Since going through my mediation training in 2018, I've spent a lot of time thinking about the hidden benefits of curiosity. When we are genuinely curious about other people, we can communicate more gently through any brewing conflicts or disagreements.
Work cultures where curiosity reigns tend to be places where conflict rarely feels like conflict. Disagreements happen, and they are seen as steps in a process - just a part of working together to create or improve upon a product, process, or service.
From my perspective, it’s easiest to be curious about others when we have some empathy for them, or a desire to understand them. Empathy is the social glue that holds any group of people together - we care about each other and share a desire to learn about each other.
When disagreements do happen, they may or may not become full-blown conflicts (even in the happiest of workplaces). One key to keeping disagreements from becoming conflicts is to listen with curiosity - to...
This morning I spoke with a client about dealing with anxiety and setting boundaries while managing her team, which had just grown in size and was working longer hours.
Yes, business growth IS still happening in the midst of COVID-19! Yet, we’re also all dealing with more stress than ever, partly because of fears due to the virus and partly because - though we are very social animals - we have to be physically distant from anyone we don’t live with. That definitely creates its own stress.
The key to dealing with the stress and anxiety is:
Science tells us suppressing emotions doesn't work. Ignoring them and behaving as though you are not feeling anything will backfire - either by becoming actually cut off from your emotions, or by having those emotions explode out of you at inappropriate times.
Yet giving emotions full control over our thinking and conversations can also be...
In January 2020, we’d heard of coronavirus.
In February, we’d heard it was spreading - still, it seemed, on the other side of the world.
In March, everything started to shut down. On March 30, the governor of my state (Virginia) announced a shelter-in-place order - no one should be leaving their house except for essentials.
In January, I wrote a series about how to run great meetings. We covered purpose, timing, acting like a good host, and conflict.
Now it’s time to revisit that with best practices for virtual meetings.
Online Meeting, Same Priorities
Most of what I’ve previously written about still applies:
When you first decide to hold a meeting, get crystal clear on the point of the meeting - what is the purpose? The goal? Are they the same or different? Tell people! Do not keep this to yourself.
Does this really have to be a meeting, or should it be an email? Internet memes aside, most of us would prefer to avoid a videoconference for work...
I created this business in June 2018, after being trained as a mediator here in Virginia. I knew a few things about myself:
Helping and serving people who are struggling is important to me.
I felt passionately enough about bringing mediation services to workplaces that I wanted to, metaphorically, hang out my shingle (start a real business, not just freelance).
I seemed to have a higher level of empathy and listening skills than the average person.
Today, less than two years into running this business, I have learned so much - still have so much to do to get to the thriving business in my vision.
And I am at home with two kids, my husband, and our dog, indefinitely, because of the first global pandemic in my lifetime.
Here’s what I know:
Emotions are running high for all of us right now, and they’re the emotions that are more difficult to deal with - fear, worry, anxiety, sadness, confusion, disappointment, boredom, anger… the list goes on....
Where the needs of the world and your talents cross, there lies your vocation.
~ Aristotle, about 2,500 years ago.
But let’s be honest here: a lot of work does not feel like a vocation.
Is there a way to find more meaning in your work?
To feel that you use your talents every day and that doing so makes a difference in the world?
Yes! It’s called job-crafting. This comprehensive article from the Harvard Business Review archive goes over what it is, and two examples of how it has worked in two different industries; plus it was written by the researchers who pioneered the concept.
The concept of job-crafting is so simple, it’s brilliant. Job-crafting was created by researchers Jane Dutton, Amy Wrzesniewski, and Justin Berg. In this video you can hear Dr. Wrzesniewski describe a janitor in a hospital who had “crafted her job,” in terms of how she thought of her work, into something much more important, ambitious, and kind-hearted than what we typically...
Purpose is one of my favorite topics in the field of positive psychology as it applies to working and the workplace. I’ve always felt that whatever my occupation is, it should put some good into the world in addition to pay in my pocket. So it made intuitive sense when I learned that purpose is a key ingredient in happiness, generally, and specifically workplace happiness.
Psychologists generally define happiness as the mix of positive feelings with a sense of purpose or meaning. Happiness at work, therefore, is not simply that someone tends to feel more positive than negative* emotions at work. Happiness at work is the mix of feeling positively at work while also finding a meaning in your work that has nothing to do with a paycheck or profits.
What that meaning is can vary widely. Nonprofit or government jobs are often considered meaningful: profit is taken out of the equation (usually - revenue is actually really important for most), so we assume that these jobs...
I’m super excited to partner with PATHZ and Arkin Youngentob, a division of Risk Strategies, to bring you two opportunities to learn to be a better communicator in February.
What you can learn:
What active listening means
How to listen to understand
What curiosity has to do with conflict & communication
Go-to questions to ask when conflict is brewing
Too often, we listen to others while doing something else: composing our response, judging their behavior, thinking about what to eat for dinner, etc. In this live, interactive webinar we’ll talk about what it means to actively listen. That means listening fully, focused on understanding the other person’s perspective, without judgment. This live, highly interactive webinar will include an opportunity to practice active listening with a partner - from the comfort of your own home! We ask that participants use video if...
As a mediator, and a former community/political organizer, I’ve learned a lot about conflict. I founded Chantilly Mediation and Facilitation because Americans spend more time working than doing anything else - and we deserve to be happy at work. Conflict, while inevitable among humans, can be handled in ways that actually increase happiness.
There are four keys to building a happier workplace, and every one of them will help your employees deal with conflict more productively.
Your mindset is always a choice: When you can, choose curiosity. Someone at work is in your face, or didn’t do something they’re supposed to, or did do something they are not supposed to do. Instead of focusing on blame or disappointment or the person, start asking questions: Why did they behave that way? What might make them do that? What might they be thinking or feeling that would lead them to do or say...
We all feel like we spend too much of our precious time in meetings. Too often, the weekly and daily meetings expected of us at work drain us of energy, after interrupting us from never-ending task lists.
What would it mean to you if the meetings you participated in provided energy and purpose and direction, rather than just being a big energy suck?
The next time you get to plan a work meeting, avoid adding to employee dis- or un- engagement. Put some effort into make your meeting productive. This is the third post in a series of four about how to run better meetings at work. The topics we’re covering are:
Considering timing (this post!); and,
Today we’ll focus on the idea of timing. There are two, complementary ways to think about the timing of meetings: there’s getting the meeting scheduled, and then there’s amount of time needed for the meeting.
Getting the meeting scheduled