#MondayMotivation – Keeping Your Team Agile in the Fourth Quarter

#MondayMotivation – Keeping Your Team Agile in the Fourth Quarter

 #MondayMotivation two tiny little words that really hit home on a morning in December. With 4th quarter coming to a close the year’s end is certainly not all holiday parties and gift exchanges. For many of us, it means motivating our team to work long hours, reviewing a year’s worth of data, and creating plans for the year ahead.

 

How do we stay motivated to get the job done with pine scented, green and red distractions on every corner?

One way is to spend time thinking about what your team or business has done well over the last year. Create a list of strengths and achievements, and make time to celebrate and brainstorm how you can build on your success. Want more ideas?  Try downloading one of my favorite agile team meeting activities.

 

The new year is a great time for team development.

When planning for next year, consider agile teams can learn, adapt, and innovate in the midst of change all while using their available resources. How responsive is your team? How prepared are they to handle the uncertainty and or complexities of the New Year?

As you begin to answer these questions, consider there is now compelling research to support the business case for making agility a strategic priority for organizations across a diverse range of industries and roles. 

How Do We Grow Agility?  

  • Continuous Learning   Assessment and often re-assessment will provide your team with regular information and the time to regroup and adjust.
  • Fluid Communication –  Open channels of communication across all job functions and levels of authority.
  • All In Context –  Create an environment where teams feel empowered to respond in the moment.

To learn more read my blog Three Lessons From (and for) Agile Teams or reach out via the contact form below.

Now Accepting 2018 Engagements.  Book by December 29 to assure 2017 fees! 

Meyer Creativity Associates designs and delivers custom programs to develop your workgroup, department, or entire organization’s competence, capacity and confidence for innovating, learning and positively responding to change.  

          Our list of services and approaches includes:

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Do What Scares You

After a busy fall working with leaders in a wonderful range of organizations here and abroad, I am waxing my skis and getting ready to head to ski racing camp in Colorado tomorrow.

This will be my third year in a row. I blocked the dates and sent in my deposit as soon as camp was announced—not because it is comfortable or even fun, at times it is, but the real reason I started going and continue go is because it scares me.

Followers of my sporadic blog posts know that I returned to ski racing, a somewhat delusional passion from my Iowa youth (I seriously thought I could be a contender!), after a birthday that ended in “0”. I skied every chance I could as a teenager—park district bus trip to Wisconsin (I’m on it!), University of Iowa ski trip to Colorado that they foolishly opened up to area high school kids (I went on it!), weekend trips with my parents to Midwest resorts and the occasional Colorado ski vacation (I planned the rest of my life around it).

The Racing Bug

Somewhere along the way, I got bit by the racing bug and also starting racing in as many Midwest USSA division races as I could get to, which included road trips to Minneapolis to race at Buck Hill, long before Lindsay Vonn was born!

Coming back to skiing and ski racing when most of my friends have long since hung up their long underwear has taken a lot more commitment. When I was younger, it was easy to round up a group of adventurers willing to give it a go—many clad in their Iowa overalls.

These days, it is much harder for me to find friends who want to head down the hill on two waxed planks, let alone into the cold. It was this challenge that led me to explore more organized ski activities, including racing clubs and camps.

With a great recommendation from a friend and former ski instructor, I found my way to Dave Gregory’s Peak Performance Ski Camp that he holds each November at Copper Mountain and summers at Mount Hood, Oregon.

Now, as I pack up for my third trip, I have a little better idea of what to expect, and yet, the apprehension has not lifted. Did I train well enough? You can never be too fit for racing. Will I crash? No question. Will I get hurt? Always a possibility. I still go because it still stretches me. It still scares me—not in a “why again am I jumping out of this airplane?” way—but in a way that pushes me out of my comfort zone, physically, socially, mentally.

Accepting the Challenge

This year it took, even more, commitment and intentionality as I had major surgery over the summer and had to make a concerted effort to recover, rebuild my strength and confidence. It has given me even greater respect for athletes such as Lindsay Vonn who have had countless setbacks in their careers and yet come back, again and again. They make the effort and put in the work to return to peak performance, even when they have every invitation to use the latest injury to make a graceful exit from the competition.

My experience in life and especially these last few years, helping leaders, teams and organizations become more agile is that doing what scares you is where the learning is.

Getting Out of the Comfort Zone

Being a little (and sometimes a lot) out of my comfort zone is where the growth and where new confidence is built. One of our race coaches says, “If you never crash, you aren’t trying something new. You aren’t learning!”

I have realized I can’t very well travel the world talking  about The Agility Shift and helping leaders be more effective in the midst of the unknown, if I am not challenging myself to do the same.

This post is for leaders who are charged with helping your team, department or organization become or sustain your competitiveness in volatile conditions, and for those of you who see the value of becoming more comfortable being uncomfortable in your life and work.

As we move into the holiday season, which is often associated with cocooning, being cozy with friends and family (which is a wonderful way to recharge our spirits), I invite you to also look for the opportunities that lie ahead that scare you. It doesn’t have to be ski racing, or even a physical challenge. Maybe it is just accepting an unexpected invitation before you start over-thinking it, go ahead and say, “yes!” sign up, and jump in. Maybe I’ll see you there!

What are you doing/might you do that scares you?

 

 

Visibility is Overrated

Top of Excelerator Lift, Copper Mountain

Top of Excelerator Lift, Copper Mountain

This past week I had a new adventure as a first-time participant in the Peak Performance Ski Racing Camp run by top international coach Dave Gregory at Copper Mountain, Colorado. I’ll share the story of how and why I came back to ski racing in mid-life another time, but did not want to delay sharing a few of the cross-over lessons that stood out most as I get back to my life in Chicago.

Not surprisingly, with my attention laser focused on all things agility at the moment, skiing in general, and ski racing in particular, are proving to be a rich field (slope?) for new metaphors and fresh perspectives.

The skiing conditions during the first few weeks of November can be iffy in the mountains. Some years there is barely enough snow to open a few runs (and even then with liberal dustings of artificial snow). This year, aided by El Nino, we had several dumps of fresh snow—not the gentle atmospheric snow, but the piercing, side-ways blowing snow that makes you feel like you have landed on another planet when you get off the lift at the top.

 

Visibility is Overrated

As we camp participants gathered at the top of our Giant Slalom course a few days into the camp, a dense gust of falling snow swirled around us, obscuring all but the first gate or two of the course. One of Dave’s coaches, Shawn Smith, heartily called out “Visibility is overrated!” and without allowing for a shred of complaint or resistance, shifted to giving us each just the counsel we needed to focus our next run through the gates: “widen your stance,” “quiet upper body,” “steeper edge angles at the top of the turn,” “activate your ankles” and/or “get your legs out from under you.”

When it was my turn to slide into the makeshift starting gate, I realized the lack of visibility might actually be a gift. Of course, I couldn’t articulate much about that gift until I ran the course several times and had collapsed back in my condo, exhausted and exhilarated from a day of learning and stretching my physical limits at 11,000 feet. Here are a few thoughts.

When we can’t see very far ahead we are invited to, and perhaps have no choice but to, be present to our bodies. This means we can only attend to what is really going

The Author Skiing into the Abyss

The Author Skiing into the Abyss

on right here in the present moment. And in that present moment, inside our bodies we respond with our whole body, being and heart.

I quickly realized what our coach meant. In reality, visibility (the ability to see) only gives us an illusion of control. The illusion that if we can see farther ahead we will be able to plan and not have to worry about what is happening in the present—our physical sensations, messy emotions, intimacy with ourselves and others, responding to the unexpectedly changing terrain, because we can simply just follow the plan.

Readiness is All

In ski racing, every racer is given the chance to (and virtually required to) inspect the course before taking their first run. Sometimes this involves “slipping the course” in a snowplow and/or slipping sideways through to smooth ruts and widen the brim of snow on the outside of the turns, at others it means skiing along side of the course on the outside. Some people have the ability to memorize the course after one inspection. This is not my strong suit. At best, I hope to remember where the trickiest turns and ice patches are. But every racer knows that by the time it comes to your run, the information you gathered during your inspection may well be old news. While the gates will be in the same place, a new rut or ice patch has developed where there wasn’t one before. Or you may become engulfed in a snow squall or wind gust in the midst of your run that no one can plan for. The good news is that when you are prepared, when you enter the starting gate with strength, flexibility, balance, and a reasonable level of skill and tactics, you only need to see as far as the next gate so that you can set up the arc of your next turn, sometimes while simultaneously recovering from a less than perfect turn on the previous gate.

Action is only possible in the present moment.

                                                  —Christian Noss

In life and in our organizations we sometimes can’t even see as far ahead as the next gate, let alone know what lies around the next turn. We can, and often do, inspect the terrain and go ahead and make our plans, but we lock in on those plans at our peril. As soon as the plan becomes an invitation to become comfortable, to abandon our whole person experience in the present moment, we lose our ability to effectively respond to the unexpected and unplanned, and to learn continuously. We also lose our ability to expand our confidence and competence in our capacity to be effective when we can’t see around the next gate.

For me on the race course, this means inspecting the course, setting my intention (with a little help from my coaches), then trusting my readiness and ability to respond in the moment. It also means knowing that falling (we call it crashing in ski racing) is not the end of the world (more on that in a future post).

What if you don’t have leadership buy-in to create playspace?

In these first few weeks since From Workplace to Playspace has been out I have had the pleasure of sharing some of its key concepts with a wide range of audiences, including creativity and innovation experts, MBA and training and development graduate students, managers and employees, and HR professionals. One of the most consistent questions I have received so far is “What if you don’t have leadership buy in to create playspace in your organization?”

My response to this comes in two, seemingly contradictory, parts:

1) We all can make choices and behave in ways that influence the quality of our conversations, collaborations and overall experience of engagement at work.

2) Significant organizational change requires the support and buy-in from leaders and key stakeholders.

The first part of the response is at the core of From Workplace to Playspace: we must all take responsibility for the quality of our own work experience and address the dimensions and dynamics that are within our span of influence. Because playspace is created in the present moment in the midst of conversations, collaborations, co-creations, learning and change we each can take responsibility for our own mindset and behavior in each specific context. For example, if I show up to a meeting with a mindset that this is a waste of my time, and no one ever has any fresh ideas or perspectives to share and I behave in ways that don’t encourage new thinking, I will very likely have exactly this experience. However, if I choose to shift my mindset to one in which I believe there is room for the play of new ideas and for people to play new roles and I take responsibility to share and provoke such new perspectives and capacities, there is a good chance I will have a different, more engaged experience. This is the essence of my playspace mantra: Give Permission & Take Responsibility. Anyone in the organization, at any level can put this into practice within their span of influence and create more playspace in the present moment.

The second part of my response to this question is also true. When large-scale, organization-wide change at the level of systems, process and culture are necessary, buy-in from organizational leaders and key stakeholders is essential. The people who have the biggest influence on whether or not a change initiative is successful, or a new mindset takes hold are employees’ immediate supervisors, managers and key-stakeholders. When people at all levels of the organization see their leaders changing their behavior and mindset, and willing to acknowledge that they themselves may at times have been one of the blocks to organizational innovating, learning and changing, then others are likely to change their mindset and behavior as well. In this way, organizational leaders also serve as permission-givers and responsibility-takers.

For more examples of how people at all levels of organizations are doing just this, read From Workplace to Playspace and return to playspace.biz in the coming weeks when we start posting brief videos of playspace success stories.