Author Archive for Melissa Michaels – Page 2

The Success Secret Every Company Knows but Few Achieve

Adobe understands it. And Google, Apple, Microsoft. Airbnb does, too. LinkedIn, KPMG, Accenture, the San Diego Zoo—they all get it. Zappos, certainly. And these companies are paragons of it, according to Entrepreneur.

Companies who know this success secret tend to have quadruple the average profit and double the average revenue—even while being a quarter smaller than other organizations Jacob Morgan analyzed in this article for the Harvard Business Review.

If you’re a longtime reader of this blog, you’ve probably already guessed what this elusive alchemy is since we’ve written about it a lot before. That’s right—employee engagement.

But why is it so hard for companies to get right—even while pouring millions into trying to obtain it?

For starters, most companies are slapping a band-aid on a broken leg and calling it good. That’s not going to do it.

Many of the problems at organizations with poor engagement are systemic, and it takes a deep cultural shift to address the underlying causes of disengagement and build a more authentic, inspiring workplace.

For Morgan, this means creating an experiential organization with desirable cultural, technological, and physical environments.

Out of the 250+ organizations he studied, only 6% were intensely focused on all three—and they had the performance upswings to show it. He also found a correlation between investment in these areas and inclusion on “best of” lists. Further, these companies saw substantial gains in stock value.

On the flip side, a fifth of the companies analyzed scored very low on all three fronts, and employees ranked over 50% of the organizations poorly in one or more of these areas. This shows how far most companies have to go.

But where to begin? Andrew Sumitani of TINYpulse wrote The Ultimate Guide to Employee Engagement to help managers take those crucial steps toward organizational transformation.

Sumitani starts by sharing this TED talk on employee motivation by Behavioral Economist Dan Ariely:

He documents the significant financial advantages enjoyed by companies with higher employee engagement—including as much as 18% higher revenue per employee. Combine greater profits with the enormous savings yielded from employee retention and less absenteeism, and you start to understand why experiential companies are raking in the bucks.

Sumitani outlines two strategies for boosting engagement:

  1. Create recognition programs that honor contributions. Don’t hand out token achievement awards for simply reaching milestones like working a certain number of years. Most will move on before reaching that five-year anniversary if you don’t have an appealing workplace. Instead, acknowledge employees for substantive accomplishments, innovative ideas, and other extraordinary behavior. This recognition should be highly personalized and spontaneous rather than generic and perfunctory. Lastly, establish peer recognition programs that give employees opportunities to honor co-workers, whose accomplishments may otherwise go under the radar of high-flying managers.
  2. Survey, survey, survey. If you want to know what matters to your employees, ask them. Don’t burden them with bloated surveys every year or so. Rather, short and frequent is the way to go here. Bolster trust and open communication by transparently sharing the data. Then do something with those results. Formulate an action plan to show you are not only listening but genuinely committed to responding to concerns.

Capiche Can Help

Are you ready to propel your company to the next level of engagement, productivity, and profit? We can help you conduct the organizational analysis, collect the data and implement the strategies that can turn your organization into the next paragon of employee engagement. Email chris@capiche.us or call 541.601.0114 today.

Empathy in the Digital Era

Think the internet is deepening our perceived social isolation, increasing envy and amplifying feelings of disconnection?

Well, yeah, maybe—especially if you spend most of your time on social media—according to this 2017 study published in the American Journal of Preventive Medicine. And given the growing body of research on the higher rates of morbidity and disease associated with social isolation, we ignore these reports to our own peril.

But the internet also has the capacity to connect kindred spirits across the oceans, create community and cultivate empathy. You just need to know where to look.

What Is Empathy?

Surprisingly, many of us aren’t clear on what empathy really is. I love Brené Brown’s simple explanation:

As Brown states, “empathy fuels connection; sympathy drives disconnection.” She outlines the four qualities of empathy nursing scholar Theresa Wiseman discovered in her research:

  1. perspective-taking
  2. avoiding judgment
  3. recognizing emotion in others
  4. communicating that emotion

Teaching Digital Empathy

One textbook, Developing Digital Empathy, provides tools for teaching digital empathy, which author Yonty Friesem says involves:

  1. empathy accuracy: the ability to assess another’s internal state;
  2. self-empathy: possessing a sense of identity and agency;
  3. cognitive empathy: recognizing, understanding and predicting others’ thoughts and emotions;
  4. affective empathy: feeling what others feel;
  5. imaginative empathy: role-playing; and
  6. empathic concern: being compassionate toward others.

The article Developing Empathy in the Digital Age further explores how educators can strengthen students’ empathy. Arguing that technology cannot create the conditions (e.g., eye contact, conversation, vulnerability) required to develop such skills, Matthew S. Howell thinks reducing time spent on screens is a step toward reclaiming our humanity. With the average person staring at a screen for 10.5 hours a day—and research indicating digital stimulation can cause damage to the part of the brain (insula) related to developing empathy—instituting practices like Screen-Free Fridays at schools can help students rediscover face-to-face connections. How could you carry this over to your workplace?

Counteracting Negativity with Positivity

This GoodThink article on spreading positivity online suggests we can counteract the destructive patterns of cyberbullying and negativity through such simple acts as watching videos by and positively rating valuable content. When we reward the creators of constructive content instead of getting sucked into gossipy, cruel feedback loops, we are magnifying the impact of those positive messages and diminishing that of the negative ones.

In “Empathy and Vulnerability in the Digital Age,” Richard Raber writes eloquently about the power of the internet to simultaneously propagate voyeurism and identification, judgmentalism and understanding, pity and empathy—suggesting we can harness technology to support “meaningful action and empathic construction … if we can find ways of binding together our fractured sense of self and community instead of allowing social media and the internet to splinter us.”

Digital Tools for Strengthening Empathy

So how can we foster community, deepen our sense of connection and stimulate empathy in this digital age? By storytelling, witnessing, listening.

Here are eight tools to help with that journey:

  1. The Moth: Listen to ordinary individuals share funny, educational and poignant stories like this one that will influence the way you see others and stay with you for years.
  2. Storycorps: Watch animations of audio recordings by people sharing pivotal moments in their lives like how this man reacted to being robbed at knifepoint.
  3. School of Life: Explore fascinating topics such as philosophy, love, psychotherapy, political theory and emotional intelligence through aesthetically compelling, thoughtful videos like The Meaning of Life – in 60 Seconds.
  4. SoulPancake: This more lighthearted channel approaches topics ranging from dating to biases to forgiveness to kitten therapy with humor and compassion.
  5. Cut: Along the same lines as SoulPancake, this channel deals with the humorous to the profound, like this video of parents explaining suicide to their children.
  6. Humans of New York: View photos and learn the moving stories of individuals living on the streets of New York City.
  7. Seize Your Moments: If you’re tired of being bombarded by cynical news about the worst of humanity, take a moment to refresh with these inspirational stories from around the world.
  8. The Good Cards: Instead of going on a meaningless goose chase for Pokémon Go, try a game that encourages you to practice a good deed, one card at a time.

Other Ideas?

What are your favorite ways to cultivate empathy in the digital age? We’d love to hear your ideas.

Is Radical Candor the Key to Transforming Your Company?

You know that employee who means well but is so ill-suited to her responsibilities that her coworkers have to pick up the slack? Or the knowledgeable guy who looked great on paper before you hired him but who is now disrupting the workplace with his logorrhea?

Let’s face it—sometimes we make mistakes. We get one impression of a candidate during the hiring process and later discover he or she is a poor fit for our organization’s culture. Maybe we inherit a bad apple from a predecessor. Whatever the reason, as managers we occasionally encounter a problem employee whose behavior compromises the effectiveness of the team or even the larger organization.

But you’re a nice person—how do you tell these folks they’re not measuring up to your expectations, or even more awkward, that some personal idiosyncrasy is irritating the rest of the staff?

Perhaps the offense isn’t egregious enough to merit termination, requiring tact given that you and your team will need to continue collaborating with this individual.

So what do you do? Candor, Inc. cofounder and CEO Kim Scott has two words for you: radical candor. Forget the spoonful of sugar—pour that medicine right down their gullet. Be brave enough to give employees candid feedback about their performance.

In Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity—currently the #1 Best Seller in Workplace Culture at Amazon—Scott presents a management philosophy based on two counterbalancing approaches: you need to care personally while simultaneously challenging directly.

Scott coins the term obnoxious aggression for the brutal honesty managers exhibit when they don’t care. Those are the one-in-five-psychopath CEOs we discussed in a previous article. That’s not the kind of candor we mean.

On the flip side, compassionate managers who don’t want to hurt their employee’s feelings are practicing what Scott calls ruinous empathy. That is equally destructive, not only undermining your leadership but compromising the integrity of the workplace by allowing poor workmanship to slide.

What may surprise you—when you do muster the courage to confront an employee about problematic behavior—is that withholding honest assessment of a person’s abilities and performance actually harms the employee, too. He may find himself continually fired from job after job without ever understanding why and being given the opportunity to correct his behavior.

While Scott’s advice may be old hat to veteran leaders, less-seasoned managers can benefit from her general rules of thumb: practice humility, offer immediate feedback and deliver criticism in private.

The last thing you want to do is shame an employee. That will only serve to trigger her defense mechanisms, and she won’t be able to absorb your instruction.

Instead, take more of a mentorship approach. Maybe you’ve made similar missteps in your past—share an example of where you went awry and how you appreciated when someone took you to task for your shortcomings. Let the employee know you’re on her side and you want to come up with a solution together, whether it involves reconfiguring the job description to focus on strengths and offset weaknesses or introducing some ground rules to help curb the problematic behavior.

However you choose to approach situations like this, remember to practice emotional intelligence along with radical candor, and you’ll be ahead of most bosses when it comes to giving honest but sensitive feedback.

Meet the Plurals: What’s So Special About Generation Z?

They were born texting, their itty fingers swiping across their cell phone screen while they listened to their iPod on earbuds as Blue’s Clues played on the television, Dad watched cat videos on the laptop and Mom slew Doom demons on the desktop.

It was the mid-nineties to early 2000s, and the iGeneration was born into this quasi-anachronistic mash-up scene. Tech-savvy from toddlerhood, these youngsters grew up wending their way around the Internet, “playing” with friends over social media and communicating via emoticons.

At more than a quarter (25.9%) of the US population and growing, Generation Z has already surpassed the percentage of Millennials (24.5%), who themselves outnumbered Baby Boomers (23.6%) by a million (77 to 76 million) in 2015.

These Post-Millennials are your next wave of employees, entrepreneurs, leaders and customers, and it’s time to meet them.

This generation is known for being resourceful, self-motivated and driven. Three-quarters (76%) aspire to turn their passions into careers, whereas only half of Gen Y had such hopes. Nearly as many (72%) wish to start their own businesses one day.

Growing up in a post-9/11 world and witnessing the Global Financial Crisis, they earned yet another moniker as the Homeland Generation for preferring the safety of home and feeling less secure in the world at large.

Gen Z has been reared by protective parents who emphasized tradition, academics and social-emotional learning (SEL). Perhaps because of living in a more uncertain world fraught with the possibility of terror, these kids are turning out to be more conservative than their Millennial predecessors.

They have no illusions about achieving the American Dream, but they do want to better the world, and 76% are worried about the future of the planet. More than a quarter of 16- to 19-year-olds volunteer, and three-fifths (60%) hope to secure jobs that make a difference in the world. Like Millennials, they seek a sense of purpose in their work.

Other epithets (e.g., Gen Tech, Net Gen and Gen Wii) emphasize the group’s tech fluency. Spending a minimum of three hours a day on the computer for activities unrelated to school, the curious Digital Natives value visual and video forms of communication (Instagram and YouTube over Facebook), bite-sized content (Reddit and Twitter), choice (more options with greater levels of customization) and connection (social media, live-streaming).

According to the 2014 study Generation Z Goes to College, the teens use such terms as “loyal,” “compassionate,” “thoughtful,” “open-minded,” “responsible” and “determined” to describe themselves.

These Gen-X offspring instantly spot inauthenticity and patronizing attempts by marketers to court them. If you do win their respect, however, Gen Zers are known for being brand-loyal, and they will evangelize on your behalf if they believe in your products and services.

The most diverse generation to date, the Plurals embrace multiculturalism. While they are more pessimistic than Millennials, this bleaker attitude may propel them to seek pragmatic solutions to crises such as global warming, economic inequality and terrorism. Greater consciousness of planetary problems could well lead to direct action.

Whatever the future holds, these enterprising and creative self-starters give us cause for hope.

See below for a fun and informative infographic on Generation Z courtesy of Marketo.

Generation Z: Marketing's Next Big Audience Infographic

Being Self-Employed: What’s Not to Love? Plus, This 1 Tip Will Boost Your Productivity—and Happiness

It’s the life many of us daydream about while languishing in a stagnant job where our talents go untapped and unappreciated: starting our own business.

And many act on that dream—nearly a third (30%) of the American workforce comprises the self-employed and their employees (approximately 15 million in 2014) according to this Pew Research Center article.

Working at home, earning 50% more, doing what we love, using our gifts, finding a sense of purpose, calling our own shots—sounds sweet, doesn’t it?

The reality, however, may not be so rosy. That’s not to say striking out on your own doesn’t have its rewards—a lot of those perks we just mentioned are borne out by statistics.

Work-Life Imbalance

There’s a flip side many fail to realize until they’re ensconced in their new venture: that work-life balance Americans already have trouble achieving? For most self-employed, work trounces life beginning on Day One.

If you’re thinking about becoming your own boss, be prepared to say goodbye to evenings, weekends, eight-hour workdays, sick leave, vacation time.…

The Overwork Epidemic

This Gallup report reveals 49% of the US self-employed put in at least 44 hours a week—10% more than their employee counterparts at the time. Worse, 26% of the self-employed workers Gallup surveyed reported working more than 60 hours a week. A later Gallup article calculates the average employee work week at 47 hours, with 25% reporting working more than 60 hours—nearly catching up to the self-employed.

American freelancers aren’t the only ones suffering from overwork. This 2016 Quarterly National Household Survey reports that Irish employees averaged 34.6 hours a week during the first quarter of 2016 as compared with 44 hours for the self-employed.

And that earlier statistic about the self-employed (specifically incorporated business owners) earning up to 50% more than their employee counterparts—it turns out 29% of that increase is due to their working more hours. Entrepreneurs may earn more on average, but that comes at the cost of time.

The Secret to Productivity

It doesn’t have to be that way, though—in fact, it shouldn’t. According to this Fast Company article, the secret to accomplishing more isn’t working more hours—it’s working fewer.

Our brains need regular breaks to recharge. When we neglect this fundamental requirement, productivity dips.

A recent Draugieum Group experiment showed those workers with the greatest productivity rates took a surprising number of breaks—for every 52 minutes of work, they took about 17 minutes off.

And we’re not talking about playing computer Solitaire or checking Facebook. The kind of breaks our brains need do not involve electronic devices—instead, try taking a brisk walk, reading a chapter in your latest book or enjoying a non–work-related chat with a colleague.

To many of us, that sounds like a lot of downtime, but our brains reward us by performing more efficiently during the time actually worked.

That magic trick applies whether you’re an employee, independent contractor, business owner, freelancer or entrepreneur.

Working fewer hours and getting more accomplished—now that sounds pretty sweet.

Need Help Taking More Breaks?

Here are some additional tips from Fast Company on how and why to take more breaks as well as what you may be doing wrong.

The workaholics among you probably need more hands-on assistance with reforming your work habits, and that’s where Chris Cook comes in. As a self-employed co-active coach, Chris can help you achieve your professional goals while maintaining a healthy life balance. Call her at 541.601.0114 or email chris@capiche.us to get started today.

What Are Words For: 6 Writing Tips from the Masters

If you only remember one lesson from The Elements of Style—affectionately known as Strunk & White—it’s probably Rule 17 in the “Principles of Composition” chapter.

Editors hear William Strunk’s curmudgeonly admonition “Omit needless words” every time they strike out a“very” or superfluous “that.” Or—as I like to put it—“Omit needless words.” Once you adopt this mantra, formerly invisible words pulse red as you read. You may even be seeing red now.

While our last post explored how your diction affects others’ sense of your power when speaking, this article focuses on the written word—although the lessons apply equally to speech.

Below are six writing tips from the masters.

1) 1+1 = ½

Sol Stein spins Strunk’s famous edict another way in his formula 1+1 = ½. In Stein on Writing, the master editor reveals this secret to powerful writing: redundant language weakens.

If you’re using two words to say the same thing, you’re diluting the effect. Axe the less precise word or find a single term that captures the meaning of both, and you’ll strengthen your sentence.

2) Beware of Modifiers

Sol Stein’s Reference Book for Writers warns us adjectives and adverbs “weaken nouns and verbs, and therefore weaken your writing.” If you can swap out an adverb for a more telling verb, do so.

Trade “ran quickly” for “scampered,” and the sentence jumps from report to story. The reader visualizes the subject scampering away, learning something about the subject’s motives and character in the process.

3) Conquer Clichés

Watch any reality TV show, and you’ll realize it’s a pastiche of clichés, from “I’m not here to make friends” to “It would mean the world to me.” We breathe them in like smog, scarcely noticing how polluted our language has become.

4) Jettison Jargon

Bullshit Bingo players racking up the points during a staff meeting know the workplace is riddled with jargon.

Orwell predicted as much in “Politics and the English Language”, where his fifth rule of writing cautions, “Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent.”

5) Use Active Voice

Out of Orwell’s six writing rules, we’ve already covered four (banish clichés, embrace brevity, trim fat and ditch jargon). His number-one rule tops nearly every editor’s list, too: “Never use the passive where you can use the active.”

The classic example of cowardly passive voice (which misdirects the audience by omitting the subject responsible for the action) is, “Mistakes were made.” No, you made a mistake. Muster some moxie and admit, “I made a mistake.” That’s how passive becomes active.

6) Remain Civil

What’s Orwell’s final mandate to writers? “Break any of these rules sooner than say anything outright barbarous.” That’s right—civility outclasses dogma. Value dignity, respect for others, ethics and graciousness over nitpicky rules. In other words, don’t let your newfound linguistic powers turn you into a grammar Nazi.

Trickle-up Theory: 10 Ways Organizations Can Create Stronger Leaders

When a ship founders, blame rarely lies at the feet of the crew. True, a seaman may fail to properly secure a mooring line or spot a collision risk on the horizon, but ultimately it is the captain who is liable for keeping the vessel afloat and on course.

Just as managers are responsible for the poor performance of their team, a company is culpable for any weaknesses present in its leadership. Responsibility flows upward, and senior administrators need to employ smart strategies to keep their organizations from capsizing.

Here are 10 ways organizations can create stronger leaders:

  1. Avoid just-because promotions to management. Before transplanting employees from positions they are flourishing in, make sure they have the appropriate skills—and desire—to succeed in a leadership role. You can still reward employees for good work with a pay raise or more challenging job description—just make sure it’s well-suited to their strengths.
  2. Encourage managers to seek advice. Don’t cultivate a culture of fear, shame and ego but rather nurturing, humility and collegiality. Make sure managers feel comfortable approaching senior leaders about questions or problems.
  3. Invite a fresh perspective. Sometimes a pair of unfamiliar eyes combined with professional expertise can reshape a flabby company into a high-performance athlete. Consider bringing in an organizational consultant to gain clarity on your culture; develop your leadership; and assess and address barriers to performance. You can boost employee happiness, engagement and productivity by creating a positive organization.
  4. Provide training opportunities. Companies should offer ongoing training and professional development opportunities for leaders and staff alike. Creating an atmosphere of learning is a key way to enhance engagement while honing and deepening your team’s competencies.
  5. Strive for professional and personal growth. Senior administrators should not only be seeking to become their best selves through leadership coaching, but they should be encouraging their managers to do the same.
  6. Challenge folks. When people feel stuck in a routine, they quickly grow bored. Our brains thrive on stimulation, and that means constantly pushing at the edges of our existing skill sets and forging new neural pathways. Even those who fear change need a sense of challenge to propel them forward.
  7. Understand the difference between managing and leading. In the post Managing Stuff, Leading People, Senior Manager of Sales and Leadership Development Steve Keating articulates the difference between managing and leading: “When you’re talking to a manager you get the feeling that they are important; when you’re talking to a leader you get the feeling that you are important.” Leaders are acutely aware of their team members’ abilities, they care for them as individuals and they possess a grander vision, which they can communicate to others in ways that stir enthusiastic engagement.
  8. Mentor each other. Instead of assuming an autocratic demeanor, handing down performance targets like kingly decrees, senior leaders should take new managers under their wings, offering wisdom from the trenches as they rear up the next generation of trailblazers.
  9. Seek out strengths. Don’t focus on people’s weaknesses but rather their strengths. If some employees are faltering, figure out why and redefine their roles to capitalize on their talents. Take advantage of Strengths Finder and other resources such as an organizational development consultant to pinpoint and polish the gifts in each team member.
  10. Lead by inspiration. Great leaders model the leadership skills they would like their managers to exhibit. There is nothing less motivating than a hypocritical boss or more inspiring than a leader who authentically embodies the best that leaders can be.

Ready to Make Your Leadership Shine?

Contact Chris Cook at chris@capiche.us or 541.601.0114 to discuss how she can cultivate the gems at your company through organizational development consulting and leadership coaching.

The Dangers of Disengagement—and Its Likely Cause

Have you ever felt yourself slipping into an apathetic haze at work, too bored, uninspired or beaten down to bother?

According to Gallup, nearly a quarter of employees around the globe are actively disengaged. That translates to bottom-line losses in the trillions. Not only are companies paying for sagging productivity by disengaged employees, but they’re also missing out on the benefits of having highly engaged powerhouses on their team.

What Causes Employee Disengagement?

What is one of the top causes of employee disengagement? You can probably guess. Whether you call them incompetent, narcissistic, psychopathic or straight-up evil, bad bosses shoulder much of the blame.

A recent Gallup article titled The Damage Inflicted by Poor Managers explores the consequences of lousy leadership—a subject we have examined in past articles (see sidebar).

Coauthors Marco Nink and Jennifer Robison note that in comparison with disengaged teams, engaged teams are 17% more productive and 21% more profitable; suffer 41% less absenteeism and 70% fewer accidents; and experience up to 59% less turnover, 28% less waste and 10% higher scores from customers.

At 24%, disengaged employees practically double the number of engaged employees (13%). That’s like having a bunch of anchors attached to a handful of balloons. It’s tough for an organization to achieve performance goals with that kind of ballast weighing it down.

The answer isn’t axing the disengaged employees, though. If the cause is bad leadership, the replacement hires will simply become the next crop of disengaged employees, creating a perpetual and costly cycle of turnover.

How Do You Solve a Problem Like Bad Leaders?

When the problem starts at the top, that’s where we need to focus our attention. In another Gallup article, Nink and Robison ask, Can Bad Managers Be Saved?

Falling into a management role without proper preparation can transform decent folks into petty tyrants as they attempt to compensate for insecurity about their lack of leadership skills. Or they may be perfectly nice individuals engaging in poor management habits without realizing it. They might even have untapped leadership talents that simply haven’t been identified or developed.

As Steve Keating discusses in his piece Managing Stuff, Leading People, people often get promoted to management positions because they excelled in their previous roles—often having nothing to do with leadership. Just because a software engineer is brilliant at designing algorithms doesn’t mean she’s strong at leading a software development team—in fact, it’s frequently the opposite.

Not all bad bosses are beyond redemption. It takes astute judgment to determine which managers have the potential for growth and which ones will continue to flail. In our next article, we’ll examine some strategies companies can adopt to ensure their leaders are motivating engagement rather than provoking disengagement.

Need Some Advice?

Whether your organization is struggling with disengagement, ineffectual leadership or low performance, Chris Cook can help. Email her at chris@capiche.us or call 541.601.0114 to find out how.

From the “Worst Year Ever” to … the Best Year Ever?

Many people around the world were relieved to bid adieu to 2016, so widely detested it prompted publications ranging from The New York Times to The Telegraph, the Smithsonian to The New Yorker, Slate to BuzzFeed to question whether it was the worst year ever.

An exhausting presidential election, the controversial Brexit vote, the deadliest mass shooting in US history, numerous international terrorist attacks, earthquakes galore, the hottest year on record and a string of beloved celebrity deaths—many would say 2016 was a pretty dreadful year, indeed.

Putting all this behind me, I choose to remain hopeful that 2017 will be a better year—a great year. I will do my best—and I encourage you as well—to do everything possible to spread positivity and love.

I will do my best—and I encourage you as well—to do everything possible to spread positivity. Share on X

Many thanks to a dear friend and colleague who shared the following quote. It speaks to me. I hope it speaks to you as well. Here’s to 2017!


“Make sure, therefore, that to the extent you can, always act from the deepest, widest, highest source in you that you can find; let every word out of your mouth come from the Highest Self you can discern; let every action spring from the deepest Source you can possibly summon. You are laying down Forms that will be stored in that great storage bin in the Cosmos, whence they will one day reach down and mold the future with their own special insistence. Make sure these Forms will be something you can be deeply proud of. You do realize that you are directly co-creating the future World, don’t you? Please, never, never forget that.”
Ken WilberIntegral Meditation, 2016, p. 130

Keep Drama on the Stage—and out of the Workplace

In the requisite Stein on Writing, publisher, writer and master editor Sol Stein reveals this secret to successful plotting: create a crucible.

If you’ve ever seen Mike NicholsWho’s Afraid of Virginia Woolf?, you know how compelling a crucible can be. When you pit two forces of nature like Martha (Elizabeth Taylor) and George (Richard Burton) against one another, the results are explosive.

As Stein writes, “Characters caught in a crucible won’t declare a truce and quit.… the motivation of the characters to continue opposing each other is greater than their motivation to run away.”

While such a formula makes for gripping drama, that’s the last thing you want in the workplace.

Good leaders know how to navigate conflicts, dissipate tension and redirect negative energies into positive, productive outlets. Most importantly, they themselves are not the source of drama.

Unfortunately, those leaders are rare. A recent Australian study suggests there are more villains at the top than we realize—1 in 5 CEOs may be psychopaths (versus 1 in 100 in the general population).

“Typically psychopaths create a lot of chaos and generally tend to play people off against each other,” says Nathan Brooks, the forensic psychologist who conducted the study.

A profit-driven corporate culture often propels sociopaths—who unabashedly violate ethics in pursuit of the bottom line—to positions of power, even though such behavior collectively costs companies hundreds of billions annually due to employee turnover and disengagement.

Just as the recent Wells Fargo scandal teaches us, myopic thinking may yield short-term profits but reaps incalculable damage. Sure, there are the obvious costs like $185 million in fines, $5 million in customer refunds and the potential billions in class action lawsuits from customers and the 5,300 terminated employees.

At a deeper level, however, the damage done to the Wells Fargo brand is incalculable. A bank losing the trust of its customers is tantamount to drinking Jonestown Flavor Aid.

Let’s play a word game. What do you think of when you hear Enron, Exxon and Monsanto? It’s probably fraud, Valdez and mass farmer suicides. Even when they change their names and attempt to reinvent themselves, corporations can never escape the toxic taint of corruption.

This is why it is so crucial to carefully define, protect and live your brand. From the epic to the everyday, how companies and leaders behave has lasting ramifications.

While we may not be in a position to shape the epic dimensions of our organization, all of us play a role in the everyday, and reducing drama in the workplace has widespread benefits—including boosting happiness and health, which subsequently reduces turnover, increases engagement and heightens productivity.

In this SmartBrief article, Dr. Nate Regier offers three tips for quashing office drama:

  • Practice transparency. In times of conflict, honesty is indeed the best policy. Instead of passive-aggressively venting your frustration, explain why a certain behavior is bothering you. Sidestep blame in favor of expressing your feelings. This is a common tactic in couples counseling for a reason—it reframes the concern as an expression of feeling rather than an attack and helps each understand the other’s perspective.
  • Offer your expertise. This doesn’t mean going around handing out uninvited advice. Rather, it means genuinely assessing the problem and offering to share relevant knowledge if desired—the last part being key.
  • Set realistic limits. In a conflict, identify your non-negotiables in a non-threatening manner. Once both parties have a clear understanding of the stated goals and obstacles, it’s easier to chart a path to resolution.

This kind of “compassionate accountability is key to productive relationships and communication,” writes Regier.

What are your workplace drama stories? Do you have any tips on how to cope with psychopathic bosses and smooth out tensions in the workplace?