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The Art of Big Picture Thinking

“You can’t see the big picture, when you’re in the frame.” – Les Brown

Executives and high-level managers in organizations are generally assumed to be responsible for strategic “big picture” thinking. They are tasked with establishing priorities and shaping the vision of the organization for all their stakeholders, including their employees.

But each of us, as leaders in our own work and life, can employ this type of thinking. A big picture approach can prove very illuminating when we are trapped in a work dilemma, overwhelmed by duties, or just feeling uncertain about what to do in any area of our lives. 

When creating their work, visual artists must focus on the tiniest details –- an individual brushstroke, the representation of shadow and light in a painting, or the shape of the fingernail that will become a tiny part of a figurative statue. But these artists also need to be able to envision the overall finished piece in order to achieve the result they hope to convey to their audience. 

The same holds true for theater and film directors, choreographers, orchestra conductors and the like.  Of course, they must expend a great deal of energy refining and overseeing each detail as necessary to complete the project, but as they determine the best camera angle for a shot, or coach an actor on a line-reading, or demonstrate a dance step, they must also be considering the wider message, theme, or vision of the completed work.  If they neglect to do so, the piece may lack continuity, be unengaging, or even unintelligible to the audience.  

We can apply this same metaphor to business-related scenarios. Big picture thinking when employed on an individual basis can be an effective tool to solve work problems and achieve more satisfying outcomes.  

Often when dealing with work assignments, we simply want to be able to check some project off the list, marking it as completed so that we can move onto the next task.  But, what happens if we are so overwhelmed with a heavy workload, a project we don’t quite understand how to complete, or an impossible deadline?  What are some strategies we can employ?  How can we approach these challenges like a leader? 

You guessed it! We can start by employing some big picture thinking! 

The first step in this process is simple, but it’s also a lifesaver:  Step away

Even if it is for only 15 minutes, make sure to set aside some time to “step back.” Use this time for a mental breather from the details of the issue at hand.  I would encourage you to take a walk or find a way to physically get away from your workspace or computer.  Take some deep breaths to steady yourself. If you meditate or pray, take a few moments to do that.  

By removing yourself from the nitty-gritty of a sticky problem to see the entire project and its desired outcome from a fresh point-of-view -– that of a leader not a participant –- a new perspective can evolve which can prove very illuminating.

Let’s say you have been given a task with what seem like impossible expectations and a fast-approaching deadline. The tendency is to feel the sense of “overwhelm” so strongly that you don’t even know how to start.  We’ve all been there.

Instead of panicking (which is a natural reaction –- so start by forgiving yourself!), take this opportunity to consider the goal and what the strategy to accomplish it might look like as if YOU were the one dictating the outcome as opposed to the one completing the task.  

This big picture thinking could include really delving into the purpose or mission of the work you are doing.  This approach can help us to align ourselves emotionally and thus feel more motivated to achieve results.  It may also involve mentally, or in written form, reviewing the challenges and thinking about how you would advise someone else to get it accomplished. Temporarily “erase” yourself from the picture to remove the sense of personal burden. No longer the individual producer, you are positioned to think more strategically about the tasks with the overall project, department, or organization in mind. 

The outcome of this deeper and broader “big picture” consideration may be to help you get better organized to attack the work, or it may reveal to you that the goal is not reachable as currently planned.  

You may discover that the work could be achieved with specific tools you don’t currently have, or with assistance from a coworker, or with an extended timeline that involves smaller milestones along the way. It could be that your manager has not been clear enough with you about their expectations and what success or failure would look like. 

You now have information you didn’t have before this process began!  But, now what?  You’ve looked at the big picture and it has revealed some things to you, but you still need to get the task accomplished. 

Ideally, once you have looked at things from this wider perspective you have a better understanding of what needs to be done and how to do it.  But, you may also come to the conclusion that you really do need additional support, tools, or training to get the objective accomplished.  Using your big picture analysis, you can better understand why this is so.  You can then more confidently approach your manager or supervisor with appropriate questions, or clearly articulate what you feel is needed to get you to the necessary outcome. 

Though I can’t promise that every manager will be open to your suggestions, in my experience most managers will see this type of deliberate and strategic engagement as employing initiative in a positive way.  Ultimately, you and your supervisor have the same goal: to see the assignment successfully completed!  And now, with your “big picture” knowledge, you can be a powerful participant in achieving individual and departmental or organizational goals. 

By taking a “big picture” approach, you have distinctly changed your orientation to the work. You are now thinking like a leader!  And it is never too early (or too late) to refine and employ your leadership skills which can prove useful and rewarding in all aspects of your life. 

To share your experiences, discuss this topic further, or get some support navigating work-related issues you are facing, please feel free to contact me at elizabeth@artofwork.blog.  I welcome the opportunity to exchange ideas with you! 

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The Art of Curiosity

“Curiosity may have killed the cat, but it saved my ass.”― Michael J Fox

Curiosity gets a bad rap. That darn cat!  His premature death from nosing into something that wasn’t good for him has put the incredible trait of curiosity into the negative column.  

I’d like to move it back over to the positive side, please. 

We all arrive in the world with the trait of curiosity firmly intact. During our early childhood years, curiosity is rampant and uninhibited.  As we move into adulthood, this natural and unbridled curiosity can become stifled as we shift our focus to more practical day-to-day “grown-up” stuff.  But, this attribute never truly disappears, and it can — and should, to my thinking — be regained, developed, and nurtured.  

Being curious can stimulate the type of exploration that can bring about amazing, even life-changing results.  According to an article in the Journal of Personality Assessment, curiosity has been shown “to improve memory and achievement, lower anxiety, improve satisfaction with life, and bring about a greater sense of well-being.”1   

Now doesn’t that sound like a rewarding pursuit?

Unlike a traditional learning path into which we may enter to become proficient in our job tasks, or to pass a course at school, curiosity-based learning is internally motivated.  It stems from an eager, personal desire to discover more.  And when we are personally excited to learn about something, we are more likely to retain and apply this new information in our lives. It is also emotionally rewarding and fun! 

Being curious is not only fundamental to becoming more informed individuals, it is also key to discovering more about the world around us.  It can take many forms:  reading, observing, contemplating, experimenting, asking questions, and actively engaging with others.  Allowing curiosity to thrive encourages us to investigate and try new things.  It affords us the opportunity to be creators, explorers, and better global citizens — more informed about our neighbor, our community, and the world-at-large.  

Curiosity is key to artistic expression. It is a critical first step that leads to inventiveness, originality, and creativity.  In exploring something new to us, we have the magical chance to glimpse more clearly what our world is like from a different perspective.  This then can inspire us to find original ways to depict it, examine it, organize it, explore it, or even change it, utilizing the lens through which we now perceive things.  In other words, the way we express ourselves through the “art” of living and working in a more thoughtful and meaningful way. 

Actively engaging the trait of curiosity can also open us up to understand more about people and cultures different from our own.  This discovery can lead us to the practice of self-examination and reflection which can solidify our personal values, what moves and inspires us, and thus help us clarify our place in the world.  

A trip to a museum or art gallery; reading a book or watching a documentary about a topic that is new to us; participating in an educational webinar or taking a course that offers a different historical or cultural perspective, can all be eye-opening, inspiring ways to spur creative thinking. 

This personal enrichment can expand even further through travel experiences (when pandemic-related restrictions and concerns allow us to do so more freely and comfortably).

I was in my forties before I had the opportunity to travel outside the United States. At the time, I looked forward to a chance to get away and see something new.  

What I didn’t know before this first trip outside the confines of the familiar, was that travel would deeply change me.  The opportunity to explore other cultures, lifestyles, historical sites, art, architecture, topography, foods (well, the list goes on), have provided emotionally rewarding and unforgettable moments that have resonated throughout my life. 

Here’s an example:

Several years ago, I had the opportunity to visit Sicily with my family.  My mother’s maternal grandparents came from this beautiful place, emigrating to the United States when poverty and lack of opportunity in their country drove them to leave in order to survive. 

I was deeply curious about the country from which these relatives came and this trip allowed me a fascinating glimpse into their world. Experiencing the culture and meeting the people of Sicily gave me insight into certain aspects of myself as a product of these ancestors and I felt very much at home in this foreign place.

Things got even more personal in unexpected ways when we got to the beautiful and historic seaside town of Taormina. 

Taormina is a jewel of a city set on top of a mountainside affording breathtaking views of the sea and the magnificent Mount Etna.  Everything about this city is magical, but a  tour of an ancient outdoor amphitheatre granted me something more.  

Built during the 3rd Century by the Greeks and restored during the Roman era, the Taormina Amphitheatre originally seated 10,000 people and is still being used for performances to this day.  It is positioned in a spectacular location and the views from the seats are, dare I say it, “show-stopping.”  

Having been a student of the theater as well as a performer throughout my life, I was understandably excited to see this historic site. It was a hot day, and there was quite a bit of climbing necessary to reach the summit. But what I discovered when I finally got there was more incredible than I could have imagined. 

While seated at the top of the audience area looking down at the stage, I literally felt the centuries wash over me.  I mentally experienced the incredible history of this place in a way that almost knocked me over. I was tearful, awestruck, inspired, and overwhelmed in the best possible way. Curiosity and exploration of this new-old place rewarded me in a way that changed the way I thought about Sicily and its people, but also informed the way I would think about the art form of theatre, and my place in it, from that day forward.

One doesn’t have to travel overseas to experience moments like this. 

I have experienced unexpected emotion in meditative stillness on a hike in the Rocky Mountains of Colorado.  

I have felt a spiritual connection to my Native American ancestors at a pow-wow only a few minutes from my home. 

I have even experienced the rewards of cultural curiosity at a family-owned pizzeria in Chicago (established in 1943) where, like countless others before me, I enjoyed a delicious pie while basking in the humor, warmth, and generous spirit of the people working there. This experience, among others, made me vow to return to Chicago very soon. 

Each time I look back on these experiences, I feel something tangible and special that resonates in a very real, emotional, and spiritual way, and continues to inform who I am each day going forward.  

I am learning to activate my curiosity more regularly even in small ways each day.  I hope you will join me.  Time and place needn’t be an obstacle. Take a self-paced online course in a subject you have always wondered about.  Learn a new musical instrument (I’m teaching myself piano with an app on my iPad!), study a different language, learn to dance, try a new sport.  

Or take a break for an hour or two to visit a local museum, art gallery, or library, explore an aquarium, or walk through a botanical garden or park.  Listen to a genre of music that is outside your comfort zone.  Read a chapter in a book about an unfamiliar topic. Ask questions, explore further.   

See how curiosity can inspire you in your life and in your work. I would love to hear how this exploration enriches you.   

If you would like to discuss this topic further or would like some guidance in finding more satisfaction, fulfillment, and joy in your work — and in your life — please contact me at elizabeth@artofwork.blog for a free consultation.  

  1. Todd B. Kashdan, Paul Rose & Frank D. Fincham (2004) Curiosity and Exploration: Facilitating Positive Subjective Experiences and Personal Growth Opportunities, Journal of Personality Assessment, 82:3, 291-305, DOI: 10.1207/s15327752jpa8203_05

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The Art of Storytelling in Business

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“Having spent my life believing in the dream of reason, I was startled to find that an appropriately told story had the power to do what rigorous analysis couldn’t: to communicate a strange new idea and move people to enthusiastic action.” — Stephen Denning, author of The Leader’s Guide to Storytelling

Let’s continue to explore artistic processes as a means of inspiring and helping catapult you and your organization to positive business outcomes and a more inspiring work environment.  I’d like to examine here an art that is a regular practice in the business landscape, bringing it front and center for a deeper look: the art of storytelling.  

While tuning into the Olympics this year, I realized that my interest in each competition — my “buy-in” — was significantly enhanced when the background stories for individual athletes were featured. Their personal beginnings, struggles, challenges, and unflagging perseverance connected me in a way that was more intense than simply witnessing their skills in their particular sport. I became invested in their stories. A powerful and emotional human connection was being forged within me.  This made the competition more thrilling to watch. 

Establishing this type of emotional connection with stakeholders through real and engaging stories can also work powerfully in professional organizations.   

We all know that numbers speak volumes and metrics and analytics are critical to revealing what is transpiring in an organization. The right data tells a story which can help define organizational strategies.  It can aid in determining if there is a need to add resources or improve systems, realign or eliminate personnel, change processes, or even pivot the overall vision or mission to meet current business trends in the community (as many organizations were forced to do during the pandemic).

Numbers provide vital details to business leaders, but they are rarely the best tool to positively engage the workforce, attract clients, and retain employees and customers.  

Within an organization, storytelling can be used to motivate staff to purpose-driven action by engaging them emotionally with the overall mission, or aligning them with a specific concept, program, or strategy.  Stories can also provide a useful tool to help quickly head off and address misconceptions or confusion that may arise within organizational departments or teams and which can wreak havoc on morale. 

Leaders who create an internal culture that encourages storytelling offer an environment in which their employees can internalize and “feel” those stories in a way that resonates with them and helps to guide their performance. 

These stories can — and should — involve those that address failures as well as successes.  Leaders who are prepared to discuss their own failed efforts and shortcomings can prepare their employees to embrace mistakes to better prepare for future successes. Think of the Olympics stories. Those that reveal failures and obstacles overcome are the ones we really root for.  Also, as your employees get to know you as a human being, and not just as their superior, they can get a real sense of the values you cherish (not just the what, but also the why).  This provides the impetus to forge a personal connection that can build trust in your leadership.  

Externally, powerful organizational narratives, like strong marketing campaigns, can be used to encourage customers to purchase a product or engage your services.  A truly compelling narrative can drive customers to a business in ways that can lead to organizational success stories. These success stories can breed more success stories leading to a cycle of storytelling which can form a comprehensive historical narrative to inform and guide an organization. You now have a vision-affirming foundation that can help to refine direction, establish a winning culture, and stimulate growth. 

So, how do we begin?

Stories can be communicated verbally, in writing, or through visual means, or can combine elements of each of these.  Oftentimes these messages are direct and information based, such as a company-wide email announcing the addition of a new client, process, staff member, etc.  Even these routine communications can be created in a way that allows for a connection to the material.  

But when there is a need to convey larger ideas or to inspire your audience to action, adding creative components by utilizing storytelling techniques, can bring even simple ideas to life, and make them more present, and personal to the receiver.  Here’s where it becomes an art.  But it is one that anyone can master with some practice. 

Not everyone is gifted as a writer. I’ve written creatively and in business settings for years and these skills continue to evolve.  For example, this blog has been edited and revised many, many, (many) times before it was published.  And, even when the work feels done, my heart always beats a bit faster when I prepare to hit the “publish” button! (What did I forget? Does this concept even make sense??). 

As with writing, not everyone is gifted as a presenter or public speaker. I’ve been a performer and have had countless opportunities to speak to groups either in a public setting, or in a presentation for clients or staff.  No matter how intimate the group, there are always some butterflies.  That’s normal and indicates that we care about getting it right. We want others to be engaged and interested in what we have to say.  

So, if you are not confident in how to do this well, remember that both of these skills can be enhanced — like any art — with practice!  If you are new at this, or would like to get better at it, practice with a friend, family member, or trusted co-worker.  Have them read what you’ve written and ask for specific and genuine feedback on how it affected them.  

For a spoken presentation, let them be your audience. They may offer feedback, ask questions, or you may receive insight simply from watching their expression and/or physical demeanor.  These clues will help you improve your storytelling capabilities. Live theatre productions include dress rehearsals or preview performances in front of an audience for a reason.  Are they laughing at the jokes?  Are they fidgeting — or worse — dozing? Do they applaud at the appropriate places?  And so on. 

I recall having to do a presentation in my Master’s program a few years ago.  It was a three-minute “elevator speech” Powerpoint presentation designed to provide an overview of my capstone (thesis) project.  It needed to be concise and hit all the points, but it also needed to engage the listener. The presentation would be graded and would be “performed” in front of my respected peers as well as the course’s professor. 

I worked earnestly on this project, pulling together a few slides to add structure and provide some humor, and then came up with a script to work from.  I practiced it over and over again to get comfortable and to refine it.  I then asked my twin sister to watch and listen and provide feedback.  

She was nice about it, but it was flat and unengaging and I stumbled. A lot. So, more practice ensued. At this point, I realized I had to find a way to really personally engage with my topic and think of it as a story I was eager to tell.  

This approach really helped.  And, the class presentation went even better than I had expected.  Though I had rehearsed intensely, the final product felt free and almost conversational.  I got a good grade, but what I had learned about engaging storytelling was even more important.  I had to firmly believe in what I was talking about, not just because it was being graded, but because I had formed an emotional and personal connection to the material. 

Traditional storytelling at its finest requires the ability to weave a tale that arrests the attention  of its reader or listener in a way that makes them eager to continue reading or listening.  Or they are inspired to feel something powerful and emotional. 

The same can happen in business storytelling. 

In the workplace, stories come in all sizes. They can be as grand as a full-scale marketing campaign, a press release, or presentation before a large group at a conference.  Or as simple as a brief recounting of a successful interaction with a client during a staff meeting, or sharing an individual or a team’s struggles and how they surmounted them during a project post-mortem.  

So, how can we as individuals most effectively reach people with our stories? 

As I experienced with my presentation, you have to be personally connected and care about the story you are telling.  Authenticity and honesty are key factors in attracting others to your story.  We are not writing fiction here.  Truth has power! 

Humor is also very useful in welcoming people in.  If your listener is laughing, they are in a positive place to receive the ideas they are hearing, even if they include negative elements or those that are instructive in nature.

If you are going to speak to a group, do take some time to practice what you are going to say. But if your story sounds too rehearsed (as with my Master’s presentation), it can feel manufactured and people will tune out.  Once you become comfortable with the material, you can (and should) be prepared to go “off script” to add thoughts that come naturally in the moment.  

Social responsibility and involvement in causes that are important to the global community can drive engagement.  Businesses may take a “greener” approach to their operations and can highlight this both in their marketing and through internal policies and practices. A culture of responsibility is built that can attract both employees and customers.  Similarly, companies who value diversity and spotlight it outwardly as well as internally can earn the respect of their community and provide an emotional connection through their “story.”

I’d love to dig even deeper into this topic with you, but, because this is a blog and not a book or a workbook, we won’t have the space to explore the specifics as deeply here.  I’m continuing to learn more through some great resources.  You may want to check out the book from which the quote appears at the top of this blog.  It provides some excellent ideas and tools for achieving success in business storytelling.  Here’s the link: The Leader’s Guide to Storytelling

And please share your own narratives and success stories and how they had an impact in your organization!  I’d love to include them in a future blog.  

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The Art of Listening to Lead

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“Most people don’t listen with the intent to understand; they listen with the intent to reply.” ― Stephen Covey

Of course, listening is a critical skill for anyone in a work setting. Employees who know how to listen to feedback and respond accordingly have a much better chance at success in their professional endeavors. But, I believe there is an art to listening. Leaders who know how to really listen to their employees can help promote innovative thinking, spur productivity, and stimulate creative action.  

Let’s start with a basic premise:  listening is not the same thing as hearing.  I’m sure you’ve witnessed and perhaps offered this response (as I have) to someone who is sharing a divergent idea: “I hear what you are saying.”  This is typically said when acknowledging a concern or addressing someone’s complaint or difference of opinion.  The phrase is not bad in and of itself, but if used as a deflection or as a polite way of redirecting or brushing off the speaker before continuing with one’s own agenda, it ignores important elements that can transform it from hearing into listening.  Active listening in a business environment can furnish significant benefits for the listener as well as the speaker.  

First, mere hearing without listening can ignore proper consideration of the individual’s perspective as possessing any real value.  In other words, respect for the speaker as a contributor to the success of the team/project/organization.  

Second, it can overlook the subtext. Subtext can be defined as the unspoken meaning, or “lines between the lines.”  Ah, and here is where we enter into the actor’s territory.  Here’s how we pull the artist’s metaphors and tools into this rich topic.  

Alan Rickman, the wonderful British actor who appeared in countless films and theatrical performances during his lengthy career had some wonderful words to share on this subject.  If you don’t know Rickman from his other films, you’ve probably seen him — and heard his deep and resonant voice — in “Love Actually” or as Professor Snape in the “Harry Potter” series.  Rickman stated that to be effective as an actor you need to learn that “what you have to say is incidental. It’s the listening that’s important.” 

As a stage or film actor, you might rehearse with your “scene partner.”  Notice that term: scene partner.  Well, what does that tell us right at the start? Productive listening and interchange is a partnership!  This is no less important to consider in our business interactions. 

In our scenario, if the actors are really clued into each other — really listening —  in an effort to achieve the most “real” performance, the way their lines are executed will differ depending upon the other person’s delivery of the preceding line, or, conversely, by their silence, or their facial expression, posture, etc.  If the actor simply waits for his lines without fully comprehending his scene partner’s words AND the emotional subtext and intention below the surface, the performance will be wooden, uninspired, and lack the truth needed to have power to affect the audience. 

To get a better understanding of what I mean by subtext, consider this short and very basic exchange:

Joe:  Good morning! How are you doing today?

Jane:  I’m fine…how are you?

Yep, sharp and creative dialogue!  I’m using this as an illustration, so stay with me.  If Joe delivers his line in a jaunty, upbeat way, Jane’s response might mirror that.  Or she might respond negatively or sarcastically to his jaunty tone.  What if Joe’s tone is angry?  Jane’s response might be afraid, or timid, or equally angry.  Their responses feed off the energy and emotions of the other person and create the texture and tone delivered in the dialogue.   

To some, active listening is an intuitive art. These individuals can sense what is going on behind someone’s words (subtext) and respond accordingly.  But not everyone has an intuitive nature (and intuition can be wrong!) so listening may need to include more actions.  It may involve asking specific questions to discern what is going on.  

I had a talented new employee tell me during our initial weeks of working together that feedback was really important to her, but that it needed to be explicit. She said, “Please be direct with me. I’m not good at reading signs.”  

I was really grateful to have that insight into her personality and workstyle and resolved that, going forward, I would provide her with any feedback very directly if and when I saw anything that I felt needed correction or realignment. 

It’s really great when your staff, peers, or coworkers TELL you how they work best.  But, that isn’t always how it works.  Many are afraid to admit that they don’t understand something, or that they are unhappy, hurt, or upset about a work-related issue. Any number of concerns could result in uncomfortable feelings which are not optimal for the employee’s well-being.  And a reduced sense of well-being in even one staff member can degrade their performance and also negatively impact a team, a department, or even an entire organization. 

In order to get to the heart of an employee’s issues or concerns, there is a need to delve deeper through more effective listening. This active listening, if done properly, includes compassion and empathy as its starting point.  So how is effective empathetic and compassionate listening achieved?  Let’s dig into this a little deeper with the art of acting as our model.  

In a play, TV show, or movie, each character may not be empathetic to the other character’s plight, nor listen and respond to them in an empathetic way.  But the ACTOR must do so. The actor must be alert to the needs of the other actor or actors in the scene with him.  He has been tasked with serving the scene (meeting/project) and the production (department or organizational mission or purpose).  

To do this, actors must feel safe and trust their director, who, like an executive in an organization, shapes the vision for the piece.  Each actor must also trust his fellow actors who, in our model, are his peers, his managers, and the executive team.  This is the only way to ensure that even the toughest emotional scene resonates with the audience and forwards the plot effectively.  And in our case, that the “performance” of each employee and his team resonates with their clients, in interactions with other workgroups, with the public, etc., thus forwarding the mission of the organization.

So how can a leader take this premise and actively listen for optimal results in a professional setting?  Here are some suggestions: 

  1. Provide an environment in which employees feel safe to speak. To do this well, you must be genuinely caring and let them know that if they share concerns with you, you will not betray their confidence. And then, don’t!  As a leader, if you allow this to happen, you will risk losing the respect and trust of that person (and likely his coworkers, who he won’t hesitate to tell of your betrayal) forever. And, as we know, trust is critical to sound leadership. 
  1. Engage fully with the other person. That means looking them in the eye, listening with intent to understand. Really give them the floor. Your body language should reflect that openness to listen as well.  If possible, don’t sit behind your executive desk with them on the other side.  Find a neutral spot where you are both on the same level physically. This makes the sharing less daunting for the employee.  It will feel more like a peer-to-peer discussion and not a manager-employee discussion which can signal that there could be negative consequences if they speak out.  
  1. Ask questions.  Delve and probe with a real intention to learn more, with questions or statements that let the individual know you have truly heard what they are saying:  “I think what I’m hearing you say is such-and-such, is that right?” “Can you expand a bit on that, so that I can really understand?” “That’s an interesting idea, can you share a little more detail about how that might work?” You get the idea.
  1. Act with genuine empathy and compassion. Let them know (even if their ideas do not align with yours or with the final outcome) that their viewpoint is important.  And, not just because you are doing them the favor of listening, but that it is truly important to you. They are part of your team (your metaphorical acting troupe) and you care about them.  Let them know that they are valued and integral to the success of your organization.  

Creating opportunities to really listen to your employees and to observe or participate in day-to-day interactions will allow you to better discern the subtext that underlies an individual or team dynamic and can prepare you to respond to issues more quickly and effectively.  As Lyndon Johnson wisely stated, “If you’re not listening, you’re not learning.”

Don’t minimize or forego this opportunity to gain valuable insights about your staff.  You will strengthen their trust in you and they will be more open to sharing ideas that can positively contribute to organizational success.  Employees who feel their contribution is valued are also happier employees! 

Not surprisingly, studies show that happier employees are not only more productive, they are more reliable, easier to retain, elevate the energy of the team, and will spread the word about what a great workplace they are a part of!  

Listening truly is an art. And, all art requires dedicated practice to master.  When it comes to listening in the workplace, this practice is sure to provide significant and tangible rewards. 

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Art of Work: Creativity and Vulnerability

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“Vulnerability is the birthplace of innovation, creativity and change.”

Dr. Brené Brown

Artists are inherently creative souls.  Creativity is their business.  So, how can those of us who are entrenched in the traditional business world unleash this trait in a way that allows us to become artists in our workplace?  Let’s begin with the creative process itself and jointly explore a necessary aspect of this process that many may shy away from.  

Artists not only feel a sense of personal accomplishment in the completion of their artwork (painting, play, film, poem, book, dance or music performance, etc.), they typically thrive on the conceptual and construction process, finding that creating itself has its own inherent rewards. Although it can be a difficult, often grueling, process to write a book or song, to create a painting or sculpture, the artist wouldn’t remove this activity from their experience even if they could.  The process of creating can be a soul-feeding, even spiritual, exercise that often involves catharsis, personal growth, and revelation.  

Julia Cameron, author of The Artist’s Way, a beloved workbook that has been utilized for twenty-five years by artists and non-artists alike to unblock and open up their creativity, describes what she has witnessed when students begin to find their creative way. She writes, “the sheer physical transformation can be startling, making me realize that the term enlightenment is a literal one. Student’s faces often take on a glow as they contact their creative energies.”  

How cool is that?  Wouldn’t it be great to find that kind of “enlightenment” in any type of work context?  

Well, you may not like this next part. It is my belief that you can only truly achieve this state to its fullest by allowing yourself to feel a little uncomfortable.  Artists get more confident as they get more adept at their craft, but every blank page for a writer, every empty canvas or block of clay for a painter or sculptor, every first day of rehearsal for the director, actor, designer on a theatrical or film production comes with some element of fear, or at a minimum, some nerves.  To my thinking, this discomfort, this state of vulnerability, is critical to the process.  If we are too comfortable, our work can become routine and uninspired.  As stated in the quote at the beginning of this article, being vulnerable opens the door to inspired and innovative creativity.  

But who wants to feel vulnerable — especially at work?  Well, let’s go a little deeper to provide a better understanding of that important term as it relates to creativity and to the artist’s process. Author and researcher, Brené Brown, Ph.D, LMSW, in her book, Daring Greatly:  How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent and Lead defines vulnerability as “uncertainty, risk and emotional exposure.”  Sounds scary, but she also explains that “[v]ulnerability is the core, the heart, the center, of meaningful human experiences.” (In addition to reading her book and listening to her insightful podcasts, I suggest watching the Ted Talk which put Dr. Brown on the map: “The Power of Vulnerability.”  It’s a very eye-opening introduction to this concept from both a personal and scientific perspective). 

I don’t profess to be an expert on the topic like Brené Brown, but I think most artists would agree that vulnerability and creativity go hand in hand.  The actor who allows herself to inhabit a character whose experiences draw on emotional aspects of herself that may not be the prettiest or that cause her personal discomfort to explore, is the actor who provides the most truthful and affecting performance.  If the visual artist fails to challenge himself by considering a subject he has not approached before, or exploring a new technique, or allowing his own story to be exposed in the images he creates, his work can become static, or worse, stale. People might still appreciate his artwork, but it won’t have the emotional resonance it could have.  It also won’t have the same impact on the artist himself.  To reference a previous blog of mine, his “yellowness” starts to fade.  See The Art of Work – The Secret Ingredient

As a songwriter and a music lover, the songs I most enjoy listening to — and those that I feel the most satisfied when writing — are those that expose the artist and audience to emotions that the musicians themselves are experiencing or exploring. Those that the listener can relate to and share in. The freedom to allow these personal connections to be expressed to the fullest only comes by opening oneself up to a vulnerable state.  And, yes, I did say freedom! More on that in a moment. 

I’ll give you an example from my own experience.  I hesitate to do so, as it makes me feel quite vulnerable to tell this story!  But here goes. Last year after the brutal death of George Floyd in Minneapolis, I composed a song to help me personally deal with the pent-up emotions I was feeling about this event.  As a white woman, the writing of the song made me uncomfortable and I broke down often during its creation. But where the vulnerability really put in an appearance was in my decision to video and share the song (with poor lighting and my very basic guitar accompaniment front and center!) on social media.  I had not posted solo performances of any of my songs before, and in this case, I was really exposing myself: my creation, my reaction to the event, my emotions, my musicianship, and my voice — both my voice as a writer and my singing voice. Scary.  But also cathartic — and ultimately freeing. I still struggle with my emotions about this event and others like it, but letting my guard down and exploring my own feelings publicly really helped me gain some footing around what was going on and spurred me on to consider ways that I could be a better advocate for social change.

So we’ve established that creativity is stimulated by vulnerability and that this vulnerability can be freeing for the artist.  But, how does this work in an office setting?  Well, frankly, it begins with leaders who allow for this type of vulnerability to exist without judgment. These leaders can achieve this by modeling and encouraging behaviors that open the door for others to feel comfortable having open conversations and interactions with their coworkers. 

Please understand that this doesn’t mean that managers and executives need to be overtly emotional at work (although, I do think that can be okay, if it is honest and real!).  It means that they are prepared to be open with their peers and direct reports. They are ready to share their own personal journey, willing to acknowledge their own weaknesses or failures, to use them as  learning moments for themselves, for their team, and for the organization.  

Let me be clear: vulnerability is not weakness!  Vulnerability and strength are not mutually exclusive. Yes, leaders need to show strength so that their workforce can feel confident in following them. The vulnerability I’m talking about is the type that equates more closely to courage. And, courage is certainly not a weak quality. 

After writing this section, I discovered a quote that perfectly sums up what I’ve been personally exploring and attempting to articulate. It is from Howard Schultz, the former CEO of Starbucks who took the brand from a small regional business to the mammoth international chain that it is today. He states, “The hardest thing about being a leader is demonstrating or showing vulnerability… When the leader demonstrates vulnerability and sensibility and brings people together, the team wins.”  

We can deduce from Schultz’s comments that a leader who models this type of vulnerability will not only earn the respect and trust of their staff, but will also validate the freedom of their team to welcome vulnerability into their own work — the type of vulnerability that can lead to open exploration, collaboration, creative thinking, and innovative action!  

As you might imagine, this is really just the tip of the iceberg on this topic. We haven’t really established any guidelines around what this type of creative vulnerability could look like in the reality of the office setting.  But, we will! I am continuing to explore these ideas and look forward to examining them with you in future blogs.  Hope you will join me on this journey!  And, please share your thoughts. We’re in this together!