by Richard Boyatzis and Annie
McKee
Navigating the unknown
When dealing with a crisis or the unknown, we simply cannot
predict what is to come. It takes confidence and optimism to let
go of preconceived notions while also studiously opening oneself
to new information and solutions. The process of opening up can
make us feel vulnerable, even afraid. Many leaders simply shut
down in order to avoid this kind of uneasiness. Many also shut
down to prove to people around them that they are decisive and
know what to do (even when they do not). Avoiding openness—and
vulnerability—results in a narrow focus and can ultimately cause
you to slip into mindlessness.
Most of us experience times when it seems easier to give up
what we believe, step away from our principles and go along with
the status quo. Sometimes, behaving in the politically correct
way is a lot easier than staying true to ourselves. Then it
becomes all too easy for people to demonstrate values only when
someone is watching them or it is convenient. Sometimes we feel
vulnerable simply because no one seems to see things as we do,
and no one else seems to have the courage to stick it out and do
the right thing. When we feel like this, it is easy to lose
confidence in ourselves, to question whether in fact we are
doing the right thing or just being stubborn. Knowing where your
personal line is, and also having people around you who share
your values, whom you can trust and talk to, makes a huge
difference.
Dan Sontag, Vice President and Head of the Advisory Business
at Merrill Lynch, stepped onto what he referred to as "Wisconsin
spring ice" when he began managing the private client business
at Merrill Lynch. Why spring ice? Well, the landscape looked
solid and safe, but in fact the surface was perilous, and just
underneath the waters were raging. He was managing people who
had just yesterday been peers, and he was doing it at time when
the industry and the company were in turmoil. At Merrill, the
new top team had defined a radically different strategy. Many of
the old guard had left, and the web of relationships that had
been the mechanism for influencing decisions was disrupted.
Certain key aspects of the company's culture were not standing
the test of time. A new culture had not yet emerged, so those
rules that guide behavior in small and large ways in a business
were simply not as clear as they had been in the past.
When faced with this kind of turbulence, mindfulness becomes
even more important. You need more, rather than less,
information, and it is generally more difficult to get. You need
to leverage your strengths and find those people who are
succeeding despite the disruptions. You need to stay calm.
Dan's response? He told us that he got very, very clear about
those few core beliefs that had always guided his decisions and
behavior, even in the midst of confusion and change. He also
held onto the following tenets:
- Build trust through clarity and consistency.
- Make sure you never profess beliefs when people
are watching, only to act differently when the temperature
rises and the pressure is on.
- Know that you will feel uncomfortable, even vulnerable,
because in the midst of real change around you, the rules
are not clear and politically expedient behavior is very
tempting.
It takes courage to stand on fragile spring ice, carefully
choosing each step based on conviction. In high-pressure
situations like Dan's, many people point outward: They find
reasons for their problems outside of themselves. They blame
others or the situation and they look for excuses. Good leaders
point inward: They take personal responsibility for what is
happening and what needs to be done, even when circumstances
play a definitive role. Dan Sontag routinely asks himself, "What
is my part in creating this situation and what do I, personally,
need to do about it?"
In high-pressure
situations . . .
most people point outward:
They find reasons for
their problems outside of themselves. |
Mindfulness starts with self-awareness: Knowing
yourself enables you to make choices about how you respond to
people and situations. Deep knowledge about yourself enables you
to be consistent, to present yourself authentically, as you are.
We trust—and follow—people who are real, who are consistent,
whose behavior, values, and beliefs are aligned. We trust people
whom we do not constantly have to second-guess.
Honing the skills of mindful attention to oneself enables us
to make better choices because we recognize and deal with our
internal state—thoughts, physical sensations, and emotions. We
are then better able to make sense of people and situations
around us. Our perceptions are clear, not clouded by our own
filters, biases, and unexplored or unacknowledged feelings.1
Through purposeful, conscious direction of our attention, we are
able to see things that might normally pass right by us, giving
us access to deeper insight, wisdom, and choices.
Understanding your
environment and the people around you
For a leader, each conversation and exchange is an opportunity
to gather valuable information about people, groups, and
cultures, while building relationships and resonance. Attending
carefully to our human environment and our relationships enables
us to see details we may have missed and generate more accurate
ideas about what is really going on. We notice subtle patterns
in people's behavior, group dynamics, organizational processes,
and even worldwide events. When we are mindful, we are more in
control of ourselves and situations simply because we see
reality more clearly.
Judi Johansen, president and CEO of PacifiCorp, an
investor-owned utility company in the western United States,
sees mindfulness as a way of life and a necessary baseline for
success as a leader of a complex business.2
Some years ago, when she was still practicing law, Judi
represented the "Lilliputians" in a case that would determine
who would determine electric rates in one part of the country.
At the low point, Judi's clients were not even at the
negotiating table, much less influencing decisions. Judi
describes reading the situation this way: "I saw that the path
they were going down was not going to get them where they wanted
to go. I saw disunity in the group." She saw that the one
hundred or so representatives of the small companies did not
share an agenda and as such could not possibly fight the big
guys.
It would have been easy to attend to the loudest, most
powerful voices in her client group, or to attempt to hammer out
a common position by herself (she did know what she was doing,
after all). But Judi was paying attention to the dance between
people and groups. By listening to their conversations, watching
how they interacted, and noting what they hinted about one
another in one-on-one discussions with her, she saw subtle signs
of competition and mistrust among the members of the group. She
also noticed the opposing side's quiet satisfaction in the face
of this situation.
And Judi acted on what she saw. One memorable day, she
managed to pull all one hundred-plus clients together in the
parking lot of a hotel. Microphone in hand, she recounted what
she had seen: the disunity, how it was not serving them, how
their opponents loved every minute of it. She pointed out how
obvious it was—to everyone except themselves. She called on them
to reach across the competitive boundaries and join together as
one voice. It worked. Judi's mindful approach to both the
environment in which she was operating and the people with whom
she was dealing—her careful awareness and attentiveness to this
delicate situation—resulted in the group members putting their
competitiveness aside, getting a seat at the negotiating table,
and ultimately achieving their aims.
Some years later, Judi found herself in yet another situation
in which her mindful approach to the environment and people
would be crucial: she was appointed as the first female
administrator at Bonneville Power Administration, a federal
agency selling electricity and setting energy policy affecting
four states, fifty-two Native American tribes, investor-owned
utilities, public utilities, numerous commissions, and various
state and local governments. Talk about complexity: Judi's job
was to create the blueprints for and then to build commitment to
plans for allocation of finite resources across multiple
constituencies with insatiable needs.
To succeed, Judi had to scan her environment. It was
not enough to rely on the institutional folks whose job it was
to monitor information and opinion. She had to get personally
involved. She needed to be up close and personal—talking to
people, listening to what was said as well as what was not
said. Judi constantly assesses how people perceive things,
noticing everything that goes on. She watches individuals and
the dynamics between people. She tracks body language as
carefully as what is said, noticing everything—even people's
annoying habits at meetings, which can impart valuable
information about their level of anxiety, competitiveness,
acceptance, or rejection of ideas and the like. She has trained
herself to interpret—accurately—the conversation that goes on
behind the words. When she studies people, she generates
hypotheses about their underlying feelings, motives,
relationships, etc. She tests her perception subtly, and when
she is that much surer she really understands what is going on,
she can act based on this deeper understanding.
In the end, she has succeeded time and again, managing to
support the creation of numerous plans that optimize resources
and that have not only met the needs of constituents but have
also enabled them to make the necessary tradeoffs at critical
junctures.
Today, Judi's mindful attention to people and to her
environment gives her the ability to truly understand the needs
of her organization and its constituencies. As she puts it,
"Mindfulness is a way of life. This is what I do."
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