Sometimes, reminders of what’s really important in life present themselves when we’re not expecting them. Whatever the trigger, when our normal patterns of hamster-like busyness are interrupted, we become (even if for only a short while) a bit more present; more focused on observing instead of doing. And when we’re more present, we are more likely to see age-old truths that have defined the human experience since our earliest days.
All across the country on Thanksgiving Day, many families will be around the table waiting to dig into a feast of traditional foods handed down through the generations. It is also a time to either verbally or silently reflect on the good things in our lives.
As we begin to move on after the most bruising political campaign recent memory, it is a good time for a hard look at how our democratic process turned so ugly and disenfranchising to so many Americans. How did we get to a place where the polarization and acid-like negativity actually became news in its own right? As someone who studies human and workplace behavior and focuses on how to drive organizational change, it is interesting to note that this political season has been fueled, in part, by a number of phenomena that I see regularly in the workplace—every workplace, not just in the halls of Congress or in campaign headquarters.
In the wake of increasing incidents involving police shootings of unarmed African American males, it seems logical that police forces across the country would benefit from training that addresses the impact of implicit bias amongst officers. But will that make a difference? Skeptics of implicit bias training raise valid concerns about its effectiveness, especially for police officers who are often placed in high-pressure situations in which they may be more likely than other professions to need to rely on quick judgments. The question discussed in the following article is whether or not training can be effective in helping to reduce or eliminate the negative effects that implicit biases can result in.
All paths we take toward others eventually circle back to ourselves. Even if you personally make the commitment to practice respect, not everyone you meet will do the same. When we commit to a path of respect, we do so in spite of others' behaviors because it reflects who we are at our core.
Every day brings a myriad of opportunities to increase our awareness, wisdom and, ultimately, effectiveness. The problem is that most of us walk right past these opportunities because of a little glitch in our mental "software"... the need to be right. In this article, Paul Meshanko discusses how to go through life with an open mind and the intent to take in new information objectively by "learning to be wrong more often."
All parents, in some way or another, leave indelible marks on the world views that their children develop and bring into adulthood. In some cases, these marks are from strong, admirable qualities that we try to emulate ourselves because of the positive outcomes that resulted. In other cases, the marks come from behaviors that we observed causing damage to others or even themselves. In these situations, we make mental notes and likely try our best to do the opposite as we grow up. Most times, it was combination of both. Such was the case with my father.
When we operate in a rich, stimulating and emotionally nourishing environment, our brains are more productive than normal. They release powerful neurotransmitters that stimulate our creativity, desire to work collaboratively and allow us to find deep personal satisfaction in our work. This is the Respect Effect.
While some stress is actually healthy, chronic stress is debilitating. It preoccupies the mind, clouds our judgment, dulls our creativity and makes us physically sick. In this article, we will examine the concept of emotional backpacks and develop strategies for keeping ours light and well-equipped, even in stressful situations.
I was recently contacted by a facilitator at one of our manufacturing clients that is rolling out our Connecting with Respect process across their organization. Her question was interesting. Evidently, there were certain managers (and more senior employees) who were of the opinion that they should not be expected to respect others unless their respect had been “earned.” Could we possibly give her and her co-facilitators some ideas on how to constructively discuss this notion?