Tales From the Volcano

Posted on by Scott
U.S. Geological Survey/photo by R.D. Miller

Rising above the flat grassland plains of Northeastern New Mexico, stands Capulin Volcano. This formation is relatively young at somewhere between 58,000 and 62,000 years old. It sports a well-defined crater about 400 feet deep and an irregular rim. It’s a rare example of a nearly perfectly shaped cinder cone, rising 1,000 feet above the surrounding flatlands.

When you think about volcanos, you likely picture one in the midst of eruption. Video of lava flows and molten magma are indeed fascinating to watch. However, extinct volcanos still have a lot to teach us. Scientists continue to expand their knowledge of our planet and its ecosystems by studying these long dormant structures. I believe volcanos, especially ones like Capulin, can teach us a lot about success.

 

You can stand out without being the biggest. At 8,182 feet, Capulin is by no means the largest volcano. Rising over 1,200 feet above the surrounding plains, it’s not even the tallest mountain in New Mexico. Yet, Capulin stands alone. It rises proudly from the flatlands rather than blending in with the peaks of the distant Sangre de Cristo Mountains. Because of its nearly perfectly shaped cone, and the lack of competing formations nearby, Capulin is a striking site to behold.

 

You can inspire without making a scene. You wouldn’t think a dormant volcano would have much to offer, yet standing at the top of Capulin Volcano, it’s easy to see why this is a popular tourist stop. Hiking trails along the rim, and even into the crater itself, include stops with information about the formation of volcanos and the history of the area. From the rim, the view stretches for miles in all directions, providing glimpses of wildlife and five states. The experience leaves you wanting to learn more and visit other natural wonders.

 

You can have an impact long after your work is done. Capulin last erupted 56,000 years ago, but it still has lessons to share. The lava flows are still evident, providing volcanologists with valuable data about how volcanos form. The distinct geology made Capulin a base for the training of Apollo 16‘s astronauts. Over 30 species of mammals have been recorded in the region, using the lava fields as a primary habit or foraging ground. And comments from visitors routinely make note of the unexpected thrill of visiting the location, designated a National Monument in 1916.

So much of life, including work, is a matter of perspective. Though I may feel small at times, in many ways I am unique. My work, though it might seem dull and routine to me, may create fascinating opportunities for others. The actions I take today, will ripple through time; impacting people I’ll never know.

Tinted Windows

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car-2797169_640Tuesday morning I found myself at a red light, positioned behind an ambulance. The window of the rear door was tinted; but sunlight streaming through a side window lit up the interior, rendering the tint ineffective. For the duration of the traffic signal’s cycle, I had a front-row seat to the drama unfolding inside.

A lady sat in the back of the ambulance, facing me. She was dressed in civilian clothes and talking to someone else (a first responder I presume) positioned with his back to me. She was sobbing, dabbing her eyes with a tissue.

Obviously, I couldn’t hear the conversation. But the setting and visual clues made it clear that she was in distress and the EMT was consoling her. Lights and siren hadn’t been turned on, so it would seem this wasn’t a life or death situation. I don’t even know that she was a patient – she was sitting upright, after all, and didn’t seem to be receiving direct medical care. Nevertheless, something significant had taken place and she was struggling with the result.

Every day, people move into our lives – sometimes for just a few moments. Every single one of them carries the weight of unseen burdens. It’s as if we see them through tinted windows. We might get a peek, but rarely do we grasp the totality of what they are wrestling with. We can’t possibly understand the circumstances that cause people to be where they are at any given moment. We can’t grasp the reasons for the decisions they make. It’s hard to actually see them at all really.

But occasionally, if we stand still, and the light is just right, we catch a glimpse. It’s in these moments when we see people for what they are – not account numbers or transactions to be completed, but as fellow human beings. It’s in these moments that we can truly be of service to them. It’s in these moments that we can make a real difference.

A welcoming smile. A kind word. An offer of assistance that reaches beyond the scope of our job description. These are the actions that transcend the job and add meaning to the moment.

We live in a world of connected loneliness. Never have we enjoyed the ability to share experiences and information with so many people so easily. Yet, never have we been so isolated. Hidden behind screens and avatars and user names are people – people yearning for connection.

The real business challenge we face is connecting. The easier we make it to get things done, through automation and self-help, the harder it becomes to bridge the gaps between us. And the more important it becomes to build those bridges.

Granted, it is safer to remain distant. My own life is messy enough; why should I take on someone else’s baggage? Why should I risk getting involved when I don’t have to? What’s to be gained?

Let’s be the kind of organization that builds bridges. Let’s be the kind of people that value relationships over transactions. Let’s be the ones who really connect. Let’s take the risk.

My light eventually turned green. Traffic starting flowing again. Before the ambulance pulled away, I saw the faceless passenger reach out and squeeze the crying lady’s hand. Then, just as the shifting light once again hid her tear-stained face, I believe I saw her smile.

Huh?

Posted on by Scott

cotton-swabs-495745_640On a busy street corner in Mumbai, India, Sayed Mehboob sits on a small wooden stool. He leans in close to his first customer of the day and inserts a metal pick into the man’s aural canal. Sayed is a professional kaan saaf wallah. He’s an ear-cleaner.

A little over 2,000 miles away in Chengdu, China, Peng Dajun arranges his ear-cleaning tools on a small table in the park where he plies his trade. Mr. Peng learned the practice from his father and is sharing what he knows to his nephew. He feels it’s important to pass along the tradition as part of his country’s cultural heritage.

Meanwhile, Mii-Chan arrives for her shift at one of Japan’s ear-cleaning parlors. For about $30, her clients enjoy tea and conversation as part of their private session. Hers is only one of over 1000 businesses offering the service.

While you may cringe at the idea of having someone else poking around inside your ears, you’ve likely found yourself wondering if a colleague could use a good swab. Adequate listening skills often seem to be in short supply. At one time or another, our coworkers, employees, and managers all seem to suffer from some kind of blockage – something that prevents them from hearing what it is you have to say.

It’s important to note that hearing and listening and very different activities. Hearing is a passive activity. It takes place when sound waves enter the ear and are converted into electrical impulses by the brain. It happens without thinking. You can’t help it. At any given moment, hundreds of different sounds assault your ears. Without even trying, you hear them.

Listening though, is not passive. In fact, it’s the opposite of hearing. You have to put in some effort in order to listen. If you’re not careful, any number of things can block your ability to listen effectively.

Your predispositions.
Your preferences.
Your prejudices.
Your priorities.
Your pride.

Yes, for listening to take place you must work at it. And you don’t need the help of a professional ear-cleaner, either. There are some very simple steps you can take.

  1. Prepare to listen. Put yourself in the right state of mind. Remove distractions and avoid multitasking. Adopt open body language and direct your full attention to the other person and what they are saying.
  2. Work at listening. Watch the other person to see how their body language enhances, or contradicts, their message. Keep yourself from interrupting. When it is your turn to talk, ask questions to clarify your own understanding.
  3. Listen with empathy. Try to put yourself in the other person’s shoes. Ask open questions that encourage them to fully express themselves. Be comfortable with silence as they search for the right words.

When you practice effective listening skills, you get more information, and you are better prepared to contribute to the conversation. That’s because really listening involves hearing the whole message. And remember that no matter how intently you try to listen, sometimes the message just doesn’t get through. That’s why effective listening requires constant practice.

Or you could always pay a visit to Mr. Peng.

The Secrets to Success

Posted on by Scott

tent-384108_640Back in October, Nickolas Green began uploading videos to YouTube. The 15-year-old outdoor enthusiast filmed himself hunting, trapping, and practicing all manner of outdoor skills. By January 1st, his channel had reached a grand total of 70 subscribers.

To celebrate, and as a show of gratitude, Nickolas made a new video. He spent the night camping in his backyard. With temperatures hovering around -20 Fahrenheit, he narrated his experience for the camera. He reviewed his gear, described the environment, and shared his thoughts on the physical discomfort and the slow passage of time. He did all of this with the wide-eyed enthusiasm of youth. In other words, he was real.

And then last week, Nickolas suddenly gained traction. His video was shared on Reddit and went viral. It was viewed 95,000 times overnight. Viewers were drawn not to his fancy camera work or polished acting skills, but to his honesty. Today, his subscriber count has shot from 70 to almost over 70,000. Nickolas Green is a YouTube sensation.

They say that nice guys finish last; that to get ahead, you must be ruthless, political, and often even deceitful. The more you see others rewarded for this kind of behavior, the harder it is to justify remaining true to yourself. But people like Nickolas Green remind us that there’s another route to success; one that I find much more refreshing.

Be honest.

Be genuine.

Be engaged.

Be humble.

Be grateful.

Admit it; these are the qualities we appreciate in others, especially those we do business with. Lose my trust and you’re likely to lose your share of my wallet. Businesses who operate in the open and display admirable qualities may not skyrocket to the top overnight, but they also don’t have to worry about the public discovering any skeletons in the closet down the road.

The same goes for the individuals who occupy every level of the company. Real leaders, regardless of the actual title they wear, aren’t interested in playing political games. They don’t have to worry about who they’ve told which lies to or which version of the story is the “official” one. When you approach work from the right heart-set, you’ll have the right mind-set.

Perhaps it’s just my age showing, but I’d much rather watch Nickolas Green than most of his professionally accomplished contemporaries. And perhaps in time he will become jaded as well. I hope not. I hope he remembers how simply being himself led to his success.

Driving to Mars

Posted on by Scott

rocket-630461_640Last week the Space X rocket Falcon Heavy lifted off from Kennedy Space Center. The launch was the latest in a series of experiments designed to usher in a new era of space flight. The ultimate goal is to privatize space travel, for both commercial and personal use.

News reports of the launch focused on the Falcon Heavy’s payload, an empty space suit posed behind the wheel of a Tesla convertible. The vehicle was placed into an orbit mimicking that of Mars and is expected to circle the sun forever; unless outside forces nudge it into deep space. I find the idea of a convertible flying through space blasting David Bowie absolutely incredible.

Many don;t agree with this assessment. There are those who feel like it mocks the significance of space flight. Some say we’re just launching junk into space instead of focusing on important issues here on Earth. Others feel it’s just a waste of money.

But despite the comical notion of driving in space, I feel this accomplishment has a lot to tell us about the concept of goal achievement. If we look behind the headlines, there are some important lessons to be learned from what Space X has done.

  • Their mission is to push the envelope. The goal of this launch wasn’t really to put a car into space. It was to advance the capabilities of space flight. The Falcon Heavy was designed with reusable rockets. In fact, both of the boosters used were from past launches of smaller Falcon 9 craft. Designing something reusable, as opposed to NASA’s single-use boosters, cuts down tremendously on the cost of putting something into space. Having already proven that a rocket booster could be retrieved, this mission served to prove that they could be used on even larger, payload capable rockets and recovered yet again.
  • Their focus is on steadily moving forward. The Falcon Heavy was originally supposed to launch in 2013, but getting to this point turned out to be much harder than anticipated. But the engineers didn’t give up. They focused on solving one problem after the next until enough issues had been resolved for them to hit the ignition button. Designing a new type of rocket meant looking at things from different angles and breaking new ground in a series of related areas. The retractable landing legs of the boosters, for instance, required the largest casting of titanium in history. An accomplishment in and of itself, this was but one of the obstacles that had to be overcome in pursuit of the ultimate goal.
  • Their approach is lighthearted. Obviously, launching a multi-million dollar spacecraft is no laughing matter. However, serious work doesn’t have to preclude having a little fun. Take that Tesla put into orbit. In order to test the capability of past rockets to deliver a payload, a block of concrete was typically used. Pretty boring, huh? Space X decided to approach the same necessary test with a bit of style. Of course, a natural side effect of this approach is a positive boost to employee morale and their brand perception.

The best work always involves achieving goals, exploring new ideas, and doing so in a fun way. It’s my hope that we all look at our own jobs not as a mindless, empty experience; but as a journey full of promise and adventure. With the right attitude, any profession can be a trip worth taking.

Worth the Effort

Posted on by Scott

snail-1447233_640Thanksgiving weekend at the Voland house is typically full of activity – and I’m not talking about the kind that results from Black Friday shopping. We stay far away from that madness. No, the activity I’m talking about involves a lot of yard work and home updates. Naturally, the kids don’t like it.

First, the leaves have to be taken care of. Our handful of trees seem to produce a forest full of leaves. Our pecan tree also adds an extra element to deal with as the nuts fall like missiles during the cleanup. There’s nothing like finishing a long day’s work in the yard only to see it covered once again by another layer of leaves (they just keep falling).

Then we put up the Christmas lights. There are strings on the house and others lining the front sidewalk. No matter how carefully they were put away the year before, everything manages to get tangled up coming out of the box. We have to deal with replacing bulbs and finding extension cords. Of course, my meticulously drawn map, meant to make laying things out effortless, looks like Egyptian hieroglyphics when viewed from the top of a ladder.

Finally, we turn our attention to the inside. The tree goes up and the decorations are set out. Furniture has to be moved so that everything can find its perfect holiday location. Often, this also results in some kind of major remodeling project. Through it all, the dogs watch us fight and argue with bewildered looks on their faces.

Despite the bickering and complaining, we managed to survive the decorating ordeal. You’d think that we’d give up and just stop engaging in the behavior that causes so much stress and tension. It’s surely not worth it, right?

Ah, but it is. Once the sun goes down and the Christmas lights come on, the smiles appear. We marvel at the sight. The arguments are forgotten and everyone enjoys the warm glow. Even the boys eventually agree that the struggle was worth it.

Sometimes, in the midst of the struggle, it’s easy to lose sight of the end goal. Whether it’s completing a big work project, pushing to make your sales targets, or simply decorating the house for Christmas, our tendency is to develop a short-term focus toward a long-term goal. It can be hard to see past the immediate hardship.

But we have to remember that just on the other side of difficulty lies the reward. You have to endure the struggle to reach the payoff. The things worth fighting for do indeed require a fight.

At one point during the weekend, one of the kids noted that some of our best memories are from family trips and projects that went horribly wrong. At the time, all we wanted was for the hardship to end. Looking back though, we wouldn’t trade those times for anything. I guess that means we’ll be putting up the Christmas lights again next year.

What’s Your Reputation Worth?

Posted on by Scott

apple-661726_640Wednesday morning my daughter Abby had an appointment with the dentist. It was a quick visit, just a cleaning, and everything checked out fine. Since we finished earlier than anticipated, I thought I’d see if the orthodontist in the same building had time to check on Abby’s retainer. She’d had her wisdom teeth removed in June and Abby felt like an adjustment might be in order.

They worked us in and, after a quick look, suggested we come back in a week or so for some additional tweaking. Then the orthodontist looked at me and said something that’s stuck in my head ever since. “You know, Dr. Roger and I were just talking about Abby the other day. She is such a great patient and we just love seeing her!”

I was floored; not by my daughter’s behavior, but by the fact that she was the subject of conversation by these two professionals. There wasn’t any specific dental issue on the table at the time of their discussion. In fact, neither of them were scheduled to see her any time soon. The dentist wasn’t involved in her care that day aside from a quick check-in after her cleaning. The orthodontist hadn’t seen her in almost a year and no follow-up was planned. We were a last-minute walk-in.

But for some reason, Abby’s name had popped up during a random conversation. She had made an impression on these people. And that impression was significant enough for them to have a pointed discussion about her. In other words, she had a reputation.

Merriam-Webster defines the word reputation as “overall quality or character as seen or judged by people in general.”

Few things are as important as your reputation. Just look at how many public figures have had their careers ruined by allegations of bad behavior. Once your reputation takes a hit, it can be extremely difficult to recover. Entire organizations have folded as a result of one individual’s tarnished reputation.

Of course, a favorable reputation can be an incredible asset. Back in the first century B.C., Publilius Syrus wrote that “a good reputation is more valuable than money.” He would know. Publilius was a Syrian slave who so impressed his master that he was not only freed, but provided a level of education typically reserved for nobility. His good fortune came as a direct result of the reputation he had built.

As I thought about my daughter, and the discussions people were having about her, I was reminded of an email I received from her school just a few weeks ago. The subject line read “Abigail Voland – Incident Report.” As you can imagine, my spirit dropped when I saw that message pop up. It took me back to the years we struggled with Abby’s behavior at school. Her autism had led to all manner of problems during grade school. Over time, she had learned to control her emotions and impulses. She became a model student and now, as a Junior in high school, she seemed to be doing really well. I thought we’d left the behavior issues behind.

I opened the email and read the description of this new “incident.” One of the teachers described her joy at having Abby in class. She shared the pleasure she took in watching my daughter eagerly participate; even to the point of assisting other students who were struggling. My embarrassment turned to pride.

We all have a reputation. People are talking about us, whether we know it or not. It’s up to us to decide what they are saying. It is our behavior, compounded over time, which determine the course of our future. Publilius Syrus understood that. I think my daughter does too.

Work, Interrupted

Posted on by Scott

dominoes-1902622_640I was having one of those days.

My to-do list was maxed out, and I had just closed the office door to start working my way through it. That’s when the phone rang. Forty-five minutes later, I hung up and turned my attention back to the first item on my list. I didn’t get very far, however, before there was a knock on the door. This time, two hours passed before I could once again try to focus on my work.

But the pattern had been established. My day unfolded into a steady game of Wack-a-Mole. Texts, phone calls, walk-ins, and emergency emails – all conspired to keep me from my to-do list. Each time I thought I was free to finally tackle my agenda, a competing priority would appear. I would get interrupted.

Don’t you just hate interruptions? Doesn’t it drive you nuts when other people decide they need your assistance to move their agenda forward? In fact, wouldn’t work be a whole lot easier if we could just get rid of the people?

I read once that the company of the future will only have two employees; a man and a dog. The man’s job is to feed the dog. The dog’s job is to keep the man from touching the equipment. It seems like any time work (or life for that matter) gets messy, there are people involved. We’re just so needy. So, we keep interrupting other people. And we keep getting interrupted.

But what if we’re looking at this the wrong way? What if we shifted our perspective just a little bit? What if we viewed people as the priority instead of the problem? What kind of impact would that have on them, on our business, and on us?

What if we welcomed the interruption?

We work so hard to automate and digitize. We focus on the numbers and the checklists. We manage by policy and procedure. I’m afraid that, if we’re not careful, we’re going to wind up working for that company of the future. If we keep treating customers and coworkers as problems to be fixed or nuisances to be removed from the equation, we might just succeed.

Here’s the thing – people are the point.

It’s in the middle of the interruptions that real work gets done. That’s where the meaningful discussions take place. That’s where ideas are born, decisions are made, and problems are solved. It’s in those fleeting moments of actual human interaction that connections are made and lives are improved.

Isn’t that why we work in the first place?

Now that I think about it, the days I feel like nothing gets done are some of my best days. When I leave the office, my to-do list might be full, but so is my soul. I’m exhausted because my energy has been expended in the best possible way. Yet somehow, I’m energized. I’m excited about the possibilities that have emerged because of my interactions with other people.

Work isn’t about spreadsheets and call reports and items on a project plan. Those things are the real interruptions.

I’m not suggesting that you ignore your to-do list. I still have mine, and I plan on completing it. But should you feel the need to interrupt me, that’s OK. I won’t complain.

The Thing About Walls

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stone-wallFor thirty years, a twelve foot high wall of concrete divided the cities of East and West Berlin. Its official name was the “Anti-Fascist Protective Wall,” but to the world it was simply the “Berlin Wall.” It served as both a physical barrier and a visual reminder of the differences in ideology held by the governing powers of post-World War II Germany. Families were split apart, their houses torn down, and 300 watch towers were erected to guard against unauthorized border crossings.

For those of us who remember, the dismantling of the wall in the early 1990’s represented a new era. It allowed for the free exchange of both goods and ideas. It ignited a cultural shift in Germany that resonated around the world. Today, what remains of the wall provides a sobering reminder of just how much damage walls can create.

Of course, we don’t need steel or concrete to build walls do we? It seems we’ll use just about any excuse to separate ourselves from others – politics, economics, religion, race, gender – pick a reason, and we’ll build a wall to keep the sides apart. Our side is the best, and anyone who doesn’t agree must be the enemy, right?

Sadly, our businesses aren’t immune from this tendency to wall ourselves off. A difference of opinion is all it takes to create a difference of identity. Departments square off against each other. The frontline opposes management. This group knows better than the others. No one wants to budge, and while we continue our détente, the business suffers. The employees suffer. The customers suffer.

I see it, and I know you do too. I talk to too many of you every week who bemoan the state of the organization. “If only we could all get on the same page, we could do so much more…” The problem is real, and it’s ours to solve.

We have to stop viewing unity in terms of what we have to lose. We have a selfishness problem in corporate America. We seem to think that compromising equates to losing. We have an all-or-nothing perspective. “If I can’t have it 100% my way then I won’t play at all.” We hold on to what used to be or what ought to be. But by holding on tight to the past, or ignoring anything but the perfect solution, we miss out on what could be. While we sit and stew about our differences, opportunity for a better future passes us by.

A couple of years ago, I took a trip to Tennessee and got to spend a couple of days hanging out with family. One afternoon, I was playing with my nephews and one of them asked me for a candy bar. He’s pretty young, so I declined to give it to him, feeling my brother and sister-in-law wouldn’t want him to have so much sugar. Without missing a beat, my nephew looked at me and suggested “we could share.” I asked him what that word ‘sharing’ meant. He replied “sharing means everybody gets some.”

We’ve simply got to learn how to get along. We’ve got to stop looking for the differences, and start looking for the similarities. You find what you go looking for – what are you looking for?

We have to stop choosing to do things differently. I wish I had a dollar for every time someone’s told me “We do things differently out here.” This makes no sense. Unless there’s a very real reason – like differences in technology or significant variances in market conditions – there’s no excuse for similar functions within the same company to operate differently. Heck, I can go to any fast food restaurant and order a meal that tastes just like it would in a location across the country. If they can get their act together, why can’t we?

You know what the issue is? Pride. We get our feelings hurt when something we like isn’t viewed as important by the rest of the organization. We get defensive when a practice we’ve come to value is in danger of being changed. So we make up excuses to be different. We convince ourselves that, for the good of the customer, or the employee, or the business, we just have to operate differently. While we espouse diversity, our actions create division.

We’ve simply got to start moving together. We’ve got to stop doing things our own way when there’s no good reason to. I’m reminded of an old proverb, “If you want to go fast, go alone. If you want to go far, go together.” I want to go far! Don’t you?

We have to stop withholding information from others. I have a relatively small work group, but recently we’ve really struggled with communicating effectively. We have weekly meetings and email back and forth constantly; yet not a month goes by that I don’t hear about some new initiative that someone’s been working on for weeks without sharing. By the time the rest of us are brought into the loop, large amounts of time and effort have been expended. Input that could have led to a better result goes unspoken and others miss out on benefiting from a great idea. The most frustrating part is – we’re on the same team!

I get it. Some people like to hold on to things out of ownership. There’s a sense of pride in crafting an idea, or document, or process. Sometimes, too, we forget that there might be others who have a stake in what we’re creating. But unless we’re dealing with a contract negotiation or nuclear codes, we should seek out ways to bring more people into the fold. Working on a strategic growth plan? Involve the team. Got a slick new resource in mind? Seek out an extra brain or two. Working to solve a problem? Ask those impacted to lend a hand. Great ideas are like dollar bills – they’re useless until you start spreading them around. While we hold on to information, we lose hold of potential.

We’ve simply got to start communicating better. We’ve got to stop leaving key players out of the conversation or waiting until the last “I” is dotted before sharing. Two heads are better than one, right? Isn’t work more fun and effective when you bring others in?

It’s so easy to build walls; and so very difficult to tear them down. If we’re to ever see real, sustainable improvement in the work culture, we have to stop erecting the very barriers that get in our way. Instead of building something that keeps us in place, let’s put our energy toward creating something that moves us forward. What do you say we build a bridge?

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When Good Leaders Do Bad Things

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egg-583163_640Addressing conflict is one of the key responsibilities of a leader. It’s not a fun job; in fact it’s often quite messy. Nevertheless, it has to be done in order for a team or organization to operate effectively. Conflict rarely resolves itself. While things may eventually seem to smooth out on the surface, there are always scars. Poorly handled conflict results in missed growth opportunities, the loss of top performers, and an unstable environment for those left behind.

It’s worth noting that, even as they should be working to resolve conflict, many managers act in ways that cause or escalate it. Certain actions, or inactions, by those in charge actually create tension and uneasiness that leads to conflict. Adept leaders regularly assess their own performance to ensure they aren’t adding to the very issues they try to prevent.

In a 2003 study of group dynamics and conflict, researchers identified five core beliefs that seem to move individuals toward conflict with each other. As leaders, we need to be on the lookout for these and do our best to address them before things get out of hand.

The first of these beliefs is Superiority. This is the feeling that I or my group is in some way superior to another individual or group. This belief can foster a sense of entitlement or protected status that puts people at odds. Managers who treat certain groups or individuals differently than others – giving them special privileges or ignoring sub-standard performance – cultivate this belief.

The second conflict-promoting belief is Injustice. This s the feeling that I have mistreated or slighted in some way. The pursuit of justice or even revenge can lead to escalating levels of conflict. Managers create a sense of injustice by adopting policies or practices that seem unfair, self-serving, or unequally applied.

A third belief to be aware of is Vulnerability. Here, an individual or group feels they have little control over important aspects of their work. A feeling of vulnerability can cause someone to act defensively or even aggressively if they feel a core part of their identity is being threatened. Managers make people feel vulnerable when they withhold resources and information necessary to do their best work and when they turn a deaf ear to reasonable requests.

Distrust is another belief that leads to conflict. Often due to being let down in some fashion, individuals who develop a feeling of distrust for others are less likely to collaborate. Teams who distrust others, or the organization, often isolate themselves and develop subcultures that eventually come into conflict with others. Managers sow distrust by failing to follow through on commitments, communicating dishonestly, and generally acting in ways contrary to their stated values.

Finally, Helplessness can lead to conflict. Helplessness is the belief that nothing you do matters in the big scheme of things. No matter how carefully you plan and act, the odds are stacked so heavily against you that success is impossible. Managers create a feeling of helplessness by setting unrealistic goals and regularly focusing on the negative without recognition of positive performance.

Keep in mind that these are core beliefs held by an individual or team. It doesn’t matter whether or not an actual injustice has occurred. All that matters is the perception that it has taken place exists. It’s become part of the affected person’s worldview. It is this belief that lays the foundation for conflict to occur. Perception is reality and, without something to counteract them, these beliefs can fester and grow until conflict erupts.

Anyone who thinks being in charge is easy doesn’t know what they’re talking about. Being a leader – a true leader – requires a great deal of focus, energy, and sacrifice. It starts by examining your own actions and taking the steps necessary to create an environment where people feel valued and engaged. Conflict is inevitable, but our participation in it is not.

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