I’m here in Denver at the 2011 Worldwork Conference – 260 people from all over the world, learning about the planet and its vast problems, and also learning how to facilitate and resolve conflict. Today I’m part of the facilitation team. Sitting here over my coffee, getting ready for the day, I’m reminded of my post, “Leading Under Fire,”  which I originally called Game Day. I’m reposting it here, and I think I’ll also give it a re-read, reminding myself of all my good points, as I get ready for the day. Enjoy!

Read the full post here.

Last post I talked about what makes a good learner, sharing some of what I presented at my seminar in Australia, Beyond our Grasp: The Art, Science and Flow of Learning, Performance and Change. This post deals with the challenges of giving and getting feedback and coaching others’s performance.

Having to give and get feedback is a topic that generates a lot of conversation- whether we are teachers, managers, supervisors, or coaches. A lot of the literature on feedback and performance centers around the problem of information: What information is relevant? From what sources do we gather it? How do we deliver it? And for the one receiving feedback, the same: What do I think my strengths and weaknesses are? Am I open to the feedback? But often overlooked is the conversation between the giver and receiver of feedback. Feedback is a process, not a delivery. At its best, it’s a conversation and an exploration. Let’s look at the two parts of the conversation.
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I just finished teaching a seminar in Australia, Beyond our Grasp: The Art, Science and Flow of Learning, Performance and Change. I really enjoyed working with a new topic, and having the opportunity to trial new ideas and learn together with such an enthusiastic and experienced group of participants.

We looked at the challenge of learning and outcomes: when learning is tied to an outcome, a funny thing happens. The outcome is experienced as external to ourselves. Our learning is now complicated by the presence and pressure of someone or something outside ourselves –  a teacher or program requirements, the organization’s goals, a manager, coach, or teacher, a professional association, or even a result or number. Even when the goal is self-assigned, for instance, quitting smoking or losing weight, because we are changing something about ourselves, it creates an inner conflict: one part of us against or trying to change another. Even the tiniest sense of conflict or lack of consensus with our self-interest can torpedo the whole enterprise. This is why research on workplace motivation shows conclusively that intrinsic motivation trumps external motivation, including paid incentives:

people who expect to receive a reward for completing a task or for doing that task successfully simply do not perform as well as those who expect no reward at all.

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One of my favorite topics. I wrote a post a few years back, which I originally called Game Day (changed to Leading Under Fire) talking about leading under stress, and the challenges of performing under pressure. Peter Bregman’s post, The Big Test: How to Handle Performance Pressure, here captures two of the essential points I find helpful: use time pressure to your advantage, and focus in on the essential reason you’re there, a purpose that can help focus and calm you.

I just got back from the Bay Area, where I coached a team from a major outdoor apparel and equipment company. This small, dynamic team is under a lot of pressure perform: they are tasked with introducing a new line of products and enter into a new market. And they don’t just want to hit their targets but exceed them. By and large they’re doing great, but they know they’re keeping an unsustainable pace: answering emails at midnight, staying in the office past 7 pm or getting in before 7 am to have uninterrupted time, and for everyone, precious time with friends, partners, kids, working out falling by the wayside.

For many high achievers, the personal cost of such a workload is more easily tolerated than its cost to teamwork. The overwhelming amount of email, the constant interruptions, integrating new team members, the rush to deadlines, rapidly changing directives, uncertainty about roles and responsibilities, create massive amounts of rework and really affect team work.

This is the place where people start to talk about Work Life Balance. The term often launches a narrative of macro-solutions: flexible work hours, onsite daycare, more staff, time off, etc. But the pressures of the job are only partly to blame for work overload. How we do work is often a co-culprit to problem of work overload.

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Last March I posted The Reading Roundup. I got a lot of comments and suggestions from readers, and so I’d like to make this a regular feature, perhaps once a quarter, provided I’ve actually read enough.

So, here is a list of some books I’ve enjoyed since the last Roundup, though a few which I forgot to include in the last list. As I did with the first Round Up, I’m including here where and how I came across the book. And, still, all non-fiction. Not sure what that means. Except that there’s an awful lot of good non-fiction out there. (more…)

In his blog post early this week, The More Leaders Make, The Meaner They Get, Scott Berinato reports on research by Sreedhari Desai on whether sky-high pay leads to worse treatment of workers. According to Desai’s study, the answer is yes:

Increasing executive compensation results in executives behaving meanly toward those lower down the hierarchy.

Chalk one up for Lord Acton. But is it money that makes leaders meaner? Or the power connected to money? While Desai’s research shows a correlation between high pay and mean behavior, it doesn’t establish a cause between the two. Desai’s research suggests that money is an insulator. It shields leaders from the results of their actions. (more…)

In a post-game interview, L.A. Laker Ron Artest thanks his psychiatrist for helping him relax under the intense pressure of the playoffs.

First reactions to his comments were critical, yet when players thank God or Jesus for help, which they often do, I rarely hear criticism about that.

In my mind, the two are not not that different – both offer a vantage point, a detached perspective from which to handle the extreme stress and pressure of the situation. In fact, I think it would be great to hear more from athletes, politicians, leaders, and others working under fire: what do they turn to for support to help them stay awake and useful under such immense stress?

There’s been an explosion of reality TV contests –  the Next Big Whatever Star. While the chance to become a celebrity lures contestants, I think it’s the grueling rite of passage that lures viewers. Last month we had exams at the Process Work Institute, which were fairly intense 3 day affairs, with 5 different exams per student. It’s interesting that in the adult education field that I’m in, exams are controversial and their value suspect. And yet, there’s this fascination in watching these demanding and punishing contests.

Over the 20+ years we have been training people in Process-oriented psychology and group facilitation, we have gone back and forth between pass/fail exams in some form and a non-pass/fail system of using gates or benchmarks to pass through one phase to another. It seems every couple of years or so, we debate getting rid of exams. They’re an arcane gate-keeping system that does little to foster or measure real growth in knowledge, skills and ability. And yet we come back to them in some form or other. I think, beyond the test of skills and abilities, they offer an opportunity par excellence to stretch beyond oneself, and for that reason, they are hard to abolish. (more…)

A friend posted this great video clip of Viktor Frankl on Facebook. What an extraordinary man he was, and what a treat to see him in action.

Frankl’s analogy of learning to fly and how he learned to aim ‘north’ to arrive at his destination, reminded me of my high school yearbook quote. In the 70s, it was fashionable to put a quote underneath your photo. Most classmates had rock lyrics, like, “Freedom’s just another word for nothing left to lose,” but I was captivated by a line from a Robert Browning poem, “Ah, but a man’s reach must exceed his grasp, or what’s a heaven for?” (more…)