Increasing Employee Engagement-Pt.2: The Heart of the Matter

Dr. Bruce Lipton, profiled on this blog in previous articles, did a wonderful job of explaining how cellular biology informs corporate performance in a series of six ten-minute interviews done for InSight Out Consulting in June, 2006. In these interviews, he explains how our subconscious beliefs (which amount to around 90%) drive our actions. Most of these are downloaded from birth to six years. Sondadcellcomputerxsmall

From then on we just add to the pile forgetting to take a close look to see what is old baggage, useful or useless. Take that and mutiply it by the number of employees you have in your company and you see a community of unconscious potentiality~powerful or powerless.

It is a sure bet that some of what operates undetected is based on limiting notions about what is possible, what is not, what works, what doesn't, what is true and what is not.  Recognizing this simple scientific reality helps point the way to why we have been talking abour corporate culture change for the last ten years or more; why participative leadership is the only way to achieve performance and then leaders roll right on back to command and control as the default programming.

It would be easy to blame corporate executive leadership for this, but where is the manual for renewing and redefining oneself outside of the boundaries of commander of a fleet of employees? Letting go isn't easy especially when you aren't sure what will wander into the gap created. Trust then becomes the core issue. Trust in the self, in one's sense of what makes sense illogically but intuitively and trust that at the deepest level, employees come to work to do good work - unless of course the initiative has been beaten or repressed out of them.

Previous blogs have covered personal spirit and its role in fueling performance. When trust is broken, talent repressed, or contribution unsupported the human spirit takes a beating. One or more of the measures: initiative, outlook on life, sense of control, are weakened and creative initiative goes underground. What happens then? Pt. 3 covers that question. 

Increasing Employee Engagement-Pt.1: Impact of Global Trends

Business is confronted with facing and embracing a new reality surfacing in the form of human spirit. The drive to tap more deeply into the creative talent individually and collectively is gathering in momentum. Unfortunately, most business leaders are too busy to notice or are absorbed in old habits of action, missing the sensitivity to detect the distinction between what appears to be a problem and what is actually an opportunity. In so doing, they are at risk of missing the largest wave of human creative expansion ever.

WebworldxsmallUnderstanding the drivers behind the dynamic of engagement requires an insightful read on how global trends pressure evolution toward a radically different way of perceiving how the world works and the role of business. External forces outside of the control of the individual and the company meet internal forces arising from the individual's need to contribute purposefully to create a confluence which utilizes mass collaboration, Web 2.0 and community to achieve goals.

What are these trends? In 2004, when Dannemiller-Tyson held a Think Tank one of the five meta-trends was increasing connectivity and mobility - meaning communications and personal/professional life boundaries no longer existed. Looking through the lense of this trend we can see the work-life balance issue surface, the natural support for social networks and the subsequent shift required from autocratic to participative. Rod Collins, former COO of Blue Cross-Blue Shield is interviewed on the Evolutionary Provocateur podcast. He explains quite clearly what changes in thinking are required to make the jump. Changes in thinking are only the start. The other set of skills lie in the more intuitive/sensory domain. These are impossible to tap into when the mental/intellectual processor is working on hyperdrive. They are much more sophisticated skills; natural and not much valued in an environment where fear prevails and efforts are made to think through complexity rather than feel through using insight.

Websites like www.globalforesight and http://www.thefutureofwork.net/blog offer insight into the impact on work, leadership and personal lives yet oddly enough the implications of the web of interactions are still not translated into action. Why? That is the subject of the next article in this series. 

Engaging the Millennials-It's about Purpose

Many companies struggle with retaining and engaging the Millennials. Understandably. Most company cultures are organized around managing employees. Even those who 'enable' their employees use rules that are deeply embedded in the culture. These rules, while not transparent to the company, are obvious to the employee under thirty. When I look across the demographic in the workplace I see a trend that closes the performance gap with all the groups from Millenials to Boomers: a focus on purpose. The only difference is that Boomers have learned to 'suck it up' and Millenials won't have any part of it. The separation between emotion and action is impossible for those under forty, unless they have learned to seriously compromise themselves.

It is exciting to see what those global minds under twenty-five are up to. This story comes from a friend of my daughter's who is now working in Africa. He had been to Africa, returned home to go to school and then, after the election, returned. He is now working on a Youth Leadership Program teaching young people how to actively participate in political and social change. His initiative would join those like the 'Canadians for Obama' effort posted on Facebook. Enjoy this story of inspiration in action.

My friends,

I am back in Kenya, and with so many things passing through my mind as I see a changed country, I will occasionally be sending messages back home to friends and colleagues.  If you don't want to be included in these emails, please just let me know (not a problem!), and I will remove your address.

It's nearly sunrise and I've been putting off writing this message for hours.  Knowing there is so much to say, and (as cliche as it sounds) not knowing how to say it. 

As most of you probably know, I spent 2006/2007 working for an organization called ACCES in a beautiful little hole in the wall town called Kakamega (literal translation: to take ugali *main staple food* ...this was misunderstood as the village name by the former colonial rulers).  To save you all a lot of time and energy wasted on reading excessive adjectives, be assured that I loved Kakamega.  I still DO love Kakamega.

Naturally, all that I experienced and grew to embrace in my past times in Kenya continues to paint my view of the country today.  And despite my best efforts to forget some of the heartache its people have been subjected to in recent months, Kenya is unmistakably a different place.

~

I can remember the exact place and time when I found out, just hours after having hiked out of a 5-day snowshoe jaunt in the mountains with dear friends, that Kenya had descended into violence after a flawed election.  To say it was a major shift in mindset would be putting it lightly.  From that moment, the pressing issues facing Kenya raced through my mind more than anything else in my life.  My worry for Kenya consumed me, forcing me to keep my finger on the pulse of international contacts and media at all hours of the day.

And now I am back, and in many ways, struggling to reconcile what appear to be two very different Kenya's:  the one I left in July, regarded (perhaps mistakingly) as a bedrock of stability in Sub-Saharan Africa; and the one I have found in the present, now mostly beyond the sexy international media frenzy brought on by gory, neighbor-on-neighbor slaughter and senseless destruction.  Pictures of machete wielding youth, drenched in sweat and with deep yellow eyes, have an incredible ability to garner front-page coverage on the "it" day.  But the next week, once the agitated youth and disheartened citizens have traded in their weapons for a quasi-commitment to a fragile "peace" deal based on promises from two seasoned politicians (who both rather blatantly stoled votes in the recent election), the story is no longer of interest to the world.  If you didn't know otherwise, it's like as if the issue had completely disappeared. 

I am not saying that Kenya is buried in senseless violence and chaos...in fact, far from it.  Walking around Nairobi yesterday, even as riots and clashes with police carried on a few minutes away in the slum of Kibera, the general scene was perfectly normal and calm.  What I am saying is that, from what I have heard from Kenyan friends and colleagues over the past month, and from what I have seen quite clearly for myself this past week, the country is still terribly delicate, and if inappropriate action were taken, the whole place could topple at any time, creating even worst scenes of carnage and unrest.

Potential for trouble is a uncontrollable beast, and a scary one at that.  Today, this potential, sadly, appears alive and well in Kenya.  Sitting over our dinner a few nights ago in a region of Nairobi called Langata, situated literally across the river from the riots of Kibera, my friend Joyce made a very basic and otherwise unnoticeable comment.  She said, "you know, the problem is, people are biased, aren't they?"   The simplicity and honesty of her words can be viewed as a clear example of the simmering challenges - dangers - facing Kenya today.

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It didn't take me long to grow tired of Nairobi, and so I booked a ticket to Kisumu, from where I would travel to Kakamega and my favorite part of the nation.  As we flew to Kisumu, two times over after having initially been sent back to Nairobi after a landing attempt was botched because of bad weather, I thought about all the generous and warm friends I would soon greet.  And then it struck me, that for example Rajab, who despite facing otherwise great challenges (poverty, minimal education, few employment opportunities, etc.) was an extremely happy guy, and had now become a heavily burdened young man.  Despite a determined will and strong belief in the greater good, Rajab is scarred by wounds that do not heal over night.  Having watched several of his friends be killed in front of his eyes, himself being beaten on several occasions, carrying his malaria-ridden 4 year old brother 30 km by foot to escape harm, and being forced to flee his own country and be a refugee in a camp for displaced peoples for weeks on end, with little food or water in sight; these things all take their toll.

I was greeted by Rajab at the airport, despite my flight landing 5 hours past the scheduled arrival time, and I was not surprised to see a man with a smile stretched across his face, beaming with exuberance.  We traveled the long and bumpy road, which just hours before had been impassable because of protesters blocking the road and stoning vehicles trying to pass, and went straight to Rajab's homestead to greet the rest of the family.  Along the way, we passed countless buildings that had been scorched during the outbreaks of violence...physical scars on the face of the community. 

Finally in the company of Rajab's entire family, including 9 wee-ones under the age of 5, I was met with open arms and warm chai.  Despite not being able to grow any crops this year after they were forced to flee their land during the crucial planting season, the family still served up a full meal, made over fire in a smoky mud room, not whisked out of a microwaveable container.  The food tasted good, and the company made me feel at home.  It is, in fact, home. 

~

On my first night in Kakamega, I go to a Rotary meeting with a friend, to hear about how some of the affected families - a young boy shot in the leg and forced into a wheelchair; a mama without any source of income to care for her family and take her children to school - are now being supported by local community members in rebuilding their lives.  It is an incredible thing to witness, and one that strikes a chord in me all the way to the bone: that we must look after one another.  A simply reminder. 

On my way home, sitting on the back of a push-bicycle "taxi", rushing down the path where I stay, we are stopped by 4 armed police officers.  They look at us in a rather menacing way, and the man who's bicycle I am sitting on is clearly (and for good reason) more scared than I am.  He has to see and pass these officers everyday in the community.  They curse at us, and one of them points his finger screaming "WEWE WEWE WEWE" ("YOU YOU YOU").  Finally, before letting us leave, one of them grabs his kalishnakov rifle and swings it back full force, just until it stand an inch from the face of the taxi rider. 

We stop dead in our tracks.  Not sure of what to do, neither of us say anything. And these police officers, the beholders of an ultimate authority with their rifles clutched strongly in their hands, stare at us coldly and full of insolence. 

We wait for some minutes until they pass, and as I alight, my friend almost rides off, ghost-faced, without collecting his fare.  Trust you me, not a common occurrence amongst bicycle taxi riders, or "boda-boda's", as they are known.

And so here I am...loving Kenya and loving being in Kenya, and hoping that Kenyans continue to find incredible ways of facing problems that would make many people hide away in fear.

Leading the Way to a Better World

Some people shrug their shoulders when anything related to Change the World comes up. After all, as one woman said, 'what is the matter with it the way it is?'. This misses the point. What most of us know deep down, is that we are at a pivotal place in our evolution as a species and that, 'we are the change we wish to see'. To that end, Peter Gabriel has formed The Elders. Jason Mogus's blogpost at Cornocupia makes the connection quite clear along with the power of Web 2.0 as a vehicle for the kind of connecting that can accelerate growth.

Whether we are working toward integrative health care and all that means, or working to shift internally corporate cultures so that they can embrace the energy that Gen Y brings, it will take an expansive of the thinking and awareness of what paradigms shape perception for the doors of the mind to open and see new light. How and what is your company doing to see and think global?

Deep Right Brain Experience

This is circulating amongst those who are working toward sustainability. I want you all to have access:

A neuro-scientist named Jill Taylor gave a short talk at TED that was probably the most profound depiction of the deep right brain experience that I'd ever heard. After her talk, the vibe of the entire conference changed - people were more open, deeper, clearer. Truly remarkable. There is an essential message here for all humanity on acknowledging just how closely connected and related we all are.

Reducing Stress Through Heart Math

Sorry about falling off the map for the last couple of weeks. Yikes!

I have been working on a screenplay for a feature film and so dug into that and let this idle. I have put the intention out there to attract a producer, director, cast and financial support who can embrace the larger picture while producing a film. Its story? Stay tuned. Or contact me if you are interested.

www.HeartMath.org is hosting a webinar on how to reduce stress by adjusting your physical response. Click here to register. The program starts on April 2nd. HeartMath has been profiled in this blog before since it is a great source of research on the heart, heart centered leadership and how to consciously, through your own self-awareness bring your state of being into greater coherence. No doubt many of the techniques used in this program will help you achieve that.

As more and more people make the link between personal and professional growth and reduced stress, health and wellness, the connection eventually gets made that this work achieves more when self-directed. Placing trust in your intuitive instincts to guide you makes for more accurate decisions.  'The Secret'  created a commercial cult of personal growth wizards making it hard to know who or what to trust. The wealth of personal growth technologies available amount to a smorgasbord demanding discernment, an informed buyer and use of intuition.

What is the value of self-directed growth and expansion to business? As anyone who reads this Blog knows, the capacity to take charge is absolutely critical right now especially for the executive level where the pressure is on to release command/control. The more resistance there is, the harder it will be and the more stress created. Much easier to get a grip on the biofeedback tools which make it easy.

The Power of Position - Part 3 of the Power series

Clever me. I did parts 1 & 2 and totally forgot part 3....well here it is.

The Power of Position is the 3rd universal expression of power as documented by Angeles Arriens in her book The Four Fold Way.  The power of position speaks to taking a stand. What you stand for; how you stand up for yourself. it also refers to spatial intelligence or where you put things in relation to the space you are in - how to extend respect, set boundaries, align word with action.

In business, the power of position is often confused with authority or the size of the office. Particularly, in hierarchical cultures, the size of the office is assumed to be a statement of importance. Anyone who has ever worked in politics knows that this is illusional at best. Personal power is what ever person has. The power of position refers to how you as a person shows up, knows where they stand, what they contribute, why they are here. Purpose is a natural extension of that conversation of course.

Power and force are frequently confused. Force is one way of wielding power but it is not the same as power. Physicist David Hawkins explains this very well in his book Power versus Force and helps us see how that plays out politically as well. An earlier post I referred to Cy's film www.spentaproductions.com which is about power in politics and how it is used. Head over there or to YouTube for a revealing historical insight into how important one's relationship with power is to the capacity to weild it effective.

Crossing a Bridge

When out hiking this weekend in the mountains behind Vancouver I had to cross a bridge. Normally, with the railings on either side of me this would be a no-brainer. Just do it. Safe and securely sandwiched between the rails. However, this time there was 10 feet or about 2 meters of snow on top of the bridge. So much for secure hand rails.

Snowbridge For my dog, the trip was easy. She has four legs, which is a bit more to coordinate, (she does better than I do with two) but is closer to the ground, less subject to toppling over. For me, who gets a bit unsettled by heights, not so much. First, it was a show stopper. Too many 'what ifs' running through my mind. Then, not to be deterred by the fear of possibility, I returned and walked over, eyes focusing on the other side. Coming back, I took the snowshoes off.

I could not help but notice that leadership feels like that sometimes. Those moments when lying down and waiting till the opportunity passes by would definitely be easier. The better thing to do is to get up and get on with it. 

Especially now. There is lots going on globally that is quite exciting.

First, www.heartmath.org have launched their Global Coherence Monitoring Project. It needs funding and support. To provide either head over to www.globalcoherenceproject.com

Second, Wisdom University is updating research on the Cultural Creatives. If you are one, you are part of a collective capacity for radical innovation that can truly shift how we exist to quantum levels. The technology to solve most of the world's problems exists. The mindsets don't. Hence the need for this group to know themselves as a group and to shed off any notions of limitation or limiting belief.

Third, the desire to fulfill one's destiny is more compelling than ever. Changing gears in mid-point is about settling in on the target for existence. The up-take on Oprah's new program is one example. Business is experiencing it as engagement issues. The evidence is all around us.

Always, it appears to return to how one sees, hears, feels and senses the world around them. Exciting times.

Corporate Leadership-To Much Higher Levels

Citizen lead action is popping up all over the world. Between Leonardo DiCaprio's The 11th Hour to Peter Gabriel's vision for The Elders launched by Nelson Mandela, there is growing action to shift the crash course humanity has set for itself. While some are in denial and others keep saying 'its not our fault' the reality is that the global changes have implications for humanity and implications on business.

Much of business powers on - business as usual - struggling with the emotional implications on their employees without recognizing that, as part of a much larger picture, they are power behind the solution.

Many people ask why it takes cancer or some kind of life altering experience to shift the mindset to see and create a different life. The same question is relevant to business.

Shift in Action, launched by the Institute for Noetic Science names 2008 as the year for going deep...deeper into the self and ultimately to tap into the creative force and source of solutions. Jim Garrison from www.wisdomuniversity.org stated that the technology we need to manage ourselves is here. We simply can't see it. Stiff mindsets stand in the way. Fit minds are flexible. They can widen to take in the big picture and narrow down to see the minute nuances that make or break successful navigation. With fit minds comes vision and capacity to see ahead.

That would help right now. The notion that emotion is touchy-feely is so worn out it does not qualify to be antique or any form of wisdom. Emotion is energy and energy powers leadership. Now, we are on the podium of radical change that is happening so quietly few but the most attentive and attuned can sense it. These are now the more advanced leadership skills that are required to shift company culture, and hence radical innovation, to much higher levels. The cross roads is where personal spirit meets business and takes off. We are the leaders we have been waiting for. Oh yeah.... Let Er Buck

The Power of Presence-Part 2 of the Power series

The universal principle 'Show up and choose to be present' is what this is all about. Being present is more than physically being in the room. It is about being aware, there, and energetically present with all four dimensions on full throttle.

Most often we associate value with intellectual prowess, forgetting that there is no shortage of academics or executives/managers who have plenty of intellectual horse power but who can't relate or communicate, preferring instead to pontificate. The four intelligences that are reflected in the capacity to be present include your emotional, spiritual/energetic, physical (the body as a source of intelligence) and the intellect.

This only comes from a disciplined practise of taking personal leadership to a higher level. Occasionally individuals are gifted by a massive amount of charisma, but this does not translate into leadership until four domains are embodied in their character. A 'leader' with charisma, who is tempted by actions that reinforce a need for self-adoration, is not going to be taking the kinds of risks true leadership requires.

We have tossed the word leadership around a lot....quite simply because it is the only word that evokes an image most are familiar with. However, what has become associated with leadership is to be the one who knows it all, has all the answers. Being present and emanating the power of presence requires enough self-awareness and self-security to enable receptivity and curiousity to be the primary drivers of action. Each individual can then take in the unseen, the unsaid, and the hidden thoughts and merge them into a picture that can include seemingly competitive and polar opposites as many sides of the whole picture.

It is an art and a science in my experience. How about yours??

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