HealingLeaders Newsletter
...supporting leaders in critical times
 
August, 2008
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Do you know of a veteran who may be suffering from PTSD?
There are many myths and misunderstandings regarding the effects of extreme trauma and what is needed to heal from it. Our friend and colleague, Bill O'Hanlon is a world renowned expert and has generously produced 3 small videos which may be accessed for free on YouTube.
 
 These videos are under 10 minutes each. They are practical and contain NO PSYCHOBABBLE!
 
You can also get more information directly from Bill's website -GetOverTrauma.com
 
Please feel free to forward these on to anyone you know who might benefit from this information.
 
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A Good Day to Live
 

StevePic

 

"Life only demands from you the strength you possess. Only one feat is possible; not to have run away."

 

Dag Hammarskjold
 

What is it that separates "the men from the boys" in leadership? To use a less sexist expression, "What is the mark of a mature leader?" Is it charisma? Is it intelligence? Experience? The ability to motivate others to action? I would submit that it is none of these. I believe the mark of maturity in a leader (or anyone else) is the ability to take responsibility for one's own salvation. Conversely, the mark of an immature leader is one who needs to save others or use them to feel good about him/herself. An immature leader is one who depends upon others for their own salvation (read "ok-ness"). Like a cancer cell, this type of leader can't self regulate.
 
Ok, we deserve to feel good about ourselves. We even need to feel good about ourselves. That isn't the issue. The issue is the means we use to feel good about ourselves. How we work out our own salvation in life. Clearly, to lead one's life in a mature manner requires the ability to self-regulate, the ability to "self-soothe."
 
As a young parish pastor I was often surprised by how nice people acted on the outside and how treacherous they could be on the inside. After one tense church meeting which included a crucial vote of the congregation, I was impressed by one gentleman who had the courage to stand up and say what he thought. I visited with him after the meeting and expressed my admiration for his actions. I asked him, "What enables you to do this so easily?" I will never forget his answer. He said that he had been in the special forces serving in Viet Nam. "I stop and think about what is the worst anyone could do to me for speaking up." He said, "The worst that someone could do to me is kill me. And," he added, "I'm not afraid to die." Here was someone who clearly had learned the secret to mature, courageous leadership.
 
Stories are told about the Lakota warrior who would arise in the morning, face the rising sun and sing a death song, saying, "It's a good day to die." The Hopi tribe have a belief that death, like a bird, always sits on your left shoulder. If you are lucky it will sing in your ear and remind you of your mortality. You are considered cursed if the bird stops singing or flies away and leaves you. Other tribes practice what is called a death walk which divines the will of the spirits for one's life.
 
How do you self-regulate as a mature person? How do you self-soothe? As extreme and dramatic as it seems, I can't think of beginning at a better place than dealing with your own death, your own mortality. As a good friend of mine says, "Life is not a dress rehearsal and all tickets are one way."
 
How do you learn to self-soothe? Stress reduction? Rhythmic breathing? Yoga? These aren't bad. But I can't think of anything more powerful than getting comfortable with one's own death. Of course, no one can tell you how to do this in your own life. Only you can answer that. All I know is that when you gain this perspective, you gain power. Power to lead and more importantly, power with yourself. It's a good day to live!

Steve Geske
How Toxic is Your Workplace?
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The March Healing Leaders Newsletter includes a white paper entitled, "Challenging the Toxic Environment."  In it we described real examples of toxic work environments and how leaders can change those environments for the better; how leaders can become healing leaders.
 
When I ask leaders to estimate the levels of toxicity present in their companies, they often gulp hard.  They either haven't thought much about the question or can't figure out how to measure the presence of toxins.  I suspect leaders shy away from the discipline of discovery because they're afraid of what they might learn.  (Remember, high levels of anxiety produce high levels of defensiveness.  "If I don't think about it, maybe it'll go away.")
 
How can you perform a toxicity check on your organization?
 
Use the exit interview.

Many leaders tell me they don't conduct meaningful conversations with employees who are leaving.  These leaders usually say they don't see a return on time invested. I believe they fear conflict which might arise.  Asking a departing employee to talk about her or his experiences, particularly those which suggest the existence of harmful organizational toxins, takes courage and a non-anxious presence.
But, if you're willing to hear tough feedback, you can be empowered with knowledge that will allow you to change the environment for others.
 

Here's how to do it:
· Find a comfortable, private and safe environment for a lengthy conversation with an employee who is set to depart the organization.
· Listen non-defensively.
· Don't expect yourself to respond with justification or argument to what you hear.
· Practice complete objectivity and healthy empathy.
· Ask follow up questions to get what's behind the initial answers you hear.
 
You must conduct this conversation in an open and non-threatening environment and style.  Assure the departing employee his or her specific feedback will be held in confidence. 
 
It is important for you to be a non-anxious presence in these conversations.  Be aware of the emotional triangles which are likely to appear, and resist the urge to enter into the departing employee's anxiety.  Ask about real experiences the employee had which she or he considered unhealthy. 
 
Here are some good questions to ask in the conversation:
· Which experiences here seemed to create the most challenge and anxiety for you and what specifically about those experiences did you find challenging?
· Which relationships seemed to present the greatest challenges to your achievements and what was it about those relationships that made them challenging?
· Which strategies and directions created frustrations for you?
· What appear to you to be the greatest sources of conflict in the company?
Consider the answers you hear.
You know your organization is toxic if you hear:
· The employee's efforts at accomplishing outcomes were derailed by distractions created by those who complain about and resist ideas and direction.
· Conversations with superiors and peers were often about fault finding and blame fixing rather than accepting responsibility for improving performance.
· Employees overreact with anger and bitterness at challenges to their points of view or requirements that they adjust to new challenges.
· The mission statement and shared values are a joke.
 
I once conducted an exit interview following this approach which became emotional for the employee.  I offered a break and we were soon able to continue talking on a deeper level about the person's painfully conflicted relationship with a boss.  What I learned by finding time, courage, and non-anxious presence in which to conduct this interview helped to improve our company's management selection and training process.
 
The exit interview is a powerful tool in your arsenal of toxicity-fighting practices.
In a future article, I'll describe additional practices you can use to find and reduce toxicity in your workplace.
 
Howard Hansen
 
Our Special Thanks...
 
Goes to Marge Hulburt  for her professional expertise and effort in editing all things written for HealingLeaders. Thank you, Marge for truly making us "look as smart as we are." (Maybe even a little smarter!)