Busy, or at least the 'perception of busy', drives everything we do. For those of you who have experienced our leadership workshops and webinars, you know that I believe that the key to high performing teams is mutual individual trust. We can't teach that; it must be earned. Busy degrades trust as seen in this clip.
The key to mutual individual trust is accountability. Just like on a sports team, a person who is not 'pulling their weight' creates a negative performance force as the other team members attempt to cover for them AND do their own work. The net effect - team performance destroyed. Busy can drive the 'delusion' of accountability, as demonstrated in this clip.
As I was picking the brain of EQ author (Put Emotional Intelligence to Work) and expert Karl Mulle, we were discussing some of the challenges we've both experienced in our workshops recently. It's not new, but the behavior is escalating. People have a hard time moving from the multitasking frenzy of their real lives to the reflective, growing environment of the classroom. In fairness, there are two camps of students:
Tired but Trying - Really frazzled but ready to consider a different way so that work is more fun and effective. Willing to try.
Going Through the Motions - Really frazzled from constantly telling people how busy they are. Really thinks they are frazzled. It's not their fault, they are a victim. Not willing to try.
Which are you? How are you approaching busy? How can you tell? Remember, the Going Through the Motions people really think they are busy. And accountable. I think accountability has three parts:
- I'm accountable to others
- I hold others accountable in a productive way
- I'm accountable to myself
Frank Partnoy, author of the book Wait -- The Art and Science of Delay shares this current day tale of Busy. In 2005, Lehman Bros. created a decision making course. They brought in famous psychologists, and even Malcolm Gladwell and custom-designed tests to look at their leadership biases for 48 top executives. Then they marched back to the office and made 'the worst snap decisions in financial market history'. Partnoy goes on to write '... we are exposed to all of these various stimuli that are speeding us up, speeding us up dramatically. And sometimes we don't even realize it.' His research supports that even in very quick decisions, waiting until the last possible moment to decide gives you a high advantage. The military calls it observe, orient, decide, act.
Need time to think? Learn something new. Consider this baby step: watch one of our webinars and DO NOT DOING ANYTHING ELSE. Just stopping and thinking. Our recordings are available at our virtual playground http://russellmartin.ning.com/page/webinars.
Spend some time every day, even if it's just minutes, in silence and thought. If you'd like to check on your stress level and emotional awareness and regulation, contact Brittney to try a complementary assessment.