October 4, 2016
Life is precious and is best lived when we pay attention to creating an emotionally sustainable lifestyle. We are passionately committed to providing our services in order to support individuals and teams in living emotionally sustainable lifestyles. This is also known as living resiliently. Marcia’s book Life’s 2% Solution provides a well tested strategy for living with Passionate Equilibrium – being thoroughly engaged and doing so with a sense of balance. Additionally the EQi and EQ 360 for individuals and the TESI® (Team Emotional and Social Intelligence Survey) are developed to promote emotional sustainability.
The Collaborative Growth team model highlights the path for developing the seven skills measured by the TESI in the outer ring. Emotional and social well-being for teams is the result of following this path to sustainability for teams.
Emotional sustainability, also referred to as well being, can be measured with assessments such as the EQi ® and the EQ 360 ®. Dr. BarOn, the original creator of the EQi has pinpointed self actualization as the apex of all the EQ skills.
So just which EQ skills should you focus on to develop this life nurturing state? BarOn names eight, which he listed in the order of their importance:
• Problem Solving
• Social Responsibility
• Emotional Self-Awareness
Bar-On, 2001, p. 92. “EI and Self-Actualization.” In Emotional Intelligence in Everyday Life, edited by J. Ciarrochi, J. Forgas, and J. Mayer. New York: Psychology Press.
Frequently revisiting these eight critical factors will help you engage your EQ in a manner designed to support an emotionally sustainable lifestyle. At the team level the critical sustainability is developed by using the seven skills in the outer ring of the Collaborative Growth Team Model. These are powerful skills that can be developed at the individual and team level. The resulting quality of life will assure you and those you influence that it is worth the effort!
August 24, 2016
©ATD2016, published May 2016
President Abraham Lincoln remains a model of transformative leadership
more than 150 years after he served as the 16th president of the United
States. Lincoln led the United States through its Civil War—a great constitutional
and political crisis. Throughout his presidency, he was focused on his
vision of maintaining the unity of the nation with unwavering passion, yet was
able to exert high flexibility and impulse control in the strategies he employed.
He took time to listen well, seek out and consider diverse feedback, and was
willing to shift his strategies. No one had time during the Civil War to talk about
change management, yet that was the order of the day. Lincoln is one of our
best resilience teachers.
READ FULL ARTICLE: Resilient-Leaders
July 28, 2016
Remember the days when you could drive your car without even thinking about talking on the cell phone or feeling like you “should” text at a stoplight even though it is illegal? Those were simpler times. In today’s world many think multitasking is an unavoidable process, but how has attempting to perform all of these tasks simultaneously affected performance? What’s the impact to our stress levels? The American Psychological Association published an article examining this very topic. They found that ultimately it takes longer and costs brain power to switch from topic to topic rather than focusing on one thing at a time. In addition to becoming less effective, multitasking greatly adds to stress – is it worth it?
If you are as busy as we are these days your to-do list can become overwhelming. To tackle the multitude of deeds that need to get done it seems reasonable to combine tasks. Why not peruse that new article while on a conference call? There also is a point of pride as we’re too likely to think “My brain can handle multiple tasks at once. I’m smart!” or “I’m efficient!” In the end we need to ask ourselves an important question: “Is it more important that I just get this done or that I get this done to the best of my ability?” Given that what we produce becomes a reflection of ourselves this question is easy to answer – or at least it should be.
A study conducted by Stanford University researchers shows that when we multitask, such as talking on the phone and sending and texting as we open up email, we’re compromising everything we do. Adam Gorlick writes that “People who are regularly bombarded with several streams of electronic information do not pay attention, control their memory or switch from one job to another as well as those who prefer to complete one task at a time.”
As Dr. Mary Case told attendees at the Emergenetics Brain Summit, “Higher switching = lower productivity!” Switching takes longer and our focus is compromised. The Stanford study found that the multitaskers couldn’t complete simple tests like remembering a sequence of alphabetical letters well. They could not keep the information sorted out because they kept seeing all the details.
The Stanford study tested two groups (heavy media multitaskers and those who don’t regularly do media multitasking) who were given three tests and the heavy multitaskers lost in every case. Heavy multitaskers have trouble filtering out irrelevant information, which can also be thought of as organizing their memories. They have trouble focusing on the project at hand as they’re thinking about what else is going on.
The conclusion we suggest you draw is slow down, enjoy the moment, and deliberately manage your stress. As you breathe take on one task, be it a call, an email or having a good thoughtful discussion with your colleague or family. You will have better relationships, stronger emotional intelligence and greater productivity overall. It’s time to start breaking the habit of trying to do too much at once and claim your life while supporting your brain and well-being.
June 20, 2016
- It feels good and makes you happy!
- Happy is good! Good for your health, for your decision-making, for your relationships….. Heck, what isn’t it good for?
- It’s good for our world economy – a stretch? Maybe, but what about the recreation dollars we spend even if we’re just driving to a great hike in the forest and taking a picnic. And happy people have more capacity to slug through the difficult conversations to get to good collaborative decisions. Tell that to the G-20 – or even the G-7 leaders!
- We build resilience, defined as the ability to recover quickly from setbacks and elasticity, as in the ability to spring back after things are bent out of shape. Resilience is enhanced through play, through relaxing and through nourishing reflecting. Play regularly to be prepared for life’s twists and turns.
- It makes other people happy.
- You can get good exercise and increase your cardio vascular functioning.
- Brain health and well-being.
- We satisfy our own developmental need to be creative and feel competent.
- We can be more creative while playing with novel possibilities in an environment where we can be flexible and relaxed.
- To interact and be reflective without it seeming so serious – “Hey, why did we miss that grounder when Holly hit it?” “What shall our team do next time?”
Play has been described as unplanned behavior, in other words activity that emerges and evolves spontaneously from within its own context. It occurs in a climate that facilitates creativity and innovation. Young children accomplish the majority of their most critical early learning through play. But guess what, adults learn best in the same sort of attitude — relaxed curiosity. We just don’t emphasize play nearly as much as can serve us. For children play is considered valuable because it develops their social relationship skills, helps build positive interactions between the child and their classmates, and provides the chance to let off a bit of steam (reduce or prevent anger). It also builds on their skills of sharing and taking turns. Isn’t this what we want for ourselves, our families and our teams? Of course it is!
At Collaborative Growth we’re declaring July as a great month for playing. We hope you take time to enjoy this beautiful month whether it’s quite sunny for you in the northern part of our globe or snow is whitening your world in the southern hemisphere.
We also want to express our gratitude for Freedom. In the United States where we live, July 4th is the day we celebrate our nation’s Independence. Let us all embrace freedom with our intentions that really includes liberty and justice for all to help build a world that works. Neurologists assure us that seeing requires believing so let’s join our combined vision in seeing a world that works for all!
Blessings and our thanks to all of you!
Marcia and James
April 25, 2016
Collaboration is a result of people working together to reach a mutual answer to a challenge or opportunity. As our world becomes more integrated and boundaries become more blurred the need and desire to collaborate is heightened. We see this on the internet, such as with Wikipedia, in organizations of all sizes and shapes, such as the better efforts at the United Nations and in performance goals for individuals and leaders, such as the Executive Core Qualifications (ECQ’s) that leaders in the federal senior executive service are to meet.
Organizations frequently list collaboration as part of their mission or vision statement or as one of their values. With all of these forms of embracing collaboration, we know it’s something good, the key question is how do we collaborate and when is it useful? We’ll answer this question for individuals by exploring 10 steps for individuals to follow in order to act collaboratively and briefly review how teams build collaboration.
Collaborative Intelligence™ is a key outcome teams can reach as they build their skills. Collaborative intelligence is a result teams profit from when using the seven skills measured by the TESI® (Team Emotional and Social Intelligence Survey. When teams build their skills in forming a strong team identity, engaging with motivation, building emotional awareness, enhancing communications, supporting one another in work life balance to manage stress, growing their conflict resolution skills so they can benefit when conflict occurs and act with positive mood they will be engaging multiple strengths and acting collaboratively. Developing these seven skills helps team members learn how to be collaborative and to use this outcome wisely.
Collaboration is a communication and problem solving process that is based on a structured engagement style and process. Those who collaborate well pay attention to personality styles, behavioral engagement strategies, and timing of the decision making as well as who is invited into the discussion, often referred to a stakeholders. Individuals and organizations can act in a collaboratively style informally and accomplish a great deal. More formal collaborative process can be deliberately engaged in more challenging situations and may benefit from engaging a facilitator. Because the process can be slow and deliberative it may be the wrong formal process to use in an emergency, when a quick decision is needed or when the stakes are low, such as choosing where to have lunch. Even in these circumstances when individuals act with a demonstration of inclusivity and intentionally listen to others and incorporate their suggestions as appropriate, they can build buy-in and loyalty that expands their base of support. The following 10 steps will help individuals and leaders be successful in their collaborations. These skills can be integrated into one’s natural behaviors so the benefits of collaboration abound with minimal effort.
10 Steps to Act with Collaborative Intelligence
- Be aware. Notice what is happening so you can choose how you are involved. Breathe deeply to benefit from adding oxygen to your brain, to your heart and to feel calm and resilient.
- Apply Intention and Attention. Form your intention so you know specifically what you want to accomplish and how. Then decide what steps in the process you will pay attention to in order to keep yourself on track. Intend to collaborate, which means intend to work together, to listen and to respond in order to accomplish your goal together. Clarify your own purpose and goals; this is not a process you can accomplish on auto-pilot.
- Commit to the process. Collaboration takes time, energy and patience. If you’re hesitant about using the process you’ll hold back, be protective of “your” information or rush through the process. One way or another without commitment you are most likely to minimize the potential for success. You may end up feeling annoyed or antagonizing others or both.
- Attend to others. Create a foundation for engagement by creating a personal connection. It’s out of little personal discussions where you find you have things in common that form the basis for trusting one another. You might find you both have daughters who sell Girl Scout cookies or you might both climb 14,000 foot mountains. Continue paying attention to other participants throughout the process. Often there is a valuable message behind the specific words someone is using; paying attention will help you discern the real message.
- Mutually establish goals and other criteria. Be sure you are headed in the same direction!
- Express your opinions and share your knowledge. If you keep what you know close to your vest you undermine the ability of everyone to make a good decision, you role model that the process isn’t fully trustworthy and neither are the people involved. Remember your actions speak louder than your words.
- List commonalities and differences. It’s amazing how often people struggle over principles they already all agree on because they didn’t take time to recognize the agreement. If you clarify where there are differences and where you agree then you can begin gathering information to move towards a mutual solution.
- Apply divergent thinking. Be willing to listen to other people’s perspectives even though they may be very different from yours. At attitude of curiosity will be helpful.
- Be appreciative. Keep noticing what works and through this positive process explore what seems to be off-center, to just not work. Explore these inconsistencies with curiosity to find points of agreement.
- Make decision(s). At this point everyone comes to a convergent answer and agrees to support the one answer. Before you sign off though, apply some hearty reality testing. Future pace by imaging it’s sometime in the future and you’re observing how well the decision works. Is anything askew? Did you take on too much at once? Does anything else need adjusting? If so make the changes now.
The result of collaborative decisions is that you have tapped into everyone’s smarts, built trust and have gained mutual commitment to success. What’s not to like about that scenario!
March 29, 2016
Isn’t it wonderful that one of our most important assets as a leader is something which we can improve? Emotional Intelligence (EI) predicts between 27% and 45% of job success, while IQ predicts only 1% to 20%, with the average being 6%. With a healthy combination of awareness and positive intention, we can improve our emotional smarts in the workplace – and in our personal lives. Research shows that one of the most valued assets sought in employees is common sense – and that’s the stuff EI provides. The five key categories of emotional intelligence are: self-perception, self-expression, interpersonal, decision-making, and stress management. Each of these five areas includes three skills for fifteen skills at the heart of the model with an additional skill of happiness is added as an overall barometric indicator of EI. Thus 16 skills are measured to find the details of one’s current emotional intelligence. An action plan can be developed once an individual has this information, supporting growth in any desired area. Performance in these skills drives effective performance and predicts job and life satisfaction.
Of the prominent EI measures available, the EQi (Emotional Quotient Inventory) has the greatest body of scientific data supporting that it is an accurate and reliable means of assessing emotional intelligence. Thus, it was the measure used by the Center for Creative Leadership in its research that documents the importance of emotional intelligence in leaders. They also found the reverse – that low EI is related to career derailment and difficulty in making changes. EI predicts 40% of the variance in effectiveness in teams. Clearly, this is an asset worth growing! Application of the EQi by the U.S. Air Force demonstrates the financial power of this information. The exceptionally high turnover rate of recruits was changed by finding that recruits who scored well in 5 skills on the EQi – assertiveness, empathy, happiness, self-awareness and problem solving, were 2.7 times more likely to succeed. By using this instrument to find those who are right for this position, the Air Force retention rate has been increased by 92%, saving an estimated $2.7 million in 1998 dollars. Needless to say, when Congress got wind of this success they said “Do more!”