Why encourage people in the middle of the pack and those who are dead last?- from my archives

Who’s cheering for the steady Eddies? Who’s applauding the kid who comes in last? What’s wrong with our approach when we celebrate the winners and discard all the rest?

The last two weeks were the local cross-country races for my daughter. I thought I’d dust off this post as it still applies.

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Remember the Seinfeld episode where George worries about worlds colliding? Well, fair warning: here’s a post where leadership, parenting, ranting and sound advice collide.

encouragment and perseveranceLast Friday, my 8-year old son participated in a city-wide cross-country track race. I went to encourage him and to help out his teachers; but what started like a little parenting side-trip turned into a profound leadership observation with implications for businesses and communities.

I noticed that all the parents and classmates gather at the start line of the 1km race for pictures and encouragement and then they race to the finish line to applaud their child’s achievement. Of course, that’s natural and it’s great parenting.

However, after the first group of front-runners crosses the finish line, the applause and encouragement is not as loud. People drift away with their kids as the middle group and the ‘stragglers’ finish up. So, after my son’s race, I deliberately found a stretch in the middle of the course where there was no one shouting encouragement. I stayed past those nipping at the heels of the pace bunny and I waited for the group in the middle and, especially, for the kids who were at the end of their group.

I shouted really simple things like “You’re half-way there”, “You look awesome”, “Nice stride” and “You can do it.” What I saw amazed me. Just the presence of someone there made them perk up, start running again, lengthen their gait. I saw kids literally lift off the ground (once their face stopped saying “Who is this lady and why is she shouting at me?”).

I started thinking about how everyone cheers for the winners; but what about the kids who had the courage to sign up for something outside their comfort zone? Who’s cheering for them and the courage and perseverance they’ve displayed? There’s a huge crowd around the “winner”. The “winners” will be encouraged to keep going. The “winners” will be invited to special training to improve even more.

Where’s the crowd around the courageous? the brave? the tenacious? The chubby kid who’s trying? The kid with Downs Syndrome or with less visible challenges?

I just did a mini-triathlon in September and, hardly a natural athlete, I know what it’s like to be at the very back of the group. I know what it’s like to have to walk many parts of a race. I also know what it took for me to sign up, to train, to show up. Of course,  they tell the kids “run your own race” but that’s hard to do when you see a big group of kids pulling away in the distance. It’s still discouraging. I know what it’s like to pull out of a race in junior high because you’re just so far behind you don’t think you’ll finish and you’re embarrassed.

I admit, I got a little pissed off that parents were leaving as soon as their kids’ race was over. Why was I alone cheering on these kids in the lonely stretch? Yes, their teachers were at the finish line. Yes, I had the luxury of time on my side that day but aren’t they all our kids? Don’t they all deserve to have someone there to cheer them on – whether they are first or last? Especially if they are last? Otherwise, they  just won’t come next time.

In our community, where else can we encourage the kids who are struggling?

In our workplace, are we cheering on the superstars and drifting away when the “average” workers – the solid, consistent people – come through because a “win” is exciting but a finish is expected?

Are we encouraging those who are struggling, especially when there are specific challenges they are trying to overcome? An ‘average’ worker who is keeping it together despite being torn-apart because a parent is dying (I have been there too). An ‘average’ worker who is still delivering despite a marriage falling apart. Do we recognize the extraordinary efforts it sometimes takes to be “average”?

I’m just suggesting that we try to be there for everyone who’s in the race – literal or figurative – because when we encourage others – in that lonely stretch where people are struggling – people will literally rise off the ground, lengthen their gait and hear the crowd cheering for them. They will return to try again. They will start to see themselves differently. They may never be first but maybe they’ll be faster, stronger, happier and more confident.

Are you an ethical leader? Can an architect be unethical? How about a sausage maker? 8 questions to ask

It feels like social values are crumbling. South of the border, we see more division than vision. The melting pot is bubbling over and threatening to crack. Locally, hateful messages were spray-painted on the roof of a local church. There is a new meanness in the air. My stomach turns every time I watch the news and frankly, it’s difficult to write anything that does not seem grossly insufficient.

Leaders across all sectors and at all levels urgently need to denounce hatred and re-establish norms of basic civility, at the very least. Norms in any organization – from a company to a federal cabinet- are not vague “do the right thing” statements. They are not group think. They are behaviours that reflect the ethics of the organization. Acceptable behaviours are modelled and transgressions are punished.

This is not “soft stuff, ” unaddressed ethical transgressions erode trust, productivity and social cohesion. Could there be anything more important?

Ethical practice needs to be at the centre of decision-making to establish norms, to serve as a tool for value-creation and risk management, and so everyone in the organization can live with integrity.

See 10 ethical decision rules to bullet-proof business

A recent visit to The Evidence Room at the Royal Ontario Museum reminded me that

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The door to the Auschwitz gas chamber was designed to swing out because a crush of bodies would prevent it from swinging inward. There is no door handle inside the gas chamber. No one would leave alive.

no profession is exempt from an ethical duty. Featuring “reconstructions of three key components of the Auschwitz gas chambers—a gas column, gas-tight door, and gas-tight hatch—and over 60 plaster casts of architectural evidence, such as blueprints, contractors’ bills and photographs,”* the installation shows that Auschwitz was carefully planned as a Nazi death site for a million Jews.

Not intended for more innocuous purposes, as some Holocaust deniers claimed, Auschwitz was deliberate, architectural murder. The construction of Auschwitz was “the greatest crime ever committed by architects,” according to historical architect Robert Jan van Pelt who presented evidence at the Irving v Penguin books libel trial  in 2000.

The greatest crime ever committed by architects”
— Dr. Robert Jan van Pelt, exhibition principal and University Professor, University of Waterloo School of Architecture 

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Casts of architectural drawings and blueprints show the deadly purpose of Auschwitz at The Evidence Room exhibit.

While most businesses today are not planning mass genocide, all organizations can examine their leadership behaviours, their motives, their practices and question who benefits from their actions and who is hurt by them.

From “undisclosed meat ” in sausage to growing C-Suite scandals, leaders would be wise to ask themselves the following 8 questions and to act on any shortcomings.

  1. What am I really building?
  2. Is it for the greater good in the long-term?
  3. Am I modelling integrity, honesty and civility?
  4. Are my actions kind?
  5. Would I be willing to see others in a similar position take the same actions towards me?
  6. Do my actions respect the rights of others?
  7. Do I deal decisively and harshly with people who violate ethical norms to send a clear signal it won’t be tolerated?
  8. What have I done stop injustice?

As always, thank you for reading. I recognize that I am woefully short of doing justice to The Evidence Room exhibit and the trial behind it. I hope it piques your interest enough to find out more.

I welcome your comments and wish you a happy, peaceful and positive end to your summer.

 

* From the ROM website: http://www.rom.on.ca/en/evidence

 

Book Review: The Confidence Code: The science and art of self-assurance, what women should know

The Confidence CodeLast week, prodigious reader, blogger and my good friend, Susan Gibson, was very kind to invite me to submit a guest post for A Year of Books Blog. It was a nice throwback to the years we were MA students together, discussing our latest journal articles and theories of leadership.

Check out her blog and my review of The Confidence Code: The science and art of self-assurance, what women should know by American journalists Katty Kay and Claire Shipman.

If you are a woman, read it. If you are a parent, teacher or coach, read it. If you are an employer, read it. Then… share it. I can’t recommend it enough.

15 minute video: your crash course on inter-organizational trust

Worldwide, we have a macro-level problem of distrust towards our institutions. We need macro-level solutions.

Five years ago, I graduated from my MA Leadership program at the University of Guelph. Having always been fascinated with trust and trust-building, I focused on trust at the firm level – rather than interpersonal trust- and how organizations can build trust between them for greater efficiency and better results.

Here’s a video of my research presentation to my classmates. Yes, the video and audio quality is quite poor but the content is pretty good and it’s faster for you than reading  more than 100 journal articles! Enjoy.