Resist Unnecessary Urgency

Exploring the “how” more deeply requires slowing down to examine the way in which the organization’s cultural behaviors are [mis]aligned with its values and purpose. 

The speed of the changes our society is experiencing calls us to be curious about why something is the way it is, and be open to gaining a deeper understanding to guide how processes are evaluated:

  • By questioning the status quo.
  • Marshaling your critical thinking about what is working and what is not.
  • Coming to meaningful conclusions. 

This rests on the ability to listen more — hearing as many perspectives — while suspending judgments. It calls for “radical candor,” which embeds psychological safety.

Even writing the phrase “radical candor,” I sense some hesitation in my body. 

Given my professional experience, I recognize radical candor is on the spectrum. Also, each person brings their history and expectations to the conversation. As well, the person will only exhibit as much candor as they feel safe to do so, because individuals and organizations demonstrate behaviors that indicate it is safe to do so.

And we are all leaders in our own rights, even without a title.

Leading is a social process that involves a willingness to challenge the status quo, use critical thinking, and demonstrate humility, while being supported by a team.

No single leader has all the attributes needed to curate radical candor in their organization nor the ability to reflect the entirety of all, with all, for all, while remaining reasonable for most. 

By infusing psychological safety into the organization, leaders ensure and show their willingness to expand their understanding, the belief that it’s okay to be uncomfortable and encourage team members to get to the essence of difficult topics in an open and supportive manner.

A powerful social element of leadership is that it can inspire individuals to bring their best to the organization. Radical candor — psychological safety — benefits the organization and the workforce’s well-being. It imbues a feeling of being seen, heard, and respected, resulting in less stressed employees.

Resist Unnecessary Urgency

And organizations shoot themselves in the foot when they push their talent to be more productive by pressing them to work longer hours — totting up their key performance indicators (KPI), a dressed-up phrase for productivity — at the cost of their employees’ well-being.

What would happen if, as leaders, we took into account how we encourage and measure goals that prioritize employees’ well-being and how we motivate performance?

With the byproduct of a well organization, which is purpose-driven, creative, and healthy, inspiration occurs when new possibilities are seen.

There is a receptivity to outside influence, and there is a feeling of being energized. 

Inspiration is inspired by purpose.

And when leaders reveal their purpose and how it aligns with the organization’s purpose — they inspire their talent to do the same.

Leaders who encourage employees to define their passion by aligning their actions with the organization’s purpose recognize the impact their work has on others and experience greater satisfaction.

As Gartner’s research shows, employees want a more “human value proposition.” They are asking for autonomy over where and when they work, engaging and applying themselves in a purposeful way.

A well organization values their talent.

They curate a culture by understanding what inspires and increases the performance of their talent.

When leaders slow down to speed up — they take care to care for their talent. Employees are less stressed, enjoy achieving good results, and are comfortable being themselves. 

Employees can only bring their full abilities to bear when they have time to process and think creatively.

In our hypervigilant, hustle culture, where productivity is supreme and time is a status, how are we leaving space for what’s difficult and uncomfortable by redefining what it means for you and your organization to engage and inspire performance?

Counterbalance Productivity

I like it when my disciplined actions result in desirable outcomes, and one might say that is a form of being productive. One would say I have the affliction of a striver, attributed to my immigrant sensibility, where working hard is equated to being a valuable contributor. 

Although considered a high performer in many spaces, with the drive to do and accomplish more, as of late, I have found it troublesome when my desire to be a valuable contributor has been reduced to strictly an output. 

With the drive for greater output at speed and frequency that does not allow for the human systems to rest and recover — to be creative and innovate — I am challenged by the usage of the term productivity. And I do not have a replacement word to qualify that feeling of accomplishment for doing an activity well. 

The concept of productivity is a 250-year-old manufacturing construct that no longer serves our society of knowledge workers; individuals who engage their creativity and intellect, while collaborating with other humans to solve complex problems. 

Breaking it down, productivity is a mathematical equation of output divided by time. This concept has permeated every industry and adversely affected the way we work and measure our work. 

In some cases, it has reduced the individual to an object, churning out units. This is based on quantity output, while not considering if the individual doing the work is working at their full potential, in a purposeful way. 

For example, in the case of the healthcare system, doctors are incentivized to keep patient interactions between 8 to 15 minutes. Meanwhile, patients suffer from not having their concerns fully addressed, as the doctor might feel stretched to see a high volume of patients.

This results in a check-the-box approach to care. It not only misses the nuisance of the patient, it negates the ways in which their psycho-social dynamics impact the way they care for themselves. 

Nothing good comes from treating the doctor as a machine — reducing their work to time bound interactions and paperwork; the central role of a doctor is to care for another human. 

How might we reframe this process to center both the doctor and patient for maximum care of them both?

  • The “how” of their collaboration.
  • The “how” of their needs.
  • The “how” of their satisfaction.

In your organization, how might you center the “how”?

I have been in discussions around how coaching can increase clients’ productivity, thereby driving the organizations’ productivity, framed as a return on investment. Since no two coaching clients [nor organizations] are the same, reducing the coaching process to a simple productivity equation leaves me perplexed. 

Productivity should not be the only measure of how well a contributor is working. 

In what ways are your talents invited to collaborate, bring their creative energy to influence the work, innovate across teams, and stretch in a new way?

We are living the aftermath of focusing so heavily on productivity, which might lead to decreased outcomes, disenfranchised employees, and lower employee engagement.

An organization that values inclusive well-being strategies will counterbalance this drive for metrics with a human-valued proposition to how work is designed and done.

What do you say, can you help me find another word to replace “productivity” that values the employees’ contribution and the organization’s health? 

More to come on this topic in the article, Resist Unnecessary Urgency.

In Search of Beautiful FreedomWhen I purchased In Search of Beautiful Freedom, I was excited about what the book’s title would disclose and because I could still clearly remember how engrossed I was in Farah Jasmine Griffin’s Read Until You Understand: The Profound Wisdom of Black Life and Literature.

At the heart of these essays is this — “freedom is a process requiring constant vigilance and the artist’s responsibility is to reveal injustice without sacrificing the craft.” 

In Search of Beautiful Freedom spans thirty years of Griffin’s writings exploring Black music, womanist/Black feminism, Black female authors, and how their artistry speaks to resistance and freedom. 

The teaching moments on these pages were numerous and palatable. What does it mean to step out on faith knowing your capacity and gifts? 

It’s clear that many of the luminaries featured in these essays were doing just that — stepping out on faith. Griffin quotes Angela Davis and June Jordan as defining wellness [well-being] as “that we take seriously our capacity to love”. This definition is consistent with BETA’s ethos, which is — in caring for the least well for the least well person, we are caring for [loving] everyone in our society.

Side note: The essays that resonated with me were: 

  • Quiet, Stillness, and Longing to Be Free
  • Wrestling till Dawn: On Becoming an Intellectual in the Age of Toni Morrison
  • Remaking the Everyday: The Interior Worlds of Kathleen Collins’s Fiction and Film 
  • Textual Healing: Claiming Black Women’s Bodies, the Erotic, and Resistance in Contemporary Novels of Slavery
  • That The Mothers May Soar
  • At Last …?

Read any books lately? Which ones sparked your joy?