When people’s brains are in defensive mode, it becomes harder to see common sense. Small disagreements can end up holding back progress beyond reason. ~Caroline Webb

Covid fatigue may require you to manage your baggage a little more frequently. I’ve seen two extremes as we head into another round of intense covid surges. Those who are going out of their way to be helpful, kind, etc. And those who have hit their breaking point and go into fight or flight mode.

Manage Your Baggage

Manage your own baggage. That’s the header author Caroline Webb used to introduce this section of her book How to Have a Good Day, which combines the sciences of behavioral economics, psychology, and neuroscience. I believe that the most effective leaders have the emotional intelligence to “manage your baggage.”

We all have triggers. Those things that consistently set us off. We feel our blood pressure rise, our palms may sweat, our breathing changes, a sense of anger begins to form deep in our gut, etc. Our brains move into defensive mode and if we are not careful, we will likely regret what we say next.

Hit Reset

So what do you do in the heat of the moment? Hit the reset button. We can each develop our own personal reset routine. It only takes two steps and a few seconds. But they can be very critical seconds that will significantly impact how a conversation continues and the ultimate outcome of that conversation. Here are the two simple steps to deploy when you feel your temperature rising.

1. Step back. What small, personal routine or action can help you to stop and take a deep breath. It might be a specific breathing technique (breath in for a count of three and out for a count of three, etc.). Or maybe what works for you is doing something physical like taking a pen and roll it between your fingers while examining it. Another example could be a phrase you say to yourself like, “Easy does it.” Whatever you do, it will likely only take a few seconds, but it’s the action you will always take in order to force yourself to mentally take a step back.
2. Reset. Ask yourself a curious question that will be your go-to question when you begin to feel your blood boil. Examples could be: “What is my real intention for this conversation?” “When I look back on this conversation what will I feel good about having done?” “What really matters?”

Leaders Have Triggers

Leaders, just like everyone, have their baggage, the triggers that set them off. But effective leaders manage their baggage by quickly, and instinctively, hitting the reset button. They first have some way of “stepping back,” followed by the “reset” question they ask themselves.

In a new frame of mind with a calmer physical presence, these leaders shift their tone and perspective as they re-engage in the conversation.

We likely all know people who seem to be unflappable. They are calm and cool even when conversations get heated. I believe that they too have triggers, and those triggers are set off periodically. They haven’t eliminated their triggers, but they have learned how to “manage your baggage” because they have a reset routine that has become instinctive.

It takes bold grace to manage your baggage. And that may be needed, now, more than ever.

The more nimble, adaptable, and flexible we are, the more quickly we can move and change. ~John C. Maxwell

For many people stability is a virtue. It is a desirable and sought after state of being. I’m working with several organizations whose employees highly value stability. There is nothing wrong with that. However, I believe that the path to stability has significantly shifted.

Let’s pause for a moment and revisit the definition of stability. Merriam-Webster tells us that stability is the quality, state, or degree of being stable; such as (a) the strength to stand or endure, (b) the property of a body that causes it when disturbed from a condition of equilibrium or steady motion to develop forces or moments that restore the original condition, and (c) resistance to chemical change or to physical disintegration.

This tells me that for many, the idea of stability may likely conjure up images of enduring, restoring the original condition, and resisting change. However, in the 21^st Century, it actually demands the exact opposite!

Stability Requires Change

Our current environment is one of rapid change. There is nothing indicating that this pace of change is going to diminish any time soon, if ever. Going forward, the people and organizations that will “endure” or be “stable,” are actually those who are really good at changing.

John Maxwell tells us that, “The more nimble, adaptable, and flexible we are, the more quickly we can move and change. To go forward, we need to move faster. And as leaders, we need to stay ahead, we need to see more than others, and we need to see before others. Because of the pace of change, we need to be flexible.”

This puts leaders in a quandary. Their employees who believe stability is a virtue, actually need to become more flexible, adaptable, and open to change, something they likely don’t really want to do.

Leading to Stability

Maxwell also said, “Adaptability is the positive quality of being able to sense the shift in wind direction and proactively adjust one’s course to take advantage of that wind shift. Leaders, by definition, have followers. Followers need direction. Direction requires decision-making. Decision-making requires consideration of options. And consideration of options involves dealing with uncertainty.”

I don’t believe that the idea of stability should be considered any less valuable as we maneuver through a rapidly changing environment. But I do believe that the path to stability is fraught with uncertainty, adaptability, and flexibility.  

For leaders, this may mean that they need to be bold by being far more deliberate and intentional about reminding those they are leading that the end goal hasn’t changed; it is still stability. However, the path to stability has shifted. The journey is going to require grace, from both the leaders and their followers. Grace to be adaptable and flexible along the path to stability. Keep leading with bold grace.

He just went about his ordinary routine, one that happened to be expressed through uncommon kindness, grace, and generosity of spirit.  ~description of Max DePree, former CEO of Herman Miller

Every morning for me begins with a brisk walk. My walking schedule coincides with the man who delivers the newspapers to my neighborhood. It has become our custom to greet one another with an enthusiastic wave and cheerful “good morning.” It’s a small gesture. But lately, I’ve thought more about the undeniable significance of small gestures.

Exhaustion and Tension

When I join yet another Zoom call with a client, I see the exhaustion on their faces. They are tired. Not only are they sitting in front of their screen for hours, but for many the intensity of their work has actually increased. That doesn’t take into account that they may have children at home who are also faced with the arduous task of sitting in front of a screen and “engaging” in remote learning. Layer onto that the stress of simply going to buy groceries and witnessing an altercation between individuals arguing over mask wearing. Some have had a spouse or partner lose their job, or have had their pay reduced.

The holidays are approaching. What are we going to do? The traditional homes filled with friends, family, food, and frivolity may not be possible this year. The options are limited. A year when gathering together would certainly be an elixir for our souls, not to mention our mental health, may be yet another item to add to the list of what represents the “new normal.”

Of course, the list of challenges doesn’t end there. We are now one week from a presidential election like no other. Tensions run high. Doesn’t matter who you support or who you are against, it’s tense, plain and simple.

Generosity of Spirit

Max DePree (author of the classic Leadership is an Art) said, “Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately in its practice.”

Max was known for his generosity of spirit that was his practice. We live in a season when all organizations — or even just society in general — could use leaders with generosity of spirit, with uncommon kindness and grace.

It’s time for leaders to rally and practice generosity of spirit. To roll up their sleeves and grab a pen and paper. Compose handwritten notes of encouragement to staff. Schedule on their calendar time to check-in with people face-to-face. Even if that “face-to-face” check-in requires a quick Zoom call.

Getting Practical

And now I’m going to get super practical. Show generosity of spirit by making extra effort to express some humanity at the beginning of Zoom meetings. For example, start with a question that allows you to see the “person” not just the “position.” Not good at coming up with these questions? I’ve got you covered. One option is Vertellis (thoughtful conversation starters and questions). Another option is TableTopics. While it may feel like a waste of time, you’re actually going to be more productive if you first connect before you get to content. And that may take some grace and generosity of spirit.

Now more than ever, lead with bold grace by practicing generosity of spirit. We can get through this season with leaders who offer uncommon kindness and grace. Even with small gestures, like an enthusiastic wave and cheerful “good morning.”

[Intentionality.] If we don’t purposefully choose how we spend our limited time and energy, those choices will be made for us. In essence, we just let life happen, passively. ~ Jay Pathak & Dave Runyon

Intentionality. I recently delivered a report to a client with that theme. The group of individuals charged with leading that organization was essentially just letting things happen. They were not making choices or decisions using reason, rationale, or judgment. Default, not design was their mode of operation; they passively let choices be made for them.

Before you think I’m being overly critical of this group. I believe we all periodically let ourselves slip into a state of passively letting things happen. It’s easy to stumble into default mode, both personally and organizationally. Which is why I think a critical question every leader and every leadership team needs to pause and ask, frequently, is “Where have we been truly intentional in the past 30 days”?

What does intentionality look like?

Here are just a few synonyms for intentionality: deliberate, design, forethought, foresight, planning, purpose, determination, reflection, aim.

Zig Ziglar said, “If you aim at nothing, you will hit it every time.”

Another analogy I use periodically is to think about what kind of picture you have created for your organization. Is it something akin to a stick figure, very basic and simple? Most everyone can draw a stick figure. So like Zig Ziglar’s quote, it’s almost like aiming at nothing and not incredibly motivating to attempt. A stick figure doesn’t require a great deal of planning, determination, reflection, or for that matter even aim to hit the target.

Or, does your picture have color, dimension, and context? To create this picture it’s going to require far more intentionality than simply drawing a stick figure. It’s going to require both foresight and forethought, purpose, and design.

Now, I’m not suggesting that every leader should become a type-A personality with a degree of intensity that triggers people to run the other way. However, if the thing you’re aiming for is especially basic, bland, and maybe even boring, you’re more likely to just keep making decisions and choices the same way you’ve been making them for months, years, or dare I say, even decades.

Effortless Decision-Making

However, if you are being truly intentional, you will find yourself naturally thinking in more detail. You will strive to paint a picture with dimension and vibrant colors, borne out of reflection. When you become more intentional, even as an organization, decision-making moves far more closely to something that feels effortless because you have such a clear picture of what you are attempting to paint. You have a guide, a blueprint, a manual.

To be intentional is to be bold, and should not be confused with being rigid. Being intentional takes courage; it may feel risky. Without intentionality you are left with a default. Where have you been truly intentional in the past 30 days? Act with intentionality and lead with bold grace.

When the winds of change blow, some people build walls and others build windmills. ~Chinese proverb

Are you enduring change? This week as part of my work I interviewed many donors for a nonprofit’s strategic planning process. These donors are typically leaders in their field, a number of them being CEOs. I asked several questions about the impact of COVID, mostly on how it may have altered their relationship with the nonprofit.

I gleaned some additional learning along the way. There was a distinct difference between those who told me about changes as the result of COVID that excited them (adapting to change), and those who were eager to return to the “old way” (enduring change).

One global CEO from the U.S. was sitting in his office in Switzerland and talked with me via Zoom. He expressed great enthusiasm for the future. He said that he will continue to have Zoom meetings because he would be able to cut his travel in half and significantly increase his productivity. He was clearly adapting and making the best of it.

Then there were those who were longing for the days of in-person meetings and face-to-face interaction. They were clearly enduring change through need need for virtual communication and would only suffer through it as long as necessary, and not a day longer.

Interestingly, if you’re thinking there was a correlation with age around this thinking, at least in my task to speak with these key donors/leaders that was not the case. In fact, if anything, it was the “more mature” leaders who were better at adapting to their new reality.

Are you enduring change or adapting?

This caused me to think about some of my other clients over the past six months. Some were in the midst of strategic planning projects when the COVID crisis hit and they just stopped. They focused on enduring COVID and surviving. While others launched new strategic planning efforts in the midst of the COVID uncertainty. They are adapting and moving forward.

Some of those who are enduring change are trying to build walls to protect their “old way” that they hope to return to “when this is all over.” And those who are adapting are enthusiastically building windmills. They are looking for what they can learn from COVID, and are seeking out ways that COVID has helped to make them better.

Questions Leaders Could Be Asking

In the winds of change, are you building walls (i.e., fearful interference) or are you building windmills (i.e., bold grace)? Here are a few questions that leaders could be asking while the wind is still blowing.

1. What walls are we building during COVID that might be more harmful than helpful?
2. In what ways is COVID doing us a favor by blowing down some of our old ways?
3. It’s been six months, have we even built one windmill in that time?
4. The wind is still blowing, what windmills should we be building, right now?
5. Are we enduring the winds of change, or are we adapting to the winds of change?

Peter Drucker said, “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.” As the wind keeps blowing, build some windmills and lead with bold grace.