’s just 5 minutes while you simply exchange what happened during the day and say that you love each other? Rituals that you have make the results you get. If you invest time, focus, good energy, care in the people that are around you, you have certain, mostly positive outcome. If you don’t, there is also an outcome: but I bet most of us prefer to have those results coming from the first scenario.

10 June 2023 No Comments

Self-Development

Process Communication Model (PCM): Introductions

Do you know the feeling when you discover something and you don’t believe that you didn’t know it before? That’s the feeling that I had during my first Process Communication Model (PCM) workshop that I’ve participated in at the beginning of this year. I was familiar with few different psychometrics before (Gallup StrengthsFinder, Insight Discovery, DiSC, HBTI, FRIS, MBTI), but I’ve never experienced the tool that would be so to the point when it comes to describing the reality of different personality types. And what’s important as well: it adds the elements of stress (calling it distress) what is one of the most crucial things for the crazy world that we experience now. I would like to give you few insights about what PCM is, how we can use it as individuals, managers, partners while being in the relationship, CEOs while being a head of a company or parents. It’s one of those solutions that can work on many different layers, in different contexts, life-roles or business areas. So adaptive, descriptive and insightful that it looks too good to be true. What is Process Communication Model? PCM is a structure of 6 Personality Types that are the base of how we think, act and communicate with others. It is a framework that can support people in their personal and professional lives in being more conscious about themselves (treating self-awareness as a start of every growth activity that we do). And when we are more aware of how we are constructed and what it means for us, we can learn more about how we communicate (in regular situations and under pressure). This knowledge will lead us to be better with others: our significant other, kids, friends, parents, as well as with our colleagues, employees, supervisors or clients. One of the most beautiful things about PCM that I’ve discovered when I started to absorb its wisdom was that this a very structured, yet understandable way of describing how we operate, what we need when it comes to psychological needs, ways of communication (how we communicate when talking to others and what we need from others when they talk to us). And that it’s not the same thing. It seems quite obvious that there is no one-size-fits-all way of communicating with other people, but yet: we struggle with this process all the time. We learn and learn about this, we gather knowledge, tools, we practice during training sessions and workshops, but we make mistakes all the time. There are conflicts, misunderstandings that make our life miserable, not efficient or effective the way we want it to be. That’s where PCM comes, all in white. The 6 Personality Types PCM includes 6 Personality Types within its structure. If you know different psychometrics and questionnaires, you might be interested in 2 things that I found in this one that makes this tool special: Here’s the visual of how the structure of PCM can looks like with the names and key words connected with each type. Let’s dig deeper into the description of them, so you have the idea what they are. PERSISTER is a person that is observing the world through the lens of values and opinions. They operate with a structure of their belief and values system, they have a strong opinion on every subject. When they start doing something, they are fully committed to finish it. It’s impossible for them to even think about not deliver if they promise to do it. The trust is what they value, until somebody proves them otherwise. THINKER is a person that uses data, facts, logic, information to connect with the world that is around them. They use thinking as a base of their decisions, problem solving activities, even building relationships with other people. What can’t be prove, doesn’t have a right to exist. They connect the dots, looking for the logical sequences, connections between things and answer the questions that will make more sense to them. PROMOTER is a doer. Their perception is full of activities, actions, making things happen. They need stimuli to keep their momentum going. Experiencing things is their way of learning, being able to thrive and being effective and efficient. They don’t like to wait and talk too much: “instead of talking, let’s do some action” or “less talking, more doing”, they say. REBEL is a person that needs to be in contact with others. Their perception is to enjoy things, have fun in life. They need reactions (theirs and others) to feel that they are alive and in a good place to fulfill their destiny. Being creative, spontaneous, full of energy: that’s what describes the Rebel the best. HARMONIZER uses emotions to experience the world that is around them. How they feel about certain situations, decisions or people is their compass to make further steps. They value other people, relationships and family: those are their main points of focus and a touch base while making any decisions. IMAGINER uses the world of reflection. They imagine different scenarios, options, possibilities and they dig deep into those inside of themselves. They need time and space to be in their world and they have a rich internal life that is in their bodies and minds. One of the most important thing in PCM is to understand that each person on the planet has all of the types inside of them. It’s impossible to have none of a particular type. They are just in a different order and we have different access to the higher floors of our personality structure. It all depends on how we were raised (since the order is fixed since the age of 6 years old), what kind of environment we experienced in the past and we are have in our life now. It depends on all of the experiences we gathered so far, and what we have learned about ourselves and the world. Where can I use PCM in my life? Once you fill out the questionnaire

26 May 2023 No Comments

Self-Development

What To Do When You Are Not Sure?

We live in different places all over the world. We have different backgrounds, needs, ambitions, personalities. We want different things. But most of us, in some point of our lives had (or having regularly) one of the most limited thoughts in our head: doubt. Not being sure of something. We doubt in ourselves, sometimes because we were raised in a certain way (that’s how the convictions and drivers were made in our brain), sometimes because the environment that we live or work with at the moment isn’t very supportive. We doubt in ourselves because it’s a strategy of our reptilian brain (not a very good one though) to protect ourselves from the loss that we potentially can experience (it’s better to freeze or flight, not to take action). And sometimes it’s just a feeling of fear that we can lose what we already have, either it’s a matter of status, prestige, money, position (of and expert in a certain area), or somebody (it can happen when we move on and some people just leave behind). Fear of not being good enough, smart enough, expert enough. Enough for whom exactly? What can we do to be more sure, to not question every bigger step or a change that we want to try or implement in our life? How to convince ourselves that we are good/smart/ready enough to go for it, even when we know that we can fail? Let’s dig deeper into that area today. Inspired by Tony Robbins. (The important thing is that the elements are presented in the order as below, but it doesn’t mean that they should appear in every case in this particular one. You can start your story from the Belief and then go through Potential, Action and Result: it’s something that can work as well. It really depends on what kind of situation you are in at the moment.) Element no. 1: Potential Potential is an element that people have as a certain source of power, skills and value that they can give to others. It can be area in which we feel empowered, competent or we can potentially grow within it. It can be an idea to do something in a certain way, to fulfill a particular dream or plan to do something. We can say that a person has potential to be a great leader. Or a great parent, amazing doctor, outstanding journalist. Sometimes potential is a name of something intangible, something that it’s hard for us to even describe. In some cases it’s a gut feeling which tells us that a certain idea about doing something is just right. When you feel that you really want to do something, you go for it. Make the next step of an uncomfortable action, a decision that will bring you closer to fulfilling your potential. Element no. 2: Action One of the most important and yet difficult things to do is to take this uncomfortable action. To be scared but to do it anyway. It’s courage. To reach your full potential, to get and achieve what you want, to be better, smarter, more successful you need to do this. You need to take this one step further to see what is going to happen. When we are not sure what do or we struggle with making a decision we often wonder what we should or shouldn’t do. When we are not sure, sometimes we think about 10 different scenarios: pretty much a lot of them are just excuses to keep the status quo and not make any decision that can somehow threaten who we are. Action is necessary to try the hypotheses out, to challenge who we are and who we want to be. Without this step we can stay in the fear zone, without checking how the reality actually looks like. Taking action, even if it’s just one small step, is a starting point to living the life that you want to live. And it can be anything: making a call, writing to someone you don’t know, setting a boundary, saying “no” to eating something or spending time in a certain way. It can be making a short video and publishing it online or writing first article on the blog. It can be reaching out to a person that you really like, but you didn’t have courage to make a connection until now. Every single area of our live can be good as a start: it’s your decision where you want to take the action. Element no. 3: Results When you take action, you always get the results. They can be positive or not really what you aimed for, but there will be some, every single time. Every action triggers a reaction, it’s one of the basic rules of physics. Everything you do has its consequences. One of the most important things for our brain is to see the positive results of our decisions. When we get a certain type of confirmation that what we do has an impact, a result, a positive consequence, our brain gives us a dopamine shot that convinces us that we should keep going. It shows us that the moment of feeling uncomfortable while taking the step of action is worth it, because we have an actual piece of evidence that it’s working. Of course there is always a risk that you take an action and you fail. That’s okay too! And you know why? Because that’s the way you learn. As I wrote lastly about Sara Blakely and her father’s saying that “a day without a mistake is not a good day”. If your current convictions are whispering to your ear that every mistake makes you a looser, you can actually train your brain to think differently. You can shape your mind into taking every result that is not satisfying you into the retrospective process. This tool has its roots in the tech world, but it’s as good there as in personal development area. The ultimate

19 May 2023 No Comments

Leadership

How to Manage a Team in a Constant Change?

When we are managers, or we want to become ones in the nearest future, we often realize in a certain moment that there are so many things we need to cover in this role. Being Hiring Manager and recruit new people to the team. Onboard new hires. Organize and conduct team meetings (weekly, bi-weekly, monthly), 1:1 meetings with every person in a team (weekly, monthly, quarterly), summary meetings (monthly, quarterly). Taking care of the team development (on individual and on team level), answering their questions that never end (especially during the time of change). Solving problems, conflicts and other issues that appear on a daily basis. And at the same time, we need to deliver business, by covering endless tasks, participating in other meetings, learning all the time how to be a good manager. And we need to do all of those things in an environment that changes all the time. The history of the world shows us that there are periods of time where things were more constant, but most of the time we are a part of some kind of transformation, transition, a constant change. And for a manager, this lack of stability and uncertainty is one of the hardest elements of the work environment that influences our plans, actions and decisions that we make every day. Because how to build a strong, high-performing team, full of engaged people that will deliver results no matter what happens? How to do it when we already know that the change we face will never stop? That we need to operate in the circumstances that are mostly unpredictable? Let’s dig deeper into this subject today. Why the change never ends? Interesting thing about the change is that we are so afraid of it, most of the time we resist it, because we think that we are going to loose something when the change will come. Or we are angry that somebody will change something and we are will need to adjust, AGAIN, and it makes us feel like that. But at the end of the day, when we get used to the new reality, we are quite happy about it – sometimes even that much that we don’t want to come back to the previous scenario. Example? Remote work. When the pandemic came, a lot of people needed to change the way they were working from being at the office, to being at home (of course if the type of the work allowed it). It was dramatic in many cases: living in 2-room apartment, with 2 kids, working partner and a dog. Or living and being alone all the time what brought more depression that anytime before. Weak internet access, lack of technological equipment or abilities to work or learn remotely. Many people were whining that they can’t focus or they never finish working, because their computer is always turned on. And now? Mostly it is a wave of huge rage when organizations have started to decide that employees should come back to the office, mostly in a hybrid mode. And in many cases it is a no-go, people refuse openly and start looking for another job that will allow them to work remotely 100%. Crazy, huh? The change never ends because the world develops itself all the time: it is the nature of it. There is a saying that if you don’t grow, you go backwards. That’s true when we think about the individuals, teams, organizations and the whole world. And it happens because we want to be better, smarter, we learn and we automate things. We want to do things smarter, using less time and more technology if possible to achieve better results. To not learn one thing or a skill for 20 years, but to spend couple of hours and learn from people that have already done the life work in a certain area. Changes making us feel in a certain way, no matter if they are positive or negative. In most cases we can’t control it, but what we can do is to make proper decisions to use those changes the best possible way. What is the most important for people? In the world of a constant change, managers need to have a proper strategy and tactics to work with it no matter what kind of circumstances comes. It is too frustrating and too exhausting to make a decision how to operate in the situation of change differently every single time. That’s why it’s helpful to have a framework that you can use every time and you adapt it however the situation requires you to act. What is the most important for people in any situation of a change that the organization can face? How to come back to OK-OK position to lead the change successfully? Sometimes you as a manager don’t fully agree with the changes or decisions that are being made in the organization. And that’s ok – it’s not physically possible to agree with everything. All of us have unique set of values, things that are important for us or those that we don’t accept. But the leadership function has its own rules that we need to follow: we accepted it once we agreed to have this position. Some of us are not aware of it from the very beginning, but it’s crucial to understand it to be a successful manager. As a manager you are a part of the organization and you are responsible for its success or failure. On a business level, but mostly on a people level. It means that you are the voice of the company that your people hear in the clearest way. And the way you communicate is often the first thing they hear, so they learn from it the most. When you don’t agree or have a very strong personal opinion about a change that is happening in the organization, it is a high risk that you won’t be in OK-OK position that will allow you

25 April 2023 No Comments

Self-Development

5 Ways to Make Your Life Exceptional Every Day

Many of us wait for the perfect day when a certain thing happen and then we can start doing what we dream of. When my kids are out for university, I’ll start travelling. When I retire, I’ll read every day. When I have X amount of money, I’ll start my own business. When I have X years of experience, I’ll share it with others. You name it, you get the idea. We often wait for a moment X to start doing Y. It sometimes makes sense, taking into consideration the basic need of safety, security of our finances, our family or a business. But pretty often it is just an excuse, waiting for something that might never happen. Why we do it? Mostly because we are scared of the change, we don’t like feeling uncertainty and taking uncomfortable action. How many times you’ve heard the sentence “you should be happy about what you have”, when you told somebody about your idea, business plan or a new habit that you want to build? How many times you’ve heard: “you should settle in, in your age it’s not appropriate to behave like that”, when you told somebody about the new passion or career path you want to go all in? I know I’ve heard it enough to agree to be mediocre, because other people couldn’t stand that I move and learn all the time. Because they felt uncomfortable. But I never leaned on it, I’ve stayed resistant to all of those voices that wanted to keep me with them where it’s “safe” (whatever that means). And today I want to share with you 5 elements that help me every day to stay on the right track, where I feel that I learn and I’m better than myself from yesterday. Despite the circumstances, hard times and other people that may not be able to do it for themselves. Inspired by Tony Robbins. Feed your brain with good content every day All of us learn differently. Basically, there are 4 types of learning styles: How do you prefer to learn? When do you remember the most (by using which way of learning)? Understanding our individual preferences is crucial to make a decision about how to feed our brain. Once we have a favorite medium, we can go to the choice of what we consume. And why this is so important to provide ourselves a good content? It’s like with this saying: “you become what you eat” or “you are the average of 5 people you spend the most of your time with”. What kind of content you absorb has a tremendous influence on how you think, how your mindset is formed and in a consequence of those: how you make your decisions about life and work. Good content means a content that makes you a better: person, employee, entrepreneur, writer, sales person, negotiator, analyst, manager, parent, friend, partner. Something that nourish your body and mind, that allows you to be a better human being that you were yesterday. This is the main frame you should use: don’t compare yourself with others, compare yourself with you from yesterday. Does your content support who you want to become? Or most of it is rather internet memes, social media bs or endless series watching one after another? Don’t get me wrong: that’s fine to get some rest, fun or amusement. The questions is: what is the ratio between the “fun without value” and valuable content you keep reading or watching on a daily basis? Spend 30 minutes every day on feeding your brain with something valuable and you will see a huge difference in your life. Feed and move your body How you treat your body is how you feel every day. If you eat trash food, you will feel like trash. Do you often have low level of energy? Do you have bad mood, feeling sad, angry or tired a lot? Do you feel physical pain in your body when you are in your 30s or 40s and nothing bad actually happens with your health? 90% of the cases like that happen because of a poor diet and being in sitting position for the whole day: at work and then on the couch. That’s how people in their 30s feel, behave and speak like they were in their 80s. Eat well, put in your diet as many super food as possible: fruits, vegetables, high-proteins, low-processed food, healthy fats. Move your body: go for a walk, jump, do push-ups, go for a run or swim. Do yoga, work on your balance or strength. The possibilities are endless, and don’t say that you don’t have time. It can be 5 minutes of jumping around with your dog or a kid. Or 10 push-ups while waiting for a coffee to be ready. When the body doesn’t move, it dies. I guess that you don’t want to die anytime soon, right? Find role models When we think about the last hundreds of years that people have been living on this planet, there were a lot of very smart, successful (in different areas of life) women and men that have been discovering one thing after another. And nowadays, most of us have unlimited access to everything that was gathered through all of this time. We don’t need to reinvent the wheel in many situations and contexts: we just can reach for it’s already there, redesign it a little bit so it fits ours current needs and just go for it. Lazy? Not at all. That way we can simplify everything we do, and spend energy where it is really important and where it can really change something. Go and use Google or ChatGPT. Ask about 10 best people in the area that you want to master (again: as a person, parent, partner, entrepreneur, employee, manager, writer, you name it). Read, watch, listen every piece of document that is available about that person. Absorb it. Choose what resonates with you

14 April 2023 No Comments

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