leadership development

Self Improvement: What, Why and How

November 15, 2019 by Dr. John Townsend Leave a Comment

All of us would like a good life, a better life, even a great life in different arenas: relationships, marriage, parenting, passions or purpose, for example. The best avenue to a better life is by engaging in self-improvement in what matters to you. Here are some tips about the What, Why and How of improving your life.

The What: Self-improvement is a well-known term that refers to a structured plan to be better in a significant area of life. That could mean in one’s self care, career, personal character growth, spirituality or relationships. It has a structure to it, as opposed to a more informal and organic desire to grow and change. The informal approach which can involve reading, conversations with interesting people and travel, for example. This approach can be helpful, but more often than not, it does not effectively move a person’s focus toward getting where they want to go. It’s a little like working out at the gym. The benefits from some sort of structure and plan will outweigh the path of going when we feel like it, or have the extra time.

The Why: Since self-improvement requires engagement, energy, time and other resources, you need to be clear on why it’s worth it. There are two fundamental reasons, being better and also not being worse. They encompass the motivators we sometimes call the carrot and the stick. In being better, self-improvement is worth the cost because we are on the way to having a higher quality of life. For example, taking a class in astronomy, hiring a coach, finding a therapist, or having a plan to read books and watch videos on starting a business, are all paths to doing something in the future that you currently are not able to. On the other hand, not being worse has to do with avoiding pain in our lives that is unnecessary. For example, health problems due to inactivity and poor diet, career disappointments, relational failures, depression, and substance use problems are outcomes you want to avoid. Both the desire to be better, and to avoid being worse, are legitimate motivators, though the first one should be a higher value.

The How: You will generally find the following necessary ingredients in beginning the practicalities of self improvement:

Information: Data, facts, research and skills are critical to success here. Be a lifelong learner in several areas of life. This can also include a coach, or guide or expert, who has their 10,000 hours of competence in the area you’re interested in.
Support: Research proves that the lone ranger approach is not as effective as having a few people who either are engaged with you in the process for their own benefit, or who are just friends who you ask to help keep tabs on you and encourage you. We are truly better together.
Structure and path: What we calendar and plan on, is much more likely to actually happen, than what we think we will do when we have time. We are so busy these days that most of the time, “when we have time” just doesn’t happen. Putting practice, lessons, workouts or whatever into the calendar increases your odds dramatically.
Monitoring: No self-improvement plan is as good as possible from the get-go. Every month or so, review the plan to see what’s working and what you can do better. You will be surprised at how some tweaks here and there will bring you to a higher level.

We are all “selves” and we are designed to “improve.” Make this part of your life.

Best,

John

Transparency: John Townsend, Ph.D.

September 30, 2019 by Dr. John Townsend Leave a Comment

Transparency, whether it’s personal or in an organization, is a key part of how relationships, groups and organizations thrive and succeed. A relationship that is transparent inspires trust, care, motivation and the ability to succeed and solve challenges together. A relationship that is limited in transparency tends to discourage, isolate and de-motivate people.

Transparency is a combination of three aspects: openness, messaging and ownership. When these are in place, health enters the system and good things happen. Here is how it works:

Openness. Openness means keeping needed information in the light, as opposed to hiding it in darkness. The Enron scandal is an example of a lack of openness, with devastating results. On a personal level, openness may mean bringing a mistake you made, to people who are important to you. When you are open, you think about who deserves to have information at some appropriate level. It could be information about finances, performance problems or some personal situation, depending on what is warranted. Openness is also usually about negative realities. It’s easy to be open about the touchdowns, but it takes character and courage to be open about the failures. But think more about the well-being of those who need the info, than you do about your own comfort and convenience. That mentality will be a game-changer for you.

Messaging. This means taking initiative and intentionality to get the information to the right people. It is not their job to search out the facts, that is not transparency. You don’t cache it in a hard drive, or on the last tab on your website. You deliver what is needed to those who matter. Meet with them. Call them up. Email them. Text them. But take the initiative to message. This builds trust, and repairs distrust.

Ownership. Transparency does not end with bringing the appropriate reality to the appropriate people. It also requires a commitment, a commitment to act on the facts and do the right thing. If the situation involves something that requires you to improve matters, take a healthy step. If you need to authentically apologize, do it. Ownership is the opposite of blame-shifting. It is blame-taking. Whatever the realities are, take ownership of your part, and execute your best next behavior. In a world of disconnects between saying and doing, be willing to do something to make things better. You may not be responsible for the entire problem, but you can help in improving matters in your own space.

Transparency is rarely enjoyable. But in the long run, it always pays off exponentially. Be that person, for those who matter to you, for your organization, and for yourself.

Best,

John

The Keys to Any Great Team

August 19, 2019 by Dr. John Townsend Leave a Comment

Life, job and just about anything work better when we’re on teams. There is an enormous amount of research on the power of great teamwork. Whether it be an executive group, a sales and marketing team, or a team of parents coordinating for a kids’ soccer league, teams make matters better. I never thought I would write a blog with the cliché, “Team Work makes the Dream Work”, but it’s actually true! We accomplish more together than by ourselves, and with the right teammates, we are also happier and more engaged.

I’ll be writing a book on the power of teams, and here is my model of the 4 aspects of any great one. Check them out, and see which of the 4 is one you can implement within your own team to make things run lots better:

Conviction: When we have conviction, we are guided by our mission and core values, as opposed to our feelings for the moment, or the stresses and glitches of the day. Teams that have conviction are clear in their mission, for example, “We are here to make Acme Tech more productive.” And they are clear on the “compass” of their values, such as excellence, quality and taking care of people. Great teams keep mission and values front and center. They talk about them. They make decisions based on them. They keep them relevant.

Cohesiveness: A great team connects, which is what the word means, connection. They bond to each other and care about each other. There is a big difference between a team that is functionally cohesive, and one that is relationally cohesive. Functional cohesion is basically about reliability and dependability in task. It’s important and necessary. But functional cohesion alone will never create a great team, only a good one. A great team is not only functionally cohesive, but relationally cohesive, meaning personally and emotionally connected. The members are vulnerable with each other, with no fear of judgment or “scorekeeping.” They give and receive energy and positivity with each other.

Clarity: Teams need role clarity. Each person needs to know what their tasks and job description are, and how to stay in their lane. Then they are more effective and efficient. And you avoid the problem of someone neglecting what is unique to their responsibilities, and going to a lane where the other person is already working. Which sort of annoys the other person as well. Clarity is king.

Candor. When a team has conviction, cohesiveness and clarity, these make it safe enough to have the honest and frank conversations. A great team gives and receives feedback that is both positive and negative, though respectful as well. We benefit when someone says, “Hey, we have a problem here.” You don’t want the mission to be sidelined because no one spoke up, for fear of disrupting things. Candor helps a team disrupt in a positive direction.

Teams are a great way to not only get things done, but to also feel like you’re part of something larger than you, and that has purpose. Here’s to your great team.

John