Clearview® Performance Systems brings you ... ® ... a Culture of Results & Engagement®
Here's the next in our series of weekly managerial TIPS (Techniques, Insights, and Practical Solutions)
to help you better engage your team in the activities that lead to higher performance.
CORE Bites Issue #111
(February 9, 2021)
As a teenager, one of my favorite spots for weekend fun was Bon Echo Park (in Eastern Canada). For those of you not familiar with the French language, "bon" means "good" ... so, translated, this park was aptly named "Good Echo" because of the fabulous echoes we could generate by simply using our voices.
An echo is merely a reflection of sound coming back to the listener after an initial sound is made. But the physics must be pretty precise for the mysterious (almost eerie) phenomenon of an echo to take place. The sound must first travel the right distance; it must then hit a smooth flat surface perpendicular to the source of the sound; the surface it hits must be the type of material—such as a rock wall, a canyon cliff, or the water in a well—that doesn't absorb sound but, instead, reflects (bounces) the sound back to the source. There are numerous well-known places around the world where conditions are perfect for hearing echoes.
However, one of those well-known places shouldn't be inside your organization!
As a behavioral engineer, much of my work within organizations entails working with leadership teams. One of the concerning trends I'm witnessing—and this is much more predominant now that most of our meetings and collaborative sessions are virtual—is the impact of corporate politics and the accepted 'normative' patterns of the organization, division, or even the department, on the creative talents, and—the subject of this week's CORE Bites—on the 'voices' of formal and informal leaders. What's concerning me is how often I see 'voices' stifled into an expected pattern of behavior; how often 'voices' acquiesce to retain the status quo, go with the flow, and not make waves; how often 'voices' remain quiet instead of speaking up.
Now, I'm not suggesting that it would be better to be an insubordinate, outspoken, opinionated, unfettered contrarian. No, that wouldn't be a healthy career move.
What I'm acknowledging here is your Voice is your very visible brand. While important, your Voice is less about tone or speaking style; it also has little to do with volume or projection. But Voice is extremely powerful—it carries a message and, most importantly, it becomes a reflection of who you are, the values you honor, and what you stand for. People come to know your Voice by how you handle conflict and differences of opinion; by how you encourage collaboration; by how you reinforce employees; by how you deliver feedback; by how you handle stress and pressure.
From an early age, our unique personalities are evident. As we mature, our values, assumptions, beliefs, and expectations (VABEs) are fully formed. These qualities form the core of how we think and define our communications style—our Voice. But many people, at the start of their leadership journey, find themselves eager to please and a little unsure of just how to share their true perspective without stepping on toes. They may even feel a little uncomfortable being a dissenting voice.
In the absence of a specific and concerted effort to develop your Voice, you're at risk—even if you have something valuable to say—that what is said won't come out quite right and may not be heard, be appreciated, or be taken seriously.
Finding your leadership Voice involves evaluating and embracing what is most important to—and unique about—you. The principles in the HVAs that follow can be applied to any situation, and in any facet of life. Be the VOICE!
This week, starting today, observe every interaction you have with your team, your peers, other colleagues, your boss, and those at the senior levels of the organization. Look for (appropriate) places to insert your Voice. The HVAs listed below can help you prepare for those situations:
I'd love to hear how these HVAs work for you!
Neil Dempster, PhD, MBA
RESULTant™ and Behavioral Engineer
"Speak with intent so that you can lead with vision."
— Paul Larsen —