Getting To Know You

By Jane Caro, Author, Journalist and Broadcaster

Are you quick to judge? You may be projecting your own shortcoming on to others. Try a dose of self-awareness.

I THINK IT was US comedian Sarah Silverman who pointed it out first: President Donald Trump’s tweets criticising others for failings and wrong-doings are not actually accusations but confessions. So often, whatever he claimed others were doing, it turned out he was doing himself. There are many other examples of this kind of behaviour.
I now automatically expect that those who froth at the mouth about immorality, adultery, lust and what they call the ‘abomination’ of homosexuality, will sooner or later be caught in flagrante delicto with a mistress, a young man in a public convenience, a prostitute, a cache of child pornography on their computer or all four.

 

I have often wondered about those who claim climate scientists have concocted a sophisticated international conspiracy about global warming for personal gain. I don’t know if they are aware what your average climate scientist earns, but it’s highly unlikely their academic salaries are enough of an incentive for that level of risk and intrigue. If you want to know where the financial incentives are concentrated in the battle over climate change, I suggest you look to the climate deniers themselves, those who fund them and the billions tied up in the fossil fuel industry. The motives they ascribe to scientists are much more likely to apply to them.

 

We seem to be in the midst of an epidemic of psychological projection. This is the theory that people protect themselves from their own unconscious and unwanted impulses and desires by denying they have them while projecting them onto others. Irrationally hating people who look different from you may indicate you have deeply buried feelings of inadequacy and inferiority.
Being hostile to women may indicate an unacknowledged fear of your own softer side.

Jane Caro will be emceeing at the 2018 International Women’s Day Great Debate in Melbourne, where 6 high-profile Australians will share powerful leadership insights on the iconic female slogan ‘The Future Is Female’. Book your seat now

 

Perhaps the cure for all this psychological projection is self-awareness. To be self-aware means we cannot deny our own unwanted and unacknowledged impulses and desires because they no longer remain stuffed into the darkest corners of our subconscious. Left to gather dust, the unexplored parts of ourselves can cause a great deal of harm. Those are the parts of us that destroy families, careers, friendships and lives, without anyone really understanding why.

 

Unfortunately, no flesh and blood human is completely self-aware; there are always things about ourselves we are blind to. However, that does not mean we cannot strive to be as self-aware as possible. Indeed, if you find yourself having dark suspicions about someone else’s motivations based on little or no evidence, or take an instant but visceral dislike to someone, those can be red flags about something you are denying in yourself.

 

If, for example, you think most people are untrustworthy and only out for themselves, look carefully at your own motives and behaviour. If you are jealous of your partner and spy on them seeking evidence of infidelity, look to your own desires and untrustworthiness. If you find someone irritating or pushy, examine yourself, especially if the person you feel such animosity towards is well-liked by others.

 

The self-aware person will have all the usual failings but they will look to themselves first when things go pear-shaped rather than automatically assuming that if they feel bad or behave badly, it must always be someone else’s fault. Self-aware people own their own emotions, both positive and negative. They own their own weaknesses, failures and vulnerabilities. They face up to their own mistakes and take responsibility for them. They accept that the only person they can change is themselves.

 

In fact, the more self-aware you become the more grown-up you become. Plenty of human beings, which is both their tragedy and ours, never make it past adolescence in terms of emotional maturity. This includes a great many of our leaders. I can think of two right now who are clearly cases of arrested development and are huffing and puffing at each other while their fingers are hovering over nuclear hot buttons.

 

Frankly, the need for more emotional self-awareness among those who lead has never been more urgent, but if the only person you can change is yourself, I guess we better all start there, whoever we are.

 

JANE CARO RUNS HER OWN COMMUNICATIONS CONSULTANCY. SHE WORKED IN THE ADVERTISING INDUSTRY FOR 30 YEARS AND IS NOW AN AUTHOR, JOURNALIST, LECTURER AND MEDIA COMMENTATOR.

Cultivate Imperfection: Why Going Full Frontal is The Root of Successful Leadership

By Heather Gibson, Managing Director at Pendulum Partnership

I cultivate leadership and love being a leader. It’s a very large part of who I am and my mission is to help other leaders develop their mindset through enlightened discussion and reframing that is grounded in my own leadership experience.  Whites of the eyes conversation; relentless agility to create and execute new concepts; helping businesses to find new routes to market; pounding the streets in the face of major economic disruption; high octane pace and adaptability; and communicating across generations of leaders and entrepreneurs to interpret and write their unique stories.

At the table right now are some stark choices on many levels; systemic, societal, economic and demographic.  In all of these realms outstanding leadership is vital to delivery and to building a sustainable future. Make no mistake this is an opportunity; and it’s a human disruption that is required.

To bring the real you to your choice of work and hustle is the ultimate gift, it is the need of our time and, I know, one of the essential struggles of humanity in the wake of everything that’s happened.  All this change, the disrupted trajectories, the generational legacies and the unimaginable tragedies that lay before us now: they hurt the people, people. And they’re hurting you.

That’s why it’s time for a serious paradigm shift, at a hurtling pace and the centre of it all is a self-aware, transparent leader who is willing to accept this reality; to go beyond the beyond and be ready to change tack at every moment – even when you think the deal is done.

No more head in the sand ignorance of elephants in the room.  This sets you back days, months, years, even a lifetime and the fact is we just don’t have that time.  I know you know this; the actual struggle isn’t the time spent at the bottom of a change curve, or programming artefacts of change.  It’s the (still) inevitable pull back to the status quo that pervades our business world even today.

Look, I get it.  Information is everywhere and it is overload.  As a leader you are beholden to the mantras of delivering sustainable financial value for your organisation; potentially of sheer survival; possibly of getting an idea off the ground; the near universal sense of uncertainty.  But as an innately self-aware, life experienced human you are also not immune to the positive benefits of more information.  You would like to ‘be the change you want to see in the world’; to do what’s right and serves your values well.  Whilst you are not too badly off, you are worried for future generations, your children, your loved ones.

What I want to say to you is that there is something better than this; something that can develop your leadership and cultivate self-awareness (aka the whole you and nothing but the you), to bring your absolute game face to the table every single day.  Even to live a more fulfilled life.  And that is a think different, talk different mindset that will allow your leadership to shine; one that celebrates imperfection, pushes hard into a new paradigm and attains total clarity.  Clarity that accepts the reality of today’s changing world and recognises you as the disruptor of disruption: a result that gives you the seeing eyes to deliver the intricacies of your current state to get to the future state successfully.

This new leader is one that thinks and functions like an athlete; sharp, crisp and flexible to get the performance result. But it’s more than this.  This development is fully into you and who you are.  To light up the real you as part of your leadership, day in and day out.  Fully self-aware and cognisant of staying right in that zone; able to push limits, deal creativity with scenarios and make who you really are the trump card with the X-factor.  This is the style of leader we need and I know it’s totally relatable as you read these words.

Our path to happiness is taking shape in new, exciting and bold ways (it really is); over and above outdated, traditional, smoke and mirrors, power orientated structures. It’s a physical, emotional, spiritual, mental, cognitive curveball that impacts work and organisations.  That ‘war for talent’ has a whole new dimension; it’s not just people liking, coming and going, but needing, seeking and asking.  Questions, truth, honesty, reality, authenticity, options, opportunities.

To expand your thinking, it’s important to accept the reality that cultivating a mindset of disruption will enlighten and enable a better you. This is what will bring creativity to your business; the foundation for innovation. It will make the discussions and decisions easier and pave the way for new opportunities.  And it will make you see how pivotal the role of transparency is in this story unfolding.

These are the vibes humans and they relate to leadership. Your leadership.

From one leader to another, I know you want this but you are living in a state of perpetual exhaustion; already applying considerable lateral thinking, problem solving and creativity just to work through the immediate complexities and, inevitably, the grind of breaking down barriers and getting stuff done to serve the purpose of today’s agenda.  One laden with expectations of a lifestyle and existing paradigm that is fading and creating a risk to the sustainability of your business.

The need to reframe your current mindset and position your leadership as the source of competitive advantage is a mandate that cannot be under-estimated or ignored.  Self-aware, raw, honest; free from filters, blocks and outdated thinking.

Coz blink and you’ll miss it.  It’s already happened; the future is here.


Heather Gibson will be one of many speakers at our upcoming Brisbane Conference on the 2nd November 2017. Book Now to hear Heather and many other specialists in their respective fields discuss attributes of successful leaders at this full day event.

Why There’s Nothing To Fear From AI

Emotional intelligence will still be a key attribute once AI takes over our rudimentary work. By Candice Chung

 

It’s a question straight out of a science fiction novel . . . will artificial intelligence eventually replace us?

As machines continue to get smarter, and our appetite for quotidian technology grows, it makes sense that the most rudimentary work involving rote tasks and mass information processing are being automated. Think of a time when the ATM didn’t exist, or when ticket sales were only done over the phone or in person; or the idle nights at video stores where memories of summer jobs — once a rite of passage for cash-strapped teens — grew faint as well-worn VHS tapes. All those tasks were once performed by humans, but now, a world of digital providers await us.

But while it’s true that artificial intelligence is changing the labour landscape, experts believe it will also bring forth opportunities for a different kind of talent.

“There’s a lot of speculation that many employees will lose their jobs due to new technology, [but it has actually] allowed us to more effective pinpoint where, and how, we want people to work for us,” says Sue Howse, managing director of Harrier Talent Solutions.

“What automation and robotics can’t do is strategically manage themselves, staff, clients or take into account the unknown or the Black Swan events of the world. To be successful companies will always need those with a high level of emotional intelligence (EQ) who can navigate different circumstances.”

Areas that will see a rise in demand for high-EQ employees include client-facing and decision-making roles. In fact, according to findings on Havard Business Review, skills like “persuasion, social understanding, and empathy” are going to become “more and more prized over the next decade”, as artificial intelligence take over menial tasks.

 

“When the limits of technology have been reached and human interaction is required to solve a problem, a new type of person needs to show up”
– Linda Simonsen, CEO of Future People

 

There will also be a spike in demand for roles that require emotional labour. “Emotional labour refers to work that involves managing one’s own emotions or those of others. This especially applies to leadership roles and project managers leading change and transformation, as well as front line roles that involve engaging people, such as contact centre and face-to-face customer service and sales,” says Linda Simonsen, CEO of FuturePeople.

“When the limits of technology have been reached and human interaction is required to solve a problem, a new type of person needs to show up. This in-demand person will be a highly engaged, knowledgeable and emotionally intelligent brand ambassador who can connect emotionally, show empathy and personalise the solution.”

The key to thriving in the era of AI is a willingness to embrace change and demonstrate flexibility. “It’s an exciting time. AI is a positive step for the business world,” says Simonsen.

“It will see non-value-add and transactional tasks automated, freeing up people to do what makes them human – that is, their ability to feel and impact how others feel; think creatively; collaborate and engage with others to solve complex problems.

Being Professional Doesn’t Mean You Stop Being A Human Being

One of my (many) professions these days is a public speaker. I often attend conferences in all sorts of sectors that I would never otherwise get to see up close and personal.

It’s a great privilege and generally I learn two things. The first is that every sector and industry think the challenges they struggle with are unique to them – but they’re not. Everyone, regardless of where they work, is living in the same moment of time and is beset by the same trends and problems as the rest of the world.

The second is that a lot of people, especially when asked to present at an industry conference, confuse being a professional with being a robotic, bland and impersonal bore.

It’s as if they believe they must not allow any particle of their personality, humour or lived experience to intrude on their presentation. The result is not only eye-glazingly dull, but would have been much better handled if they’d simply distributed a copy of their (often endless) Powerpoint and remained seated while the audience read it.

The horror of your life intruding on your work has reached pathological proportions among some who strive to be taken seriously. I blame the pernicious phrase “work/life balance” for this epidemic. If you think about it, the idea simply does not make sense. Do you go to work when you are dead (dead inside, perhaps, in some jobs)? No. Well, in that case, work cannot be separated from life. It’s one part of it and that is all.

This false elevation of “work’’ as the only thing that exists outside of life may be part of the reason so many professionals appear allergic to letting anything personal slip out when they’re representing their job or employer. Sadly, such attempts at separation not only fail, they’re damaging.

When I mentored young aspiring career women (another profession of mine), I would often have to explain to them that a particularly nasty and inexplicable comment from a superior was what I called a toxic emotional fart. It was invariably an aside designed to make the young person feel inferior and was unnecessarily mean and annihilating. The young recipient of the bad smell had often spent days puzzling over it and may even have wept a few tears.

“A lot of people confuse being a professional with being a robotic, bland, impersonal bore.”

My explanation was that the toxic fart had nothing to do with the shaken young woman (or man). It was simply an unconscious expression of what occurs when so-called professionals suppress their humanity and have emotional baggage they will neither acknowledge nor deal with. The pressure of the things they ignore builds up until it must escape and when it does it covers all those nearby with its odour.

A professional is not just someone who turns up on time, follows through on their commitments, delivers work by the due date and knows their business – although all those things are important.

They’re not just people who deal fairly, honestly and ethically with their clients, colleagues and staff, important though that is. They don’t simply pay their appropriate taxes (yes, professionals do that, too, they’re also good citizens), and obey the laws of the land. Although they must do all of those and more.

A professional is a person who understands – not just their own job – but themselves. This matters because until you understand yourself – your motivations, vulnerabilities, weaknesses and toxic baggage (we all have some), you haven’t a hope in hell of understanding other people.

It’s called emotional intelligence and really professional managers have lots of it.

If you don’t, you can bore us all with stats and graphs and “consumer insights” until we’re blue in the face, but you’re not fooling anyone, except yourself.

Stay professional while also embracing your humanity with our suite of leadership and management short courses. Whether you’re looking to improve your communication skills to build stronger relationships in the workplace or grow your emotional intelligence to ensure you’re staying self-aware and human, our courses will help you enhance your professional development without becoming impersonal or bland.

Other Life: Didier Moutia

THE BEST OF CARE

By Susan Muldowney

Didier Moutia AFMIL began volunteering with St John Ambulance when he was 16 and says the decades of experience have provided valuable management lessons.

“In a typical job, you do things because you’re getting a pay packet,” he says. “At places like St John, people are volunteering their time, so you have to think about how to make them engaged with what they’re doing and how you can achieve a consensus. It gives you a whole set of different skills that you can use in your corporate life.”

St John Ambulance is a self-funding charitable organisation that provides first aid services, training and equipment in more than 40 countries. Active in Australia for more than 130 years, it has about 16,000 volunteers and the training they provide has resulted in 500,000 first aid certificates. Moutia started as a St John cadet and says the experience led to his career in nursing.

“I really liked St John’s approach and how they managed patient care. It was very holistic and they were all extremely knowledgeable yet humble at the same time. They were able to communicate with patients and their family members in a way that gave them reassurance and broke down information so they could digest it. It got me thinking that nursing could be for me because I liked the people side of it.”

“If someone is struggling, we try and identify that early on and refer them to an appropriate resource.”

After working as a theatre nurse, Moutia joined medical software company InterSystems in 1998. “I’m still doing something that I did in nursing, which is influencing outcomes for patients, but I’m doing it by delivering the technology that assists and supports it,” he explains. “I bring a bit of realism to what we do. I make sure that what we deliver to a clinician is something that’s very usable and saves them time but ultimately improves patient care.”

Moutia has held various positions at St John, including commissioner in NSW, and is now peer support coordinator for the state. “If anyone needs peer support or if there’s been a critical incident, such as a patient having a cardiac arrest, my job is to make sure that whoever was involved gets the peer support they need. As a minimum, we would call them to see if they’re OK after the incident. If someone is struggling, we try to identify that early and refer them to an appropriate resource to help them.”

Volunteer work occupies about 20 hours of Moutia’s week and he says balancing it with his day job comes down to careful planning. “I just have to be really organised with my diary,” he says. “I’ve been volunteering with them for so long it’s just part of my life now. I have a philosophy – when you’re doing one thing, do it really well. In other words, I try not to multitask. When I’m at work, I’m at work. When I’m at St John, I’m at St John.”

10 signs you lack emotional intelligence

Good leadership relies on high EQ. But how do you know if you are an emotionally intelligent leader? By Nicola Heath

It’s not just a buzzword. In the modern workplace, emotional intelligence often outranks technical ability.

“Businesses don’t want to hire people just based on their IQ,” says Ushma Dhanak, a HR specialist who runs Collaborate HR, a consultancy offering HR support to SMEs. “It’s all about how to manage people, how to lead people, how to read your own emotions and how to use that skill to read the emotions of others and respond accordingly.”

EQ is the “X-factor” that creates effective leaders, says Dhanak. Studies have established a strong link between emotional intelligence and business performance. It’s also linked to employee engagement. “If a business has a highly-engaged workforce, it means there are more people or leaders managing them with higher EQ,” she says.

Emotional intelligence has been on the radar since 1990, when psychology professors John D. Mayer of University of New Hampshire and Peter Salovey of Yale coined the term in a research paper.

In 1998, Rutgers psychologist Daniel Goleman linked emotional intelligence to leadership in an influential article published in Harvard Business Review titled ‘What Makes a Leader’. Without emotional intelligence, he wrote, “a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.”

Today Dhanak runs EQ workshops for a range of clients including the Australia Federal Police, marketing and advertising companies and dental practices. “We use emotional intelligence techniques to help the business manage HR issues, and focus on the leadership teams to really make them aware of how they’re feeling and what that impact is having on their team.”

 

What’s your EQ?

Workplaces lacking in emotional intelligence are often plagued by problems such as micromanagement, a lack of trust and bullying.

To help leaders gauge their own emotional intelligence, Dhanak has created a list of 10 signs that an individual lacks EQ:

  1. You are easily stressed and irritated
  2. You treat people rashly and unfairly
  3. You are wrapped up in your own world
  4. You are over-confident
  5. You fear change
  6. You take failure badly
  7. You get into conflicts easily
  8. You interrupt and don’t listen
  9. You find fault with others easily
  10. Your relationships break down

 

The first step of Dhanak’s training is a self-assessment, a 10-minute online test that scores respondents across 26 competencies of emotional intelligence, including innovation, creativity and service orientation.

Based on those results Dhanak develops a coaching plan that can be delivered one-on-one or in a series of workshops run over a six to 12-month period.

Many traits contribute to emotional intelligence – empathy, flexibility, honesty, resilience, positivity, the ability to listen – but one of the most crucial is self-awareness. It’s important to understand your strengths and weaknesses and be better prepared for situations when these will be exposed, says Dhanak.

“Can you name the emotions you’re feeling? If you are not aware of what emotion you’re feeling you are not going to be able to read it and explain it to other people.”


Want to know more about Emotional Intelligence (EQ)?

Join our webinar on the 30th of August where we discuss the neuroscience behind WHY Emotional Intelligence is so important, as well as practical tips to boost your EQ & take your leadership to a new level.

Book today

 


 

4 critical skills you’ll need in the future workplace

The workplace is changing, and with it the skills that workers need to thrive in a digital and diverse environment. Here are four skills that will be in highly sought after by employers in the future:

1. Emotional judgement

EJ, the new EQ, is now a top priority for many employers. “Emotional judgement is the ability to put yourself in someone else’s shoes and empathise with their position,” says Dr Marcus Bowles FIML, founder of the Institute for Working Futures. “It’s also about understanding the impact of the decisions you have to make.”

“EJ correlates strongly with the customer experience in service organisations. For technical experts, engineers and doctors, it’s about empathising with the outcome the client might want and being able to understand that the optimal solution may not be the best solution.”

2. Global citizenship

This encompasses cross-cultural work and diversity, says Bowles. “If you can’t empathise with different views of the world then it’s very hard for you to work in that context.”

Do you have the courage to put forward a solution no-one else has thought of – or to say there’s a problem when no-one else will?

3. Courage

“A lot of organisations don’t just want people who can innovate, they want people who can advocate for the customer,” says Bowles. Courage is a desirable quality that shows up among natural learning strings in organisations. “Do you have the courage to put forward a solution no-one else has thought of – or to say there’s a problem when no-one else will?”

4. Foresighting

Visionary leadership is about to take on a whole new meaning. “Can you see through the macro-trend to spot the business opportunity?” You’ll need to.