I'm not a robot; how am I supposed to do that?

A new concept was introduced into the American workforce some decades ago.  That is:  Leave your emotions at the door.  Better yet, leave them home.  I question this concept: If a worker is concerned about an ailing spouse he should never be distracted?  If a colleague is going through bankruptcy, that won't ever reflect in her attentiveness?  When someone is struggling with a nasty divorce, his morale should never be affected?  Many organizations are finding that this isn't a realistic expectation. 

Many employers, bosses or supervisors don't want feelings in the workplace and certainly don't want the negative impacts they could have on the workplace.  But, the truth is, organizations benefit from certain emotions. Passion helps the organization succeed. Excitement is encouraged because it boosts morale.  Energy and happiness are good because they increase productivity.  But when an employee exhibits fear, frustration, or disappointment they might be told to "leave it at the door".   

As leaders, we often don't realize that a person's fears can lead them to make careful decision-making.  We overlook the possibility that a person's frustration could stem from valuable past experience.   And, do leaders stop to consider that when someone seems disappointed it could be because they care deeply about an issue? 

The workforce is made up of people and people have feelings.  Instead of discouraging them, acknowledge and nurture them.  Find out what's causing those emotions. Make it a part of the
conversation.   This could lead to powerful sharing of ideas, rationale, and possibilities.  

Help Wanted: Only Imperfect Leaders Need Apply

Many words are commonly used to describe a leader: 

• good communicator, 
• passionate, 
• decisive, 
• knowledgeable, and 
• competent 

We seldom use words like flawed or imperfect.  But all leaders are flawed and imperfect.  And that's okay.  They don't have to know everything or be skilled at everything.   Many times I've heard people say,  "the person I report to has never done my job.  He doesn't even know what I do."  

I say, 'he doesn't have to be an expert at your job to provide you with leadership.  You need to be an expert at your job NOT your boss.  If he's giving you the support, direction, feedback, and resources you need, he IS doing his job'.  

Leaders get to make mistakes too.  In fact, no one has to be error-free in order to advance to a leadership role.  If that were the requirement, none of us would ever get promoted.  It's because of those mistakes that leaders are able to learn lasting lessons, improve, and share their experiences.  I've said it before, I'll say it again..

We learn more from wins than from losses.  We develop more from mistakes than from successes.  Failure is not final.

If you feel like you're not getting what you need from your leader, it might be time for a courageous conversation.   Explain to your leader what you need from him/her.   Ask what he/she expectations of you.  Discuss work and leadership styles and share which ones will allow you to be most productive (i.e. autonomy versus continual supervision;  solo assignments versus team projects). 

Throughout the conversation, make it clear that there is something in it for your leaders, too.  For example, let them know you are most productive when you have independence.  Or, share that you can save them time and money if you have clear directions upfront. 

In essence, it's your leaders job to lead, not to be perfect.  And, it's your job to do your job AND make sure you ask for the leadership you need.

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In The Words of Elsa, from Disney's Frozen...

A colleague of mine recently told me that she is concerned about how potential employers view her when she applies for jobs. She seems to view herself as unemployable because of some physical limitations from which she's still recovering.  The notion that employers couldn't value her seems to come from one central place; she had stopped valuing herself (at least professionally).

I shared my story with her in return.  I have vertigo, which affects my equilibrium.  Balancing while standing still is tough for me because I feel like I'm moving even when I'm not.  I have a few coping mechanisms.  I rock back and forth, or shift my weight from side to side.  I also tend to lean against things (like a wall or podium) to keep me steady.  My colleague was shocked to hear this because I'm a professional speaker and need to stand in front of large groups all the time.  I told her that when I first started noticing signs of vertigo I was concerned that I wouldn't be able to do my work as effectively anymore.    I was worried that occasionally loosing my balance and stumbling, would make me appear... well... drunk.  She chuckled.  I'm sure it seems absurd that something so minimal could be perceived as a threat to my career.  

I explained that I view her situation the same way.  Just because she might have to make some minor adjustments to the way she works or to her work environment, doesn't stop her from offering a great deal to an employer.  In fact, most people probably won't notice her limitations; just like they don't notice my vertigo. 

She discovered that the only thing crippling her was her mind. I told her...
Let It Go!

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