“Leaders are born, not made.”

If you’re reading this, you’re either a leader or a prospective leader. But do you believe you were born with the knowledge to succeed? In other words, can you learn from mistakes you haven’t made or have heard of others making? Like cross-stitching, organic chemistry, and riding a bicycle, leadership is at once a skill, a field of study, and a practiced instinct that requires training to learn and master. Taking an online leadership course puts you ahead of the learning curve. Those who take online courses in leadership, apply themselves, and learn the right lessons are in a sense reborn as leaders — and even the elusive “born leader” knows that a good leader is always learning.

With the commitment to learn comes the next issue: not all leadership situations are the same, and leadership training is not one-size-fits-all. Whether you’re leading a group of young artists or a grizzled aircraft maintenance team, you should take an online leadership course that matches your situation. But which one? Accounting for variety, here are the top seven online courses in leadership.

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Harvard University

Exercising Leadership: Foundational Principles

Harvard’s online leadership course stands on the cutting edge of the latest academic and management theories. If you’re a leader who will need to speak to other leaders in the most up-to-date terminology and with learned authority, there is no more comprehensive source than Harvard’s “Foundational Principles”.

Pros: From DEI to conflict management, you’ll be familiar with every term and practice of leadership in large corporate environments.

Cons: An academic focus may not serve the needs of mission-oriented leaders.

The Eighth Mile Consulting

Personal Development and Leadership Course

The Eighth Mile stresses candor and “lessons learned” as vital tools for continuous improvement. As leaders themselves under the rigors of active-duty military service, they have learned both to handle high-pressure environments and develop teams who can succeed under pressure.

Military leadership particularly stresses experience as a continuous improvement practice of finding mistakes, even in success, and learning from them. The Eighth Mile carries this leadership training philosophy forward, allowing you to learn from others’ mistakes and putting you ahead of the learning curve — without the oftentimes high cost.

Pros: Learn practical leadership skills from military professionals who have translated this real-life experience into useful lessons for team leaders, owners, and CEOs.

Cons: May not be appropriate for all personality types. The Eighth Mile’s online leadership courses work best for those who are not afraid of performing honest and sometimes challenging self-evaluations.

cta_style_4

Oxford University

Home Study Center Leadership Training Series

For the brand new leader who has no idea where to start, Oxford’s online courses in leadership help you take your first baby steps toward becoming a leader. From learning about interpersonal skills and the difference between a manager and a leader Oxford’s online leadership courses will answer the question, “What is leadership?”

Pros: For the complete beginner the Oxford Home Study online leadership courses make no assumptions. It will guide you from square zero.

Cons: Those with at least some experience will want more hands-on courses in online leadership that challenge them to improve, not a review of introductory theory.

Harvard University

Design Thinking And Innovation

Harvard makes the list twice with its best-in-class offering on “Design Thinking”. For the mission-oriented problem-solver facing “people problems”, “Design Thinking” is a problem-solving paradigm that proceduralizes empathy with customers and stakeholders to make human relations more accessible to leaders in STEM where people skills are often undeveloped. This online leadership course leverages the engineering mindset to bootstrap those vital people skills and unlock the student’s leadership potential.

Pros: Engineers and scientists can readily adopt people skills when leadership training models those skills as a problem-solving paradigm. If this is the way you think, this is the fastest way to learn.

Cons: Most leaders won’t need a formal engineering paradigm to develop their people skills.

Bocconi University

International Leadership and Organizational Behavior

The leadership of an international team requires international expertise. This online course in leadership is specialized for teams from different countries, especially those with different customs. International teams, particularly those with diverse cultural backgrounds, have a long list of unique requirements and restrictions.

Pros: If you’re navigating international cross-cultural challenges, you absolutely need this specialized online leadership course.

Cons: If you don’t employ a cross-cultural team, this course will not serve you as well as the others. Furthermore, if you do need this course, its narrow focus may be limiting. You might consider supplementing it with a more straightforward online course in leadership in addition.

Yale University

Managing Emotions in Times of Uncertainty and Stress

An online leadership training course focused directly on dealing with the emotional needs of team members is a great choice for leaders working with teenagers and young adults. Creative people with highly developed minds but still learning emotional self-control need special understanding, and this requires a leader who has learned the patience and wisdom to manage emotions.

Pros: Every summer camp counselor has dealt with groups that are highly motivated but with delicate emotional sensibilities. When success or failure hangs on this razor’s edge, a wise leader can turn a looming disaster into a spectacular success. An online leadership training course in emotional intelligence could tip the balance.

Cons: For more emotionally mature teams, a more mission-oriented course may be a better fit.

Scrum.org

Professional Agile Leadership Essential Training

Leading an agile project management team requires a delicate balance of taking charge to get things on track versus stepping back and letting your highly skilled and creative teams go about their work, mediated by your own technical understanding of the project. Needless to say, this specialized level of leadership requires specialized online leadership courses. If you need to know the difference between scrum and kanban in order to credibly lead your teams, then you need Agile training, and there’s no better teacher than the inventors of Scrum.

Pros: This course will make sure you can handle the unique challenges of software project management. Your teams will likely find you more credible if you’re up to date on the latest design methodologies.

Cons: Leaders of teams not mostly composed of STEM specialists will find Agile Design Methodology alienating without careful rewording and simplification of developer jargon. Investing time in teaching engineering costs time away from actually leading the team.

Choose The Right Online Course in Leadership

With so many online leadership courses out there, one thing is clear: there are very few “born leaders,” if any at all. There is always a learning curve, even when you learn by doing. By seeking out the right online leadership course for your situation, you’re taking the first step toward understanding your style and cultivating your abilities.
If you are the type of leader who doesn’t mind unfiltered honesty and is looking to improve yourself through the guidance of experienced professionals with firsthand knowledge of what it takes to be a leader, The Eighth Mile Consulting might be the road for you. Take a look at our online courses in leadership.

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Our experiences over the last decade, specifically transitioning from the military into the corporate world, have given me and David Neal a unique perspective on characterizing leadership. One of the questions we hear the most is, “Am I ready for leadership?”

Well, you’re the only one who can answer this. Are you ready for leadership? How do you know?

One of the signs you are ready for a leadership role is understanding and preparing for the challenges ahead. It isn’t just a matter of stepping up to the plate. You have to be ready to swing.

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Am I Ready for Leadership?

Asking the question is the first step, but not the last. In a nutshell, you’ll know you are ready for leadership when:

  • You can give great feedback. Anyone can tell someone about their horrible performance. It takes a leader to look at that performance from an objective standpoint. Offering serious, analytical feedback that’s also positive is an art. You must be constructive, while still providing accurate assessment and direction to help them along their career journey. If you often offer fellow teammates advice or constructive direction, and those teammates not only find it helpful but grab that productivity baton as if the starting pistol was just fired — congratulations. That’s a sign you are ready for leadership.
  • You’re calm, decisive, and can say no when the situation calls for it. Do your superiors and teammates often tell you how well you perform under pressure? Or maybe they give you compliments on how your decision-making skills seem to sharpen the crazier things get? These abilities are definitely prerequisites and good signs you are ready for leadership. Knowing when to say no to favors and additional projects when you honestly don’t have the time is an art.
  • Your team likes you. If you’re well-liked, you are ready for leadership. The idea that leaders have to be rough, crass, and overly demanding to maintain control is simply not true. And how many movies have proven this? Miranda Priestly (Meryl Streep) in The Devil Wears Prada or John Milton (Al Pacino) in The Devil’s Advocate — sensing a trend here? If you’re not well-liked, you don’t stand much chance of leading the team.
  • You hold your team in high esteem but you also hold them accountable. From the moment you assume a leadership role, you also assume responsibility for every teammate who reports to you. You are ready for leadership if you share in their mistakes as much as their successes. Working and growing together is now on your shoulders, and that is probably the most important aspect of what it means to be a leader.

If this sounds doable to you, you might be ready to take that step into a leadership position. If you’re still not sure, here are some more questions to help you assess your leadership readiness.

Are You Ready for Constant Growing Pains?

Leadership isn’t a “nine-to-five” job. It requires constant evolution to remain relevant. The leader you were when you began the journey isn’t the leader you should be today. The lessons from failure and success shape your leadership style and effectiveness. When you shift roles, projects, and teams, the dynamic and the personalities change. Therefore, your approach must change. Can you adapt? You need to be able to constantly evolve.

Are You Ready to Take the Hits?

Poor leadership blames others for mediocre performance or unmotivated teams. Subject matter experts may be involved in planning and preparation, and tech experts may execute the practical and technical delivery, but the leader owns the outcome. As a leader, you need to accept responsibility for the performance of your team and provide a means to isolate them from unnecessary business friction and white noise so they can do their best work.

Are You Ready to Abandon Self-Interest?

Your co-workers are more important than you. If you genuinely care about your people, open yourself up to professional feedback on your performance from them. After all, they will influence your projects when you’re not present. By building rapport and loyalty, your team will protect your interests (aka, the team’s interests).  For example, strong leaders fight for raises for their staff, not themselves.

The team’s outputs will determine whether a leader is deserving of progression. Never take for granted those who surged, stayed late, and put their own needs aside to deliver on a goal that ultimately reflects favorably on you.

Are You Ready To Be 100% Accountable?

Team decisions are your decisions. Own them and deliver the outcomes. If something fails, it is your failure. Learn from it, and evolve. You may benefit from the team’s success in the long term, but your personal recognition cannot be your primary focus.

So…Are You Ready for Leadership?

These are our observations, and in no way are they a sequenced road map to succeeding. That is your responsibility as a leader to find and shape. David and I are passionate about leadership and investing in teams. We believe that people make a team, and teams make an organization.

If you have answered “no” to many of the above questions, then leadership may not be a good fit for you. In that case, you have three options:

  1. Make way for management to find a better leader.
  2. Become a better leader.
  3. Choose and mentor a better leader.

A useful explanation can be found in this article on change management.

On the other hand, if you have evaluated yourself honestly, believe you have what it takes to be an accountable and respectful leader for your team, and you are ready for leadership, then we want to help. We believe that a good leader can lead anyone, and knows how to be led. The Eighth Mile offers leadership courses and an 8-week personal development leadership program. To learn more, contact us today.

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Some time ago, I posted this on LinkedIn, on the topic of leadership.

Word on black background: Your reputation is your real business card

In response, I got many references to a popular John Wooden quote challenging that claim:

“Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.”

I admit fully that John Wooden is a smarter guy than me, and this quote does raise an important distinction and connection. In essence, Wooden is saying that by consistently adhering to strong personal values (in other words, having a good character), a good professional reputation will follow. I don’t disagree with this equation. But when it comes to being a leader, which one is really more important?

What Does It Mean to Be a Leader?

Before we can start to answer that question, we need to understand what a leader really is.

Forbes defines leadership in the following way:

“Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.”

In other words, leadership stems not from authority or power, but from having the ability to guide and rally others. A leader leads people, regardless of whether they are “direct reports.” True leadership, it seems, speaks more to the service of others instead of a reliance on formal structures and authorities.

If we agree that a leader influences others, regardless of their formal role, then surely a leader’s professional reputation is an incredibly important indicator of how they are doing. You might even say that one’s reputation is a social litmus test. 

  • Does this leader communicate effectively? 
  • Are they able to align people around a shared intent? 
  • Are they clear on their expectations and reasoning? 
  • Are they ready to face adversity or problems?

What Influences Influence the Most?

I am fortunate to have worked alongside some of the most amazing and influential leaders in the world, all of whom have had excellent professional reputations. Even when they had to make unpopular decisions, the respect people had for them never wavered. Because they were consistent and authentic, their followers trusted them no matter what. Leaders like that are an incredibly valuable resource, particularly in complex environments characterized by uncertainty and confusion. Even if all they do is make tough calls, they still manage to leave nothing but positivity in their wake.

It is important to know that it was other people who took the leader’s message to different forums. These people are known as “evangelists.” They go out of their way to tout the leader’s message and character, simply because they believe in it that much. The power of good character and social influence can spawn these ultra-loyal followers whose support can bolster the leader’s professional reputation. 

A Good Leader, Objectively Speaking

On the flip side, we have those who develop professional reputations that are not aligned with their intent or values.

Say an individual joined an organization with one approach in mind, only to find that the organization’s culture or goals are completely at odds with that mindset. Because of this disconnect, the individual may develop a poor reputation that is not a true depiction of their character. Viewing the situation subjectively, without fully understanding the context, they may very well look like a “bad” leader.

If we look at the situation objectively, we see that both sides–the leader and the organization–played a part in lowering this person’s social influence and professional reputation. However, the leader must be the one to decide where to go from here. If they are truly of good character, they should be able to apply what they learned from this misstep and identify a better position for themselves in the future. If they do that successfully, they will repair their professional reputation in no time.

The Matter of Legacy

Like many of us, one of my personal life goals is to leave a positive legacy as a “good person.” That legacy will be measured not in dollars and cents, but in the number of people that surround my deathbed, watching over me with love and support. It is in the positive message I hope to leave behind.

A person’s legacy is a form of reputation. It is what remains alive when we have left. So, while a good character may be the font from which a good reputation springs, reputation is what lingers long after we are gone.

In Conclusion

It is my firm belief that the best leaders commit themselves to the pursuit of truth in every respect. That includes the truth about themselves, their performance, their teams, and their impacts.

As leaders, we cannot be so quick to discount the importance of one’s professional reputation. It tells you how your message impacts others and where you need to improve as a leader.

At Eighth Mile Consulting, we aim to help those interested in genuine self-improvement grow into better leaders. We offer individualized coaching as well as an online leadership course that informs on everything from motivating team members to improving your decision-making.

A company today must think fast, pivot, and always be on its proverbial toes. With so much change happening all around the world, talent retention and leadership cultivation are ongoing challenges. Without continued dedication to leadership training, a business’s short- and long-term success could hang in the balance. That’s not to say a company’s success is more important than the personal successes of its leaders. In fact, it’s only with great leaders that a business sees success, leaving many organizations wondering about online leadership training benefits.

A leader must be resilient, as well as:

  • Capable of empathy
  • Familiar with accountability
  • Tenacious
  • Self-aware

At The Eighth Mile, we enjoy partnering with businesses to cultivate positive outcomes and successful leaders. Organizations reach out to us to ask about the differences between traditional classrooms and online leadership training and what makes us different. We’ve found, even prior to the events of the past few years, that online leadership training benefits are virtually equal to those of traditional classroom learning —and then some.

Why Should You Choose Online Leadership Training?

If you’ve ever sat through a business meeting in person versus over Zoom or another platform, you can understand a few of the differences between classroom-based leadership courses and online leadership training benefits. There’s a definite difference between uninspired, text-based PowerPoints disguised as a “class” — whether traditional or online — and a specialized course developed according to real-world lessons learned over the course of a lifetime in the military and business. The latter training allows for hyper-personalization, attendance on your own time, and exciting coaching sessions, both individual and group.

We developed our coaching sessions and coursework through years of hands-on experience in the military and through years of lessons learned in and outside of boardrooms and businesses. As such, we know that it’s all about engagement. Without it, and without the online leadership training benefits we’re about to discuss, developing strong, empathic, accountable, and self-aware leaders would be impossible.

9 of the Most Important Online Leadership Training Benefits

Aside from some of the more obvious online leadership training benefits, such as saving on fuel, arranging your schedule as you need to, and not missing workdays, an online leadership training course also provides these lesser-known but ultimately more important benefits for employees, administrators, HR staff, and the company as a whole.

1. Support to Find Success

With a busy lifestyle, you may neglect the things you want for yourself in favor of others, even if one of your goals is professional success. Online leadership training imparts the motivation and confidence you need to overcome obstacles and distractions to achieve those goals.

2. Time to Listen to Yourself

Introspection is a gift, and it is the online leadership training benefit that reveals your weaknesses and strengths in a familiar environment so you can learn to trust yourself and your gut feelings.

3. Learn to Influence Others

Leaders must exude a careful mix of confidence, conviction, and humbleness. In doing so, you can influence and motivate the rest of your team to follow your lead. Really, a great leader helps the whole team become leaders by listening and trusting, which helps build everyone’s confidence.

4. Connect With Other Leadership Professionals

In an online leadership training course, you’ll learn the history of leadership, how ideas and methods evolve, and how those ideas and methods create successful leaders. Leadership is a bit like medicine in that respect — it’s an ongoing practice and it is fluid. You become part of a leadership network that stands together, grows together, and continues learning together from your combined experiences.

5. Gain a Better Understanding Of Your Business

HR professionals can especially benefit from online leadership training. When you’re the one responsible for hiring the right people, it’s important to understand the business and how it works. It isn’t enough to know Human Resources’ language — the HR team should be contributing members to the company’s mission and overall vision. If not, it’s unlikely that upper management will take you seriously because these are necessary aspects of fulfilling your duties, such as workforce planning.

6. Promote and Nurture Teamwork

The best leaders know how to build teams of individuals happy to collaborate. While you are engaged in your training to better yourself as a leader, you also have the opportunity to step away from the team and delegate. As stated previously, good leaders create other good leaders. Now’s your chance to see how you’ve done up to this point.

7. Clear Your Vision

Leaders who have no problem looking at a project and seeing exactly how it works out have clear sight — they’re considered visionaries, especially when presented with a rudimentary idea. Leadership training cultivates your vision. When you can “see” how to make something happen, you can also help others see it too, and motivate them to follow you.

8. Be Kind to Your Budget

Learning & Development is a department most of today’s companies couldn’t live without. As technology and business approaches shift, upper management has to stay on top of these changes by continuing to upskill. As such, one of the greatest online leadership training benefits for your company is the cost — it’s thousands less than a traditional college or university course. You can upskill an entire department in an online course for what it would cost to send just one student to a university.

9. Learn to Fail Better

One of your lessons in a leadership course is how to avoid making mistakes. Now, this doesn’t mean that at course completion you’ll never make a mistake again. What it does mean is you’ll know what to watch out for, how to spot a potentially damaging error before it happens and prevent the worst of the mistakes. As you learn how to do this for yourself, you’ll also learn how to help your team apply the same rationale.

Mistakes are human nature and bound to occur from time to time — the greatest leader won’t seek blame but rather a resolution. And after you fail (because again, you likely will), you’ll now have the tools to get back up, which may be the biggest benefit of online leadership training there is.

How The Eighth Mile Consulting Can Help

If you want to know more about online leadership training benefits, and the leadership style, level of accountability, and overall resiliency we strive to cultivate in businesses of all sizes, let us know. Our 8-week online leadership training course can help you develop strong leaders in your organization or become one yourself. Contact us to learn how we can help your organization improve and help your team unite and confidently embrace the challenges ahead.

Please lower your shield and spears, I swear I come in peace. Recently, I ran a poll where I ventured the question: “Has political correctness gone too far?” I knew I was opening a can of worms. But I had also grown weary of tip-toeing around issues that needed to be addressed, especially with regard to workplace communication. And honestly, I was curious. What is it about this topic that polarizes people so greatly?

Poll Question Has Political Correctness Gone Too Far with results indicating 84% of respondents replied yes and 16% replied no.

As you might imagine, this poll generated both a lot of responses (over 2500) and a lot of comments justifying why they voted the way they did. This revealed some very interesting differences between the groups, as well as some surprising similarities. It also raised a few questions about political correctness and workplace communication.

Political Correctness: Social Evolution or Censorship?

For the purposes of this analysis, let’s look at the respondent groups separately. 

The Yes Group 

Those who said that political correctness has gone too far all justified their decision based on variations and combinations of the following beliefs:

  • Political correctness is a form of censorship. Labeling something as un-PC is just another way of censoring the truth, resulting in the deceleration of cultural evolution.
  • People are too quick to take things personally. People who label things as un-PC are too sensitive and can’t handle conflict.
  • Political correctness tramples over some people’s opinions and not others. This results in a feeling of discrimination.

The No Group 

Conversely, those who don’t believe that political correctness has gone too far seem to have the following beliefs in common:

  • Political correctness is a natural social evolution. It is a by-product of people becoming more enlightened about the effect our behaviors have on others.
  • We do not fully understand our own biases and assumptions. Therefore, we do not always know the damage we are causing others.
  • Political correctness is only vilified by bullies or those who don’t want to be held accountable for their actions.

Political Correctness and Communication Breakdown 

The differences between the two groups are clear. It’s the things they have in common that I found interesting. Both groups had assumptions, biases, and subjective viewpoints that made true communication and understanding nearly impossible.

Assumed Intent

Perhaps the most striking commonality between the groups was that they both assumed the other group harbored ill intent toward them.

  • The Yeses assumed that the Nos were using political correctness to suppress free speech because they were too weak or too stupid to handle “the truth.”
  • The Nos assumed that the Yeses were trying to misdefine the term itself as censorship so they could continue to voice every (presumably horrible) opinion they held. 

In essence, both parties assumed the worst of each other.

The assertions they made about each other fed the narrative of “evilness,” which further polarized and alienated everyone involved. 

Assume the worst about people and you get the worst

Ha-Joon Chang

I’m not saying there are no evil people in the world. But how likely is it that everyone in X group is evil just because they don’t agree with you on this point? Not very. In fact, I suspect that all the respondents, regardless of group, are more alike than they think. They are all looking at the information available to them and drawing conclusions that make sense as they see it. 

So how did they come to such different answers?

Filtering and Context: How and Why We Believe What We Do

Our brains are geared in such a way that they are constantly trying to make sense of the complexities surrounding us. We can’t ingest every single thing, so we filter out what seems unimportant in order to focus on what is. However, because everyone filters based on different criteria, none of us are viewing the world objectively (or accurately).

What you see is filtered through your beliefs. You rarely see “reality.” You see your version of it.

-Joe Vitale

Our ability to focus is a great asset. But when the majority of our beliefs are grounded in partial truths and a singular perspective, it becomes problematic. Even a little scary. Incomplete perceptions of reality can all too easily lead to ignorance, bigotry, and hate.

However, when we delve deeper into an issue–especially the opposing viewpoint–we learn the importance of context. What might be correct in one case is wrong in another. Or something might be both right and wrong at the exact same time.

If we rely solely on the information provided by our subjective experience, we will never reach the actual truth. Only by making a conscious effort to look at every facet of a situation can we come close to truly understanding it.

Confirmation Bias

Confirmation bias is “the tendency to search for, interpret, favor, and recall information in a way that confirms or supports one’s prior beliefs or values.”  Quite simply, if you look for evidence to support your opinion, you will find it–and will subsequently ignore all proof to the contrary, no matter how much of it there may be. 

“I think it’s outrageous if a historian has a ‘leading thought’ because it means they will select their material according to their thesis.”

-Antony Beevor

We saw this behavior in the reaction to the poll itself. The more people stated their opinion as unequivocally right, the more entrenched in that opinion everyone else became. 

Confirmation bias is like a feedback loop. Words said into a microphone come out of the speaker so loudly it is picked up by the microphone, then played out of the speaker, on and on until the cacophony is so loud that nothing else can get through. If left unchecked, it results in irreversible damage to the system and everyone listening to it.

Political Correctness and Workplace Communication

So where do we go from here? In all this polarized thinking, is a meeting of the minds still possible? 

And what of workplace communication? Is there a way to have honest dialog if we are constantly worrying about offending each other?

The short answer is yes, open and honest workplace communication is possible, even in an age of political correctness. But before you can journey down that path, it’s important to understand a few distinctions first.

Understand The Difference Between Values and Beliefs

Values are guiding principles that define our identities by guiding our efforts and behaviors. Though they may shift in priority over the years, one’s values tend to remain constantly present throughout their life.

Beliefs are things that one accepts as true, often without proof. Beliefs can and often do change as we grow and our understanding of the world becomes more refined.

When it comes to forming allegiances, we often place more importance on shared beliefs rather than shared values. However, because beliefs are by definition malleable, they are bound to be challenged or even disproven over time.

The highest-performing individuals and teams make a deliberate attempt to surround themselves with people who have like values but different beliefs. This diversity fuels innovation and creativity, but it doesn’t happen overnight. It requires confronting and breaking down inaccurate beliefs in order to rebuild them into something that more accurately reflects the reality we live in. 

Leading the Charge

This endeavor is not for the faint of heart. There will be a period of defensiveness, bruised egos, and uncertainty. It is in these moments when people might take offense, and others might cry that political correctness has gone too far. But if everyone in the group remembers that the goal is improved workplace communication, understanding, and growth, then what breaks occur will heal courtesy of your shared values. 

Don’t Take Offense

The moment you become offended by something an employee says, the dialogue stops. When the dialogue stops, you lose your influence. After that, it’s only a matter of time before you lose that employee too. The moment we as leaders take offense, we shift the focus onto our personal feelings and ignore the actual problem.

Our egos are the trap. They want us to come out on top at all costs, even if it means dismissing others’ input or hearing only the things we agree with and ignoring the rest. It takes significant fortitude and discipline to absorb someone’s message while taking into account the context of how they arrived at that conclusion. No matter what you’re personal feelings, when it comes to workplace communication, you must listen to and respect your team’s beliefs and opinions in their entirety.

Look for the Silent Majority

As a general rule, the loudest people in the room rarely have the best understanding of the group’s true values or beliefs. Just because they speak a lot doesn’t mean they speak for everyone. 

Instead of relying on these “squeaky wheels,” look around to see if there is a subgroup of individuals who are reticent to deal with the louder, more dominating participants. These individuals may believe that they are alone in their thinking when the opposite might be true. 

As the leader, however, you cannot fall into that trap. As discussed above, getting to the truth of a situation is not simply accepting what is presented to you. You must find a way to communicate with everyone, ideally by creating opportunities for their opinion to be heard

Beware of Festering Resentment

Perhaps the most important thing to recognize is that a lack of two-way communication in this process can quickly lead to resentment. This happened repeatedly with the two groups in the political correctness debate. After a period of entrenched and fruitless bickering, things devolved to the point where people simply shut down because they felt everything they said was being twisted and attacked.

If you think the damages associated with offending people are bad, wait until you see the results of drawn-out resentment. For a society as well as a business, there is nothing worse.

So: Has Political Correctness Gone Too Far?

The answer is yes, no, and it depends.

Very politically correct of me, I know. Still, the fact remains that the answer to the question “has political correctness gone too far” is case-specific to individual societies and cultures. To apply or vanquish political correctness in every arena without accounting for context is not only unhelpful but also fuels the biases that lead to polarization and breakdowns in communication.

One could argue that 84% of people responding one way is an objective indicator that something is amiss. But even if that is the case, fixing it is not as simple as labeling all political correctness as “censorship” and doing away with it altogether. To come to any consensus requires further analysis and contextualization to determine what has caused each respondent to answer the way they did. It also requires participants to let go of their assumptions, recognize their biases, check their egos at the door, and be willing to truly listen to each other.

On social media, civil discourse like that seems unlikely. But for a team of coworkers with shared values, you can hold different beliefs and still have productive workplace communication. And if a belief is confronted and proven inaccurate, it can be rebuilt from a place of mutual growth and support.

In the end, I hope that I inspired some of the 2500-odd respondents to reassess the way they communicate with others. Perhaps it challenged their preconceptions or pressure-tested their previously-held beliefs. Ideally, perhaps some would delve further combat their confirmation bias, and find a slightly different (and, I hope, more accurate) understanding of the world. And that’s a good thing. Regardless of our differing beliefs, I hope we can all agree on that. 

Still unsure about how to foster open and honest workplace communication without sowing discontent or losing respect amongst team members? Our 8-week online leadership training course might be the solution. With four self-paced modules, regular interactive workshops, and individualized coaching, we will make sure you get what you need to build a stronger team.

When I was a teenager I had an answer for everything. On one occasion I was engaged in a semi-heated discussion with my parents, who were challenging me on my lack of commitment to my schooling. I had developed a number of unresourceful habits and had become lazy with some of my subjects. Simply put, I was failing.

My parents, of course, wanted me to be able to capitalize on opportunities afforded by my capabilities. I wanted to take the path of least resistance. They would ask a question and I would provide an excuse. They would ask another question and I would repeat the process. For me, a quick-witted teenager (or so I thought), it seemed all too easy to redirect their questions toward others.

Then, after a number of these exchanges, my Dad finally said, “how convenient when it is always someone else’s fault.

That stopped me in my tracks. He had hit the bullseye, and there was no way I could respond save one–to take responsibility for my actions. 

I know now that my parents had my best interests at heart. Not only that, but they chose to engage in an uncomfortable conversation to ensure that I didn’t head toward a path of unnecessary turmoil.

Today, I work with people and organizations all around the world. Many of those who reach out to us have exhausted their current resources and are open to new ideas or alternatives. I routinely engage in uncomfortable conversations with people about their career progression and leadership understanding to determine if they are interested in real change or simply going through the motions. Inevitably, I think back to that exchange with my parents, and I ask myself: Is this person willing to take responsibility for their own circumstances, or not?

In short, do they have a blame mindset?

The Blame Mindset: What Is It and How To Spot It

There are two factors you must take into account when determining if you are dealing with someone who has a blame mindset: context and personality.

Context

In this case, context means the situation in which the person looking for help is operating. 

It is important not to confuse “context” with “excuses.” While excuses are geared towards blaming someone/something else, context explains how and why the individual arrived at the decision to try and find assistance.

Personality

When evaluating the personality of the individual, the language they use when describing their problem is key in determining whether they are harboring a blame mindset. For example:

  •       “I couldn’t do anything because they were a bunch of jerks”
  •       “They made me do ______”
  •       “They did _____ to me”

Now, some people have experienced some genuinely unfair, unreasonable, and inequitable things, in which case the above sentiments may be warranted and a blame mindset is unlikely. The distinction lies in the way they frame situations. For example, Person A might frame their situation by saying:

“I have found myself in a situation that I know is not working for me. I am experiencing tough times in my family life, my job, and my health. I am keen to see where the opportunities exist in order to change what I can in order to head towards a better trajectory.”

This is a world apart from Person B:

“I just got fired from my job because they couldn’t handle the information I was telling them. I don’t think they could deal with the fact that I knew what was going on and they didn’t. My partner is being a real jerk about it too and they are just siding with the business. Everyone else doesn’t just get me and the fact that I know what I am talking about threatens them.”

Conversations like these are part and parcel of the operating environment for someone in my profession. Sometimes, the indicators of a blame mindset are more subtle. Sometimes, it’s very obvious. But sooner or later, through asking the right open-ended questions, the true personality emerges. This, combined with the context of the situation, will determine if coaching is a viable option or if a blame mindset has already set in.

“Ninety-nine percent of all failures come from people who have a habit of making excuses.”

-George W Carver-

Accountability: The Blame Mindset Antidote

One of my mentors once explained to me:

You cannot change someone’s mind. All you can do is provide additional information that might lead them to a different conclusion.

It’s good advice, but over the years I’ve realized it’s incomplete. It’s not only the information you provide, but how you provide it, that helps lead people in the right direction. At the end of the day, however, the buck still stops with the individual.

Someone who has a deeply ingrained blame mindset is virtually impossible to help. Anything that goes well is attributed to them and their selfless brilliance. Anything that goes poorly was the fault of others, the environment, a change in circumstance, and so on. Sadly, but not surprisingly, these people find themselves subtly ostracized as their cohorts move away from their draining, self-centered energy. 

When I see that a person has adopted a blame mindset, I have a choice to make. I can accept this person’s money and attempt to guide them to a different conclusion. Or I can call out the issue by saying something like, “Has it ever occurred to you that, in all these stories of other people’s failings, the single point of consistency is you?”

When you ask a question like this, people will do one of two things: attack or consider. 

Getting defensive is often a symptom of a deeply ingrained blame mindset. Therefore, those that attack are rarely good candidates for coaching.

For those that consider the information, there may still be hope for them to adopt an accountability mindset. Not to be confused with a guilt mindset (where “everything” is your fault) or victim blaming (which is simply another iteration of the blame mindset), the accountability mindset prompts you to take ownership of the role you play in your current circumstances. It also encourages you to accept the likelihood that, to effect the change you are looking for, you will have to change yourself to some degree as well.

People who adopt an accountability mindset often make the most significant and influential leaders by building cultures centered around personal responsibility. It is in these environments that nurture new ideas and drive progress. But no one can build a flourishing ecosystem when everything that goes wrong is always “someone else’s fault.”

Conclusion

Adopting a blame mindset almost always ends in failure. People have limited patience for those with no interest in acknowledging their transgressions, and will not trust such leaders as a result. Without accountability, their employees will leave in droves.

It is also important not to confuse people with the blame mindset with those who have endured true hardships and whose grievances are justified. However, even when this is the case, the best way for these individuals to re-empower themselves is to take ownership of identifying and preventing future bad scenarios, both for themselves and others.

This empowerment can begin by being about who you spend your time with. If you hang around people who shirk blame and adopt a victim mentality, it won’t be long until you begin adopting the same behaviors and thoughts.

Personally, I make no apologies about filtering who I do and do not let into my professional and personal spheres. If someone can’t learn from their mistakes because they feel they have never made any, then we are at a crossroads. One which will send us on different paths.

For leaders looking to empower their people, the answer is simple: give them choices to own. No one should feel that everything is always happening to them. Illustrate how powerful they are and show them how much they have learned through their previous experiences, especially if those experiences were particularly arduous or unfair. Only then do we see people move forward in the world, protected by a suit of armor forged in accountability.

And that goes double for leaders. Wear your failures and lessons learned as a badge of pride. Let it strengthen your reputation and character. And when you make a mistake, own it. It is your opportunity to improve. Yours, and no one else’s.

Interested in learning more about how to prevent the blame mindset? Contact us for information on individual coaching, leadership training, and more.

There is a common misconception that boundaries are only used by manipulators as a mechanism of coercive control.  In reality, they are the tool by which we protect our interpersonal relationships, teams, and projects. 

I have heard many definitions of culture over the years.  The most pragmatic definition I have stumbled across is,  

Our culture is comprised of the behaviours we reward and punish. 

 – Gustavo Razetti. 

If you want to understand why people commit to seemingly unusual individual or collective behaviors – chase the reward system.  If that fails to provide a rationale – chase their fears.  In order to navigate this challenging task, we need a framework to anchor from.  

This is where boundaries become highly relevant.  They provide a framework by which people can divine ‘the rules of the game.’ 

 

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FEAR & UNCERTAINTY 

Ask anyone to play a competitive game and they will become anxious when the rules of the game have not been adequately explained prior.  It is not uncommon to promote a fear response due to situational uncertainty.  

This fear response triggers one’s “fight, flight or freeze” response, causing an involuntary physiological response called the ‘Amygdala Hijack‘.  The response reprioritizes the brain’s allocation of cognitive resources.  It does this by redirecting precious cognitive processing power (usually utilized for creativity, complex problem solving, and prioritization) and replacing it with decisive sub-conscious-led action.  

Simply put, when people experience uncertainty, it promotes stress.  As leaders, we must be acutely aware of this physiological response.  

But what is a reasonable remedy for uncertainty?  The answer: Structure 

Where we cannot predict the future, we can build systems to combat it.  Where we cannot mould our environment, we can develop an approach to navigate it.  

Boundaries, acting as ‘the rules of the game’, provide some semblance of certainty inside changing or tumultuous environments/situations.  In this way, they re-unlock people’s creativity and autonomy.  

In discussing boundaries, we will cover three different aspects: 

  • Personal Boundaries 
  • Team Boundaries 
  • Project Boundaries  

 PERSONAL BOUNDARIES 

One of the most common terms cited during divorce cases is ‘resentment.’  

Resentment forms when people feel: 

  • Their expectations are not being met 
  • Important discussions are not being had (this can link to a lack of assertiveness) 
  • Regretful about past actions 

An uncomfortable question that follows such breakdowns is, ‘did you explicitly communicate your boundaries to your partner?’ 

A commonly repeated response, ‘it was obvious, they should have known…’ 

If life has taught me anything at all, it is: ‘nothing is obvious.’

Relationship Survivability

John Gottman (one of the world’s premiere relationship psychologists) developed numerous mechanisms for determining predictions for relationship survivability.  One of the most effective means was measuring positive vs negative interactions (averaged out over time).  

Not surprisingly, too much negativity resulted in marriage breakdown (Ratio of 1:1, Negative: Positive).  People have a natural negative bias which prompts them to remember the negative before identifying the positive.  A 1:1 ratio, despite being balanced on the surface, was not good enough to save relationships, ultimately leading to a ‘fail’ prediction with around 90% accuracy.  

As we might expect, sliding down the scale (more positive vs negative), we see increased survivability rates, with the optimal number landing on 5:1 (Positive: Negative). 

But what is not commonly represented in discussions of Gottman’s work is what happens next… 

If we slide further down the scale (Positive: Negative), the survivability likelihood begins to decrease.  

“Not only does excessive negativity (a ratio under 5:1) threaten to undermine the marriage, excessive positivity does too.  The disintegration of the relationship also begins to occur when the positive to negative remark ratio exceeds 11:1.” (Loer, 2008) 

Why, you may ask?  Because after a point, the avoidance becomes just as damaging.  Nothing gets fixed.  Personal boundaries are getting trodden on as daily occurrences, and the novelty wears off.  

Ultimately, being too critical is signing the same failed contract as being avoidant.  

This means we need to be able to communicate our boundaries and expectations so that others might abide by the mutually agreed rules of the game.  This is, of course, working on the assumption that we genuinely want the relationship to survive. 

 

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TEAM BOUNDARIES  

Successful teams are glued together by their culture.  

Our ‘culture is comprised of the behaviours we reward and punish. But how do we know what to reward or punish if we haven’t articulated the rules?  It is impossible to do consistently.  

 

Culture eats strategy for breakfast.

– Peter Druker 

Setting Boundaries – Within the Military 

There is a common romantic misconception about the military.  That there were no personal or team boundaries, and we all just lived in some utopian shared community with shared possessions and time.  This couldn’t be further from the truth.  

In practical terms, it manifested in rules such as: 

  • Do not rummage through other people’s equipment when they are not there
  • Do not comment about people’s families, finance, or religion unless they have invited you to do so 
  • Do not volunteer people’s personal time without talking to them first 

The rules were protected by the other members of the team and it scaled across multiple teams as well.  For example, when a new mission was being formulated, and multiple organizations were being crammed into the same place, it became the mission of leaders to convene and coordinate the boundaries that would ensure mutual coexistence.  New rules were set and enforced and were contextually specific to each scenario. 

The more complex things got and the fewer personal freedoms we had, the more the boundaries became relevant.  The importance of boundaries grew proportionately with the increased value of personal freedoms.  

The same applies outside of the military in corporate or commercial settings.  

People’s individual boundaries are nested within a team setting.  What one person does affects people around them.  No rules result in chaos.  

As leaders, this is a unique opportunity to lean in and demonstrate our value.  We can assist in the development of practical means of coexisting.  But to do so, require forethought and communication. Boundaries must be explored and defined.  

PROJECT BOUNDARIES 

Project management is an interesting beast both from a planning and implementation perspective.  How do we ensure the best outcome while giving our people the best opportunities for growth and development?   

When people set boundaries with you, it’s their attempt to continue a relationship with you.  It’s not an attempt to hurt you.

– Elizabeth Earnshaw 

The temptation exists to bury our people and teams in endless tasks while conveniently removing their ability to make decisions at the lowest level.  The ‘do anything to ensure project success’ narrative is convenient, seductive, persuasive, and even manipulative.  Leaders and managers run the risk of micromanagement. 

It does not provide the required boundaries to achieve project success adequately.  Or where it does manage a successful outcome, it lacks the resolution to achieve higher levels of performance by integrating a ‘boundaries instead of tasks’ methodology whereby we consider guiding borders in: 

  • Physical – Where to/not to operate 
  • Temporal (Time) – Deadlines
  • Logistical – Resources available/not available 
  • Legal – Governance and compliance 
  • Moral and Ethical – Behaviours accepted/not accepted 
  • Stakeholder – Who can/cannot be communicated with 
  • Roles and responsibilities – The role’s effect and requirements 

Including such boundaries reduces endless task lists while promoting proactive decision-making and acceptance of risk at the lower levels.  The flow on consequences includes increased momentum, early identification of risk and opportunity, reduced single points of failure and expedited decision-making cycles.  

CONCLUSION 

The establishment of boundaries or ‘The Rules of the Game’ govern how organisations and teams do what they do without constraining people to individual tasks.  It is the difference between an average team and the next level – high performance.  

 

Boundaries will set you free

– Common military mantra 

 

If you want micromanagement, information silos, protracted decision-making, and a cumbersome organization which is slow to adapt to an ever-changing and dynamic environment – focus on tasks. 

If you want proactive decision makers, increased influence, and teams capable of operating autonomously – focus on boundaries. 

 

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An astute individual scrolling through social media will observe endless support towards groups attending to issues afflicting society. Most would logically agree that this is good, imagine a world where nobody gave a damn. Sounds like the precursor for localised hell and misery.

It is evident the people who are raising these groups are operating from pure intent linked in admirable and noble values. My parents used to recite a short mantra in our household ‘find a need, fill a need,’ advocating for the importance of proactivity and initiative.

This article is not targeted towards the importance of social initiatives, that would by hypocritical of me, after having raised numerous not-for-profit and for-purpose organisations.

Instead, my attention is drawn towards the dark and insidious side effects resultant from the mismanaged language and messaging many of these groups subscribe to. Specifically, this article will explore ‘virtue signalling’, “the action or practice of publicly expressing opinions or sentiments intended to demonstrate one’s good character or the moral correctness of one’s position on a particular issue.”

In simple terms, virtue signalling is saying or doing things in order to be seen positively supporting trending causes or initiatives, not necessarily because of the value of the cause itself (although they can be mutually supportive).

The Dark Side of Positive Causes

Said plainly, I feel some of these social initiatives have become a means by which some individuals assert their moral high ground onto others. It is not uncommon to see the demonising of people, judged to have been inactive in supporting certain causes or social movements.

There is an old phrase, ‘if you are not with us, then you are against us.’ This might seem simple enough until you cross reference the same idea with an age-old adage, ‘my enemy’s enemy is my friend.’ These two concepts merged together create for a smelting pot of animosity and confusing loyalties.

My concern is that the level of reflexive aggression from groups purportedly claiming to be good, might indeed be causing unnecessary enemies and destruction.

To my mind it seems a bridge too far to assume that people who are not actively supporting a cause are therefore positioned as enemies to that cause. It seems like a good way to create unnecessary adversaries. It certainly doesn’t seem like a survivable strategy when we consider there are no shortages of social issues. Afterall, utopia doesn’t (and won’t) exist. There will always be room for improvement in any social construct. It behoves us to ensure that the systems we apply for determining friend from foe are refined enough to provide longevity to our causes.

Just because someone is not investing their time and resources towards a specific goal, does not mean they are against it…

Yet here we are, surrounded by narratives and messages that demand action for causes determined to be of high priority. A determination made by someone else with their own bias, ambitions, and perspectives. The problem is when everything becomes high priority, nothing is high priority (by definition). At any one time, we have limited provision of resources. Discernment requires that we individually prioritise our resources towards initiatives which demonstrate potential for the highest impact and effect.

Conformity, guilt, and fear

It seems certain segments of society are overshadowed by an ominous cloud characterised largely by guilt and shame.

As part of my profession, I have invested significant time towards researching and investigating what makes people tick. My synopsis is there appears to be two emergent camps: Those which believe people are primarily influenced by incentives/rewards vs those which feel people’s behaviours are influenced by fear. I sit in the ‘fear’ camp. In doing so, I acknowledge nobody is one or the other, and instead it is characterised by a gentle leaning towards one or the other. I feel that people’s behaviours (particularly seemingly unusual behaviours) can most often be linked back to fears and insecurities.

With fear as our frame, we can start to see how virtue signalling might have emerged. I feel some people have adopted the behaviour as a means of preventing undue judgement or public criticism. A behaviour anchored in ‘double narrative logic’, i.e. the prevention of a criticism as opposed to the reinforcement of a positive action.

In my own observations this is most often seen when a new social movement emerges:

  • STEP 1: Most often linked with a contentious social event which pulls into debate the morality, ethics, and values associated with somebody’s decision. The event triggers a social response. The social response often forces public discussion (often devoid of context). The popular discussion then rapidly forces people to make a public choice: Do they sit in camp A or camp B?
  • STEP 2: What happens next is the dangerous step towards rationalisation, and it looks like this: If someone is leaning towards camp A they must then hate everyone in camp B. For someone to be in camp B, they must then hate everyone in camp A.
  • STEP 3: This realisation then triggers confirmation bias i.e. the collection of information/evidence that would prove camp A OR camp B are incorrect. Now, knowing that we are ‘right’ and they are ‘wrong’ (reinforced by all our aggregated evidence) we then choose to guilt the other group for siding with the wrong camp.

It is very rare that people consider there is a third group (camp C) characterised by ‘I don’t yet know’ or ‘it depends.’ This group might concede that situations of this nature are largely characterised by context, whereby the intricacies of each individual situation are relevant and applicable. They might also concede that they don’t have enough information to make an informed decision. Their discernment in this regard is the trigger which drags them above the public detection threshold.

What is interesting is the relationship between both camp A or B, in relation to camp C. In a weird twist, camp C becomes the ultimate enemy. They fall into the ‘if you aren’t with us, you are against us’ category. Someone saying I don’t know is immediately counter attacked with ‘well, you should know – you are part of the problem.’

When this occurs, a dangerous plot twist occurs for society. Not having an opinion is worse than picking the wrong side. At a societal level, it means we are encouraging people to throw context to the wind and pick sides prematurely to protect themselves. This is all overshadowed by an air of guilt and shame. It is a somewhat subtle mechanism of coercion prompted by an unhealthy social pressure.

History has no shortage of examples where this does not end well. Some of the worst examples of collective group behaviour (group think) have been prompted by this approach:

First They Came – Martin Niemöller

First they came for the Communists

And I did not speak out

Because I was not a Communist

Then they came for the Socialists

And I did not speak out

Because I was not a Socialist

Then they came for the trade unionists

And I did not speak out

Because I was not a trade unionist

Then they came for the Jews

And I did not speak out

Because I was not a Jew

Then they came for me

And there was no one left

To speak out for me

Moral high ground and social superiority

As far as I can surmise, this topic appears to be linked with moral superiority insofar that supporting specific societal initiatives allows certain individuals to lord pretentions over others. I have thought long and hard about whether this is a deliberate attempt at control or power, and I have concluded in the most part that I don’t think it is. Instead, I believe it is a learned behaviour of survival, contextually anchored in an environment which forces people’s hands.

They either pick a side and deal with either camp A or camp B, or they stall and risk having to simultaneously fight camp A AND camp B. Not an exciting prospect particularly when your heart might not be in the fight in the first place.

One of the sounder definitions of culture I have stumbled across is: ‘Our culture is comprised of the behaviours we reward.’ It is such a simple explanation for a complicated concept. If one must ask why we (as a collective) are doing something, then trace the reward system/structure, or the associated fears (reference my earlier observations).

This topic prompts us to ask some deeper questions:

  • Why is the moral high ground so valuable?
  • Why are we encouraging this behaviour?
  • What are the long-term implications?
  • What does it say about our society, which is purportedly founded on values and attributes such as inclusiveness, freedom of speech, and the pursuit of truth?
  • Whatever happened to ‘innocent until proven guilty’?
  • When did context become a dirty word?

In my observations, the trajectory does not bode well.

If we genuinely believe the message is worth sending, then we should subscribe to sending it correctly. Sending it correctly surely means:

  • Ensuring our message is based in reality.
  • Encouraging people to get behind a cause based on its value, not the fear associated with inaction.
  • Including the requisite context so that it may be seen as applicable and balanced in its delivery.

Societal implications

The societal implications of virtue signalling are significant in my estimation.

If our society’s motivations are driven in significant part by fears associated with saying the wrong thing, or not overtly supporting trending causes, then there must be a long-term price to pay.

  • If our behaviours are being forcibly shaped by others then surely our actions have less meaning?
  • Are we not encouraging people to do good deeds only for the purposes of social validation and acknowledgment?
  • Are we encouraging people to only be seen doing good things as opposed to actually doing them?
  • If our language is being shaped by others, then surely what we choose to say risks being interpreted as disingenuous or forced?
  • Once the lines become blurred, then who and what can we truly trust?

If taken to the end of its logical conclusion, it seems like a precursor to compelled or censored speech. In extreme cases history has shown the destruction caused by language of this nature, coupled with binary and low-resolution modes of thinking (good vs bad, right vs wrong, them vs us).

Spoiler alert, it leads to cliques, cults, and devastating conflicts.

The balance

We must be careful unpacking this topic.

We do not want to scare people away from positive action. The world needs people to ‘find a need, and fill a need.’ It requires people to be passionate about their causes. Virtue signalling although bad, would not be a touch on the damage caused if people were to subscribe en mass to other models such as anarchy or nihilism.

If we had to pick between people feeling the need to demonstrate virtue via signalling, vs feeling no need to demonstrate any virtue at all – I’ll pick the first the option. We all know people demonstrate vastly different behaviours when they are held to a code or framework vs handing the reigns over to an ideology akin to lord of the flies.

Nonetheless, we must be careful about the consequences of whatever path we choose. Everything has a price, and most things only work when they are implemented in suitable balance and with forethought understanding.

Moving Forward

Don’t be so quick to create unnecessary enemies.

The world is quite legitimately full of unending issues requiring attention. Issues which left unchecked will result in unnecessary and undue misery in our fellow citizens.

We do not need to add salt to the wounds by creating unnecessary conflict and tension in support of those social initiatives. Moreover, we must bite our own pride and pretentions and concede that what is a priority to us, is not necessarily a priority for others. This is something I have personally had to come to terms with over the years as I have advocated for veterans, disaffected youth, and the development of certain commercial business models supporting underrepresented groups within society. Just because someone does not see the same level of urgency as I do, does not make them my enemy.

Just because other people are not standing on street corners and social platforms advocating for a cause, does not mean they are positioned against it. This isn’t high school, this is real life. People are fighting their own battles. Their observations of the ills of society might sit in different proportionality and conclusions to our own. Moreover, they might be investing their time and effort into causes which they deem to be more impactful or important. In the worst case, they might not be supporting anyone other than themselves, which is still not reason enough to go head hunting them (in my opinion).

Our communication, is comprised of both intent and delivery. If a message is worth sending, then it is worth sending right. One could reasonably argue that ‘sending the message right’ might mean advocating for a cause without the unnecessary creation of enemies who would otherwise have gone about their business.

It might also mean doing the right thing even when nobody is watching.

—-

If you enjoyed this article, you might also enjoy other articles written at Eighth Mile’s blog.

David Neal discusses the power of narrative and its links with leadership, culture and relevancy.

Leadership and Communication – Where Both Intent and Delivery Matter

 

David Neal from The Eighth Mile Consulting has made the Power List of the Top 200 Biggest Voices in Leadership 2022.

Full article

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