At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and listen or read along while they share their experiences, challenges, insights and advice.
KYLIE PAATSCH INTERVIEW
“I believe everything rises and falls with leadership.
If you can’t get that right the rest won’t work as well as it could.”
From Banking to Travel, Kylie Paatsch has never been afraid to take the plunge when it comes to new opportunities and challenges. Her passion for coaching individuals and teams has taken her through multiple levels of management, forging the path to her own business Kylie Paatsch Leadership
Carole recently caught up with Kylie to discuss her biggest challenges in business, including breaking down stereotypes as a working and travelling mother, navigating the business world with ADHD, along with Kylie’s invaluable leadership tips.
Hit play to listen to the podcast below, this is one you won’t want to miss!
GET TO KNOW KYLIE IN HER OWN WORDS
Curious is one description of me that always comes up. I’m also playful by nature. Being purposeful is also really important to me. There needs to be some sort of impact, outcome or being connected to something.
CAREER PATH
When I left school I went straight into the Banking and Finance industry. I actually studied it for a while. I didn’t love it but it was easy to find work in that industry and good for career progression. I didn’t enjoy working in that field so I went travelling and eventually decided I wanted a career in the travel industry.
I worked in the industry for a really long time and ended up in leadership positions through Flight Centre. I’m truely grateful for the opportunities I had through Flight Centre. The organisation suited my personality and the way I approach things. Some people walk slowly to the edge where as I tend to jump straight of the cliff, hit the water and then wonder what I’ve done! Flight Centre was wonderful because they took the approach of “you’ll be ready for that next thing now” when I thought I wasn’t really ready. I worked my way through team leader, general manager and then the national leader. About 3-4 months before covid hit I took the plunge and went out on my own. Both my parents had their own businesses and there was always something there that I wanted to have a go at running my own business. I finally took the leap. It’s been a bit over 4 years since I’ve had my own business and it has gone so quickly!
CAREER CHALLENGES
I am neurodivergent with ADHD. In the banking industry and even now on my own I have a different way of processing information, learning and being engaged and that can be a little challenging. Being out on my own in my own business it’s great because I can make it work for me. When you work within an organisation it can be challenging because you have to work how they choose to operate. I’m really proud that I’ve been able to work my way around this throughout my career.
Being a female and really wanting to progress in my career, there’s so many challenges that have come from this. Even recently in my own business, when I put proposals in and I’m up against males who may not have the experience that I do and they still get the job. This can be a little disheartening at times.
Breaking down some of the stereotypes as a working mother has also been challenging. With my previous role I was on a plane travelling at least 3 out of the 4 weeks and my husband and I juggled this with our twin boys. People would ask how I could leave my kids and how selfish I was to have a career. My kids are now 16 and very grounded, confident, well rounded young men. It was a big challenge navigating those stereotypes and knowing that you’re being judged. People would ask “how is my husband coping?” while I was away, and that was also insulting to him. If the roles were reversed it wouldn’t be an issue.
MANAGING WORK-LIFE BALANCE
I got better at work life balance over the years. Early on I wasn’t so great at it and I had a pattern of working really hard, juggling lots of things and then hitting burn out. This became a pattern for quite some time. I had a bit of a life changing moment. I fainted in front of a group of 140 leaders one time overseas and one time at home as a result of burnout. It blew up into a panic attack and that was a big wakeup call to take care of myself first or I would be no good to my teams, my husband or myself! This was really a turning point for me and I started to work on finding that balance. I now like to look at it in terms of priorities and broke my life up into 4 areas – myself, my family, my work and other. I would allocate what percentage of time I was prepared to spend on each of those areas. I started to be really intentional with that which led me to coming up with a daily routine I’ve been practicing for 14 years – meditation, breath work and yoga everyday along with some cardio. This also helps with my ADHD.
HOW KYLIE MAKES A DIFFERENCE
I like to say that I specialise in leadership, teams and culture. I work a lot in corporate. My clients have been varied including large organisations such as Qantas and the Commonwealth Bank. I also work with small and medium businesses and I like the variety. I run a lot of leadership development programs and a lot with executive teams – high performing successful teams. They are 3 areas that I’m passionate about. I believe everything rises and falls with leadership. If you can’t get that right the rest doesn’t work as well as it could. Leadership is a craft I’ve been involved in for 2 decades and having worked at virtually every level of leadership, I know what it’s like to work in someone else’s shoes. That’s a unique position to be in.
COACHING AS A LEADER VS COMMANDING AS A LEADER
I am really passionate about leaders taking a coaching like approach to their leadership. When you take this approach you have this mind set that is about being curious, helping people learn, develop and grow. Taking a group or individual from where they are now, to where the could be should be or want to be. Come into with kindness, curiousity and empathy. But also calling out limits and barriers that get in the way. Asking lots of really great questions that help solve problems. It’s a collaborative style of leadership. Post Covid things are so different. Some people want to return to work, some don’t. We now have 5 generations working in the workforce all operating differently. It’s a much more empowering and autonomous way to lead others. That is what newer generations coming in want. It’s a really nice balance to leadership.
TIPS FOR EMERGING LEADERS
In order to lead or coach someone you’ve got to be really clear on what is important to you, what you stand for and what style you want to bring. It’s difficult to lead, coach and develop others unless you know this. When you’re clear on that, other people trust you and you trust yourself.
Don’t wait for it to happen. Be really proactive and seek mentors. Having your own personal board. Imagine a boardroom table with individuals who will help you with different areas of your business or leadership.
POSITIVE RESULTS ON THIS STYLE OF LEADERSHIP
This leadership style has shown proven increases in engagement, and recent surveys I’ve completed have increased engagement by 10%.
People feel seen, heard and understood so it’s natural they’ll see more productivity and results. From my own personal experience and looking at myself before and after this approach, I’ve doubled the results I was able to achieve with my teams. It can take a little longer with profitability results but the increase will be sustainable. It also has a flow on affect from leaders to teams through to their customers.
BIGGEST SOURCE OF MOTIVATION
People! I get inspired and engaged when I’m around people. This is something I realised more that ever during covid.
Several studies have identified employee engagement as a critical success factor for organisations. And it makes perfect sense – when employees feel valued and enjoy their work and colleagues, they’ll go the extra mile. But, with increasingly diverse workforces, how can employers tap into what appeals to different individuals to create environments that work for everyone?
The Herrmann Whole Brain® Thinking model offers organisations a means to understand and leverage neurodiversity in the workplace. It promotes diversity, inclusion and belonging, facilitates effective communication and collaboration, and provides opportunities for professional development. By leveraging the benefits of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. As Michael Morgan, CEO of Herrmann Asia says, “It’s taking the Whole Brain® Model that sits behind the HBDI® and using that as a lens to look at the world.”
Why Employee Engagement Matters
A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Comparing top- and bottom-quartile business units and teams, they found those with engaged employees had the following differences in business outcomes:
81% less absenteeism
18% higher turnover for high-turnover organisations
43% higher turnover for low-turnover organisations
28% less shrinkage (theft)
64% fewer safety incidents (accidents)
41% fewer quality defects
10% higher customer loyalty/engagement
18% higher productivity (sales)
23% higher profitability
Additionally, Gallup’s research confirmed that engaged employees were less likely to look for work elsewhere, thereby improving retention rates. Interestingly, while a further study in 2022 found that global engagement had increased to a record 23%, they found that half of all employees were still either actively or passively looking for new work opportunities. This later study quantified engagement as having almost four times the influence on employee stress as work location. We at Carole Cooper Consultingbelieve leaders cannot afford to ignore that.
What is Whole Brain® Thinking?
The Herrmann Whole Brain® Thinking model was developed by William “Ned” Herrmann while he was responsible for management education at General Electric. According to the model, individuals have different thinking preferences, which dictate how they process information and their preference for tasks and work environments. Herrmann then developed the Herrmann Brain Dominance Instrument® (HBDI®) as a system to measure and describe people’s thinking preferences or cognitive styles.
The HBDI categorises individuals into four quadrants: A (blue quadrant), B (green quadrant), C (red quadrant), and D (yellow quadrant). Leveraging the full range of these thinking preferences is essential to optimise individual and team performance.
Quadrant A: Analytical thinking — Individuals who prefer this quadrant are logical, fact-focused, and tend to analyse information critically. They excel in problem-solving and structured tasks.
Quadrant B: Practical thinking — individuals who prefer this quadrant value application and practicality. They are action-oriented, prefer to focus on solutions and excel in hands-on tasks.
Quadrant C: Relational thinking — Individuals who prefer this quadrant value interpersonal relationships, emotional intelligence, and collaboration. They excel in team settings and thrive in social interactions.
Quadrant D: Experimental thinking—Individuals who prefer this quadrant are intuitive, creative, and innovative. They thrive in environments where they can explore possibilities and envision future outcomes.
Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement using a seven-pronged approach. These are just a few of the benefits of Whole Brain® Thinking.
1 | Aligning Work with Thinking Preferences
Individuals almost always have a dominant thinking preference, but they may still be capable of subjugating their natural preference to fit a prevailing culture. They might not even know they are doing it, and as a result, they experience extreme frustration and unhappiness. It’s therefore essential to perform Brain Dominance Assessments, i.e. HBDI assessments, under the guidance of a Herrmann-certified practitioner, such as Carole Cooper Consulting.
By understanding team members’ thinking preferences, we can help organisations align tasks and responsibilities based on individual strengths, fostering a sense of purpose and engagement. For example, individuals who prefer quadrant A thinking may excel in analytical tasks, such as data analysis or financial modelling. Individuals who prefer quadrant C thinking may thrive in team settings and collaborative projects because of their high emotional intelligence.
Providing individuals with opportunities to work on tasks in settings that suit their preferred thinking mode will enhance their engagement and job satisfaction. Over time, this approach can create a workplace culture that values and leverages its employees’ diverse strengths, enhancing both engagement and performance.
2 | Creating Diverse and Inclusive Teams
Research by the Boston Consulting Group has found that diverse teams are almost twice as innovative as non-diverse teams. By embracing diversity, Carole Cooper Consulting helps organisations tap into a broader range of ideas and viewpoints, leading to more creativity, innovation, and better decision-making. But experienced leaders will know that getting people with different perspectives, backgrounds, values, and skills to work together isn’t easy.
Whole Brain® Thinking can be instrumental in supporting Diversity, Equity, and Inclusion (DEI) initiatives and building diverse teams in several ways:
Understanding Cognitive Diversity: HBDI assessments provide insights into individuals’ thinking preferences and cognitive styles. By understanding the diversity of thought within a team or organisation, leaders can leverage the perspectives offered by neurodiversity in the workplace to solve complex problems and make more inclusive decisions. This understanding promotes the emotional intelligence necessary to value and integrate diverse ways of thinking, not just demographic diversity.
Breaking Down Communication Barriers:Whole Brain® Thinking encourages individuals to recognise and appreciate different communication styles and preferences. HBDI workshops can lead to more effective communication and collaboration across diverse teams as members become more adept at expressing themselves in ways that resonate with others who may think differently.
Enhancing Problem-Solving Abilities: Diversity in thought processes can lead to more innovative and creative solutions to challenges. When teams reflect neurodiversity in the workplace, bringing together individuals with diverse cognitive preferences, they can approach problems from multiple angles, leading to creativity and innovation that results in richer and more robust solutions.
Creating Inclusive Work Environments: DEI initiatives aim to create environments where all individuals feel valued and included. Whole Brain® Thinking can support these efforts by fostering an environment where individuals are encouraged to express their unique perspectives without fear of judgment. This can help mitigate biases and create a culture where everyone’s contributions are respected.
Improving Employee Engagement and Retention: When employees feel that their unique perspectives are valued and their voices are heard, they are more likely to be engaged and committed to their work. By embracing cognitive diversity through Whole Brain® Thinking, organisations can create an inclusive culture where all employees feel respected and supported, increasing employee satisfaction and retention.
By embracing cognitive diversity, organisations can position themselves for long-term success in an increasingly complex and interconnected world through increased team effectiveness. Additionally, diverse teams can provide a richer learning experience, promoting personal and professional growth for employees.
3 | Effective Communication
Effective communication is vital for employee engagement, high-performing teams, and high-performing organisations. In fact, lack of communication is the #1 complaint we receive from team members. Clear and transparent communication ensures employees understand their roles, goals, and expectations. It also creates a sense of trust and openness, enabling employees to voice their opinions and concerns without fear of reprisal.
Carole Cooper Consulting leverages Whole Brain® Thinking to help organisations communicate more effectively and engage employees. By understanding team members’ cognitive preferences, leaders can tailor their communication strategies to resonate with diverse audiences. For example, individuals with a preference for analytical thinking may prefer data-driven communication, while those with a preference for relational thinking may respond better to stories and anecdotes.
By incorporating insights from Whole Brain® Thinking, leaders can encourage employees to adapt their communication styles to better connect with colleagues who may think differently. Effective communication is essential for problem-solving so that all employees can contribute their ideas and perspectives and problems can be approached from multiple angles. When diverse voices are heard and valued, a more inclusive and equitable work environment is created.
Whole Brain® Thinking also encourages leaders to solicit feedback and input from all team members, creating a sense of ownership and empowerment. This can increase employee satisfaction, motivation, and commitment to organisational goals.
4 | Professional Development and Growth Opportunities
This study published in Frontiers in Psychology exposed the positive relationship between providing growth opportunities and enhancing employee engagement. Employees are more likely to be engaged when they have professional development and growth opportunities. We can use Whole Brain® Thinking to enhance professional development and growth opportunities for individuals within organisations in the following ways:
Identifying Strengths and Development Areas: By understanding their strengths and areas for development, employees and their managers can make more informed decisions about their professional development goals and focus areas.
Tailoring Learning and Development Initiatives: Knowing employees’ cognitive preferences allows tailored learning and development initiatives that meet individual needs. For example, individuals with a preference for analytical thinking may benefit from data analysis training, while those with a preference for relational thinking may excel in interpersonal skills workshops.
Promoting Cross-Training and Skill Diversification: We can leverage Whole Brain® Thinking by promoting cross-training initiatives that allow employees to learn from colleagues with diverse cognitive preferences. This not only enhances individual skill diversification but also fosters collaboration, team effectiveness and knowledge-sharing across teams.
Facilitating Career Progression: Employees who actively engage in Whole Brain® Thinking and embrace diverse perspectives are better positioned for career advancement. By demonstrating their ability to adapt to different situations and collaborate effectively with colleagues, individuals can stand out as valuable contributors within their organisations.
Creating a Culture of Continuous Learning: Organisations that promote Whole Brain® Thinking foster a culture of continuous learning and improvement, where employees are encouraged to take ownership of their professional development journey. This not only benefits individual employees’ creativity and innovation but also contributes to the organisation’s overall success and resilience.
5 | Recognition and Rewards
Recognition and rewards are powerful motivators that can significantly enhance employee engagement. When employees feel appreciated and rewarded for their contributions, they are more likely to be engaged and committed to the organisation. Whole Brain® Thinking can help organisations set meaningful rewards and recognition systems that promote employee engagement by considering their workforce’s diverse preferences and motivations. Here’s how:
Understanding Individual Motivations: Organisations can tailor their rewards and recognition systems to align with employees’ preferences by understanding what drives each individual. For example, individuals who prefer analytical thinking may value rewards based on objective metrics and performance indicators, while those who prefer relational thinking may appreciate recognition for their contributions to team collaboration and cohesion.
Offering Varied Incentives:Whole Brain® Thinking encourages organisations to offer a variety of incentives that appeal to different cognitive preferences. This ensures that rewards and recognition programs are inclusive and resonate with all employees. For example, organisations may offer monetary bonuses for achieving specific targets, public recognition for outstanding teamwork, and professional development and growth opportunities.
Promoting Team-Based Recognition:Whole Brain® Thinking emphasises the importance of collaboration and teamwork. Organisations can leverage this by incorporating team-based recognition initiatives into their rewards programs. By recognising and rewarding teams for their collective achievements, organisations foster a culture of collaboration and mutual support, leading to higher levels of team effectiveness, employee engagement and satisfaction.
Encouraging Peer-to-Peer Recognition:Whole Brain® Thinking encourages employees to appreciate and value their colleagues’ contributions. Peer-to-peer recognition programs where employees can nominate and acknowledge their peers for their contributions can harness this. Peer-to-peer recognition not only fosters a sense of camaraderie and teamwork but also promotes a culture of appreciation and gratitude.
Providing Opportunities for Personal Growth: Whole Brain® Thinking emphasises the importance of personal growth and development. Organisations can enhance their rewards and recognition systems by offering opportunities for employees to pursue their interests, develop new skills, and advance their careers. This may include funding for further education and training, mentorship programs, or leadership development initiatives.
6 | Supportive Leadership Practices
Leaders play a pivotal role in fostering employee engagement. Supportive leadership practices, such as regular feedback, coaching, and mentoring, create a nurturing environment where employees feel supported and empowered. Whole Brain® Thinking allows leaders to adapt their support to individuals based on their cognitive preferences. This encourages autonomy and decision-making, allowing employees to take ownership of their work and contribute to the organisation’s success. By delegating responsibilities and trusting employees to make decisions, managers can foster a sense of ownership and empowerment, enhancing engagement.
7 | Aligning Organisational Values and Culture
The alignment of organisational values and culture is crucial for employee engagement. When employees feel that their personal values and beliefs align with those of the organisation, they are more likely to be engaged and committed. Whole Brain® Thinking can be instrumental in aligning organisational values and culture by:
Identifying Core Values:Whole Brain® Thinking assessments can help organisations identify their core values by understanding their employees’ preferences and priorities. By considering diverse perspectives, organisations can develop values that resonate with all workforce members, promoting a sense of belonging and shared purpose.
Communicating Values Effectively:Whole Brain® Thinking encourages organisations to communicate their values in ways that resonate with diverse audiences. For example, organisations can use a combination of analytical data, emotional appeals, storytelling, and collaborative discussions to convey their values and foster buy-in from employees with different cognitive preferences.
Embedding Values in Organisational Practices:Whole Brain® Thinking can help organisations embed their values in various aspects of organisational practices, including decision-making processes, performance evaluations, and employee development initiatives. By aligning organisational practices with core values, organisations can reinforce desired behaviours and promote a culture of integrity, accountability, and respect.
Promoting Inclusive Leadership:Whole Brain® Thinking encourages inclusive leadership practices that value and leverage diverse perspectives. Leaders who embrace Whole Brain® Thinking are more likely to solicit input from all team members, consider multiple viewpoints when making decisions, and foster a culture of open communication and collaboration. This promotes trust, transparency, and empowerment within the organisation.
Facilitating Cultural Change:Whole Brain® Thinking can help organisations navigate cultural change by understanding how different cognitive preferences may influence resistance or acceptance of change initiatives. By addressing potential barriers and leveraging diverse perspectives, organisations can facilitate cultural change efforts more effectively and ensure alignment with core values and strategic objectives.
Building a Resilient Culture:Whole Brain® Thinking promotes adaptability, emotional intelligence, and flexibility, which are essential for building a resilient organisational culture. By embracing diverse perspectives and encouraging experimentation and innovation, organisations can navigate challenges and seize opportunities more effectively, reinforcing their core values and driving sustainable growth.
Conclusion
Employee engagement is a critical factor in the success of organisations. By leveraging the concept of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. Understanding the individual preferences of employees, promoting diversity and inclusion, facilitating effective communication and collaboration, providing professional development opportunities, recognising and rewarding achievements, fostering supportive leadership practices, and aligning organisational values and culture are key strategies to enhance employee engagement.
By implementing these strategies, organisations can create a culture of engagement where employees feel valued, empowered, and inspired to contribute their best to the organisation’s success.
To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following:
Do we need an annual reminder to do something we should be doing every day?
Looking at the results of the first State of the Nation Report into social connection, from Ending Loneliness Together, yes. One in three Australians feel lonely, and one in six report severe, debilitating loneliness. And the demographics are frightening – people aged between 18-24 and 45-54 are the most likely to feel lonely. These are people actively in the workforce, interacting with others daily.
Striking the right balance between being approachable and maintaining authority can be challenging, yet it’s essential for cultivating a thriving workplace culture. And a healthy society.
Leadership isn’t about creating the illusion of a family. It’s about recognizing employees as real people and integral parts of a community in a way that’s authentic to you. So consider the following:
1. **The Engager**: If you’re naturally outgoing and enjoy interacting with your team, prioritize small group discussions or informal coffee breaks where everyone has a chance to share updates, ideas, or even personal stories. This approach fosters camaraderie and builds trust organically.
2. **The Listener**: For leaders who excel in listening, schedule regular one-on-one check-ins with team members. These sessions provide a safe space for employees to express concerns, share achievements, and feel valued individually.
3. **The Facilitator**: As a facilitator, leverage team-building activities or collaborative projects that encourage cross-departmental interactions. Whether it’s a volunteer initiative or a creative brainstorming session, these opportunities promote teamwork and solidarity.
4. **The Mentor**: Embrace mentorship programs where seasoned employees can guide and support newer team members. Mentorship enhances professional development and fosters a sense of belonging and mentor-mentee bond.
5. **The Advocate**: As an advocate for employee well-being, prioritize initiatives that promote work-life balance and mental health awareness. Encourage breaks, offer flexible scheduling options, and provide access to resources that support holistic wellness.
Remember, authentic appreciation doesn’t require grand gestures or elaborate events. It’s about fostering genuine connections through everyday interactions, human to human, beyond hierarchical boundaries.
Let’s commit to building cultures of care and compassion, not just on designated appreciation days but every single day.
A few months back, a frustrated employee asked me, “Why do they feel it’s okay to give me a bad manager?”
Isn’t that a compelling question?
As leaders, we have high expectations of employees. But how consciously do we think about the culture we create for them by appointing people to management positions they’re not equipped for? And how willing are we to address the unhappiness they cause, especially when they’re otherwise getting results?
I’m introducing a #ceopledge to our executive coaching curriculum this year. The idea comes from a post by BrettFox, whose fabulous (abbreviated) example is as follows.
I, your CEO, pledge to:
1. Be fair.
I know it’s annoying when someone gets preferential treatment. Due to different perspectives or even different conditions, it might not always be possible (or desirable) to always treat everyone exactly the same way. But I will do everything I can to be fair.
2. Be transparent.
You have a right to know what’s happening in the company because you depend on us for your livelihood. I will tell you everything (except the stuff that, for lots of reasons, has to remain confidential).
3. Provide a healthy workplace.
A bad work environment steeped in fear doesn’t allow you or us to thrive. We want the workplace to be an enjoyable place to be. (This doesn’t mean we don’t have high expectations for you, too.)
4. Not allow mediocrity into the organization.
Our standards are really high, that’s why we enjoy working with you. It’s demoralizing working with people that aren’t carrying their weight. I will address non-performance when I see it.
5. Give you the freedom to be creative.
I know you have ideas for improving the company, new products, and new systems. I will ensure you are heard.
6. Continue teaching and training you.
We have an obligation to you and our company to give you the tools to succeed. We need you to have the skills necessary to help us grow.
7. Pay you a fair wage.
We understand we need to be competitive to retain you. We don’t want you looking for a new job. It’s costly to replace great people like you. We also pledge to rectify any salary inequities that occur.
8. Promote from within whenever possible.
You’re ambitious, and you want to continue growing. We know you and like working with you. There’s nothing more gratifying than being able to promote you.
9. Not to tolerate jerks.
Yes, we know about the really smart person you are working with. He’s brilliant, but he’s causing great harm to the company despite all his skills. We know that, and we’ll address it.
Storytelling has been with us since the beginning of humankind. Narrative is one of the most powerful tools we have to inspire, teach and connect with others. But in my experience, it needs to be better utilised by P&C leaders. We tend to favour more easily measurable activities. Numbers and statistics have their place, of course. But they don’t captivate and engage an audience like a good story does. So how can we use storytelling in business to better effect in our organisations?
Storytelling Affects Our Brain Chemistry
Firstly, it’s helpful to understand why oral storytelling remains relevant in today’s world. Many of us will remember childhood stories narrated by those who cared most for us. In my family, we fondly remember my mom’s frequent response, “Now that’s another story”. And today, biological studies provide us with an explanation for why we have this connection.
Research shows that stories activate listeners’ brains’ auditory and left temporal (language) cortices. In some cases, our brain activity actively mirrors that of the storyteller. In a fashion, we share their experiences and emotions – the “surrogate experience”. Furthermore, we are prompted to secrete oxytocin, the bonding hormone.
These chemical reactions are what motivate us to care about the people involved. In the workplace, this translates to greater empathy and compassion for our colleagues. It makes us more willing to work with them and display other positive social behaviour.
The following are three suggestions for incorporating storytelling into your P&C leadership practice.
1. Use Your Story to Lead with Impact
Consider some of the people you admire and wish to emulate. Are there any who won your admiration without sharing their story? I think you’ll find they’re in the minority.
A personal story explaining your “why” can take your audience on an emotional journey. Allowing others to connect with us at this level empowers and inspires them to act as we would. However, learning how to share our stories takes preparation and practice.
International storytelling workshop facilitator Robyn Shumer shares these steps;
Step 1: Create a strong and engaging opening.
It’s essential to engage your audience right from the start. For example, an opener that shocks or surprises can do the trick. Or try asking a question that will hook them, such as “Can you imagine…”.
Step 2: Gather content.
Research your content. Use sticky notes to collect and organize the concepts.
Step 3: Eliminate the noise.
Review your concepts and cherry-pick the key elements. Eliminate unnecessary “noise” that may distract from the message you want to deliver.
Step 4: Incorporate multi-sensory augmentation.
Draw your listeners in by appealing to all their senses. Describe what things look, feel, sound, and taste like.
Step 5: Consider your end.
What do you want your listeners to do with your story? For it to have an impact, make sure they understand the “call to action”.
2. Create Organisational Storytellers
Organisational storytelling is an invaluable tool in building and sustaining company culture. It captures the critical events and decisions that impact people and makes your culture unique. And in doing so, it informs internal and external stakeholders who you are.
Increasingly, prospective employees are looking beyond the official company line. The popularity of platforms like Glassdoor points to this. P&C leaders need to help cultivate organisational stories that attract desirable talent. And have an ear to the ground for developing stories that indicate intervention is required.
A compelling, consistent, representative organisational story must be compiled from multiple perspectives. You should gather contributions from different departments and all levels of the organisation. In doing so, consider the following;
Active listening
Active listening means listening without judgement and preconceptions. For example, are employees relating different stories to those told by leadership? Why? What’s keeping those stories alive?
Active communication
Step away from passive communication tools like email. We naturally use stories when we converse face to face.
Active forums
Create the space, time and opportunity for organisational storytelling to emerge. Storytelling town halls, for example, can be better than static stories recorded on a company intranet.
3. Empowering Others to Tell Their Stories
Stories offer a powerful way of perspective sharing. As a universal human experience, they can be particularly valuable in addressing diversity. For example, a 2014 study by Lindsey, King, Helb and Levine found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.”
It used to be considered unprofessional to share personal stories at work. This is changing, however. Storytelling for business is fast becoming an important part of our toolkit. Personal stories can help explain our context. Like why we may think and respond differently from others. Or explain activities that don’t always make sense to our colleagues.
Everybody has a story, but we often don’t consider our stories valuable. To help people share their stories, Rezvani and Gordon, recommend the following;
Establish A Beginner’s Mindset
Forget what you think you know about the storyteller and actively listen.
Offer Empathy and Warmth
Receive stories with empathy and warmth regardless of whether or not you can relate to their experiences.
Don’t “Over-Verify”
Never demand that storytellers provide evidence to support their stories. And don’t expect them to answer questions – ask permission for follow-up and respect the reply.
Express Thanks
Always make a point of thanking people for sharing their stories.
Check-in
No one should feel pressured to share their story. And when they choose to do so, they should trust those they share it with. Continually check-in that the space you’ve created is psychologically safe.
A Final Note on Story Stewardship
In her “Atlas of the Heart”, Brené Brown introduces the concept of story stewardship. It’s the practice of honouring the value of stories – our own, as much as those of others. She cautions us against telling our story before we’re ready to own it. In Brown’s view, we only truly own our story when our well-being is not dependent on the listener’s response.
We dishonour the stories shared with us when we tap out or take over. Tapping out when we’re disinterested or feeling uncomfortable shuts down the storyteller. Even the subtlest body language can provide feedback that their story is unwelcome. And when we overly identify with a story or don’t believe the storyteller, we risk taking over their narrative. By imposing our perception of events, we diminish the storyteller’s experience.
Storytelling can be a valuable arrow in the P&C quiver. Contact me if you’d like to understand more about making it part of your leadership practice.
We don’t pull into traffic without checking our blind spot. And the same is true of good leaders regarding blind spots in their leadership practice. They hone their leadership skills by continuously seeking feedback.
In self-development terms, our blind spot is what others know about us that we don’t. (The upper right quadrant of the Johari Window.) So feedback from our team members is essential to develop our self-awareness as leaders.
Open-Ended Questions Provide Quality Feedback
I prefer to avoid formats that rate subjects or provide tick-box answers. Instead, open-ended questions encourage thoughtful and detailed responses. Which, in turn, encourages greater engagement by the recipient.
When designing your questions, consider what you want out of the process. Here are my 9 favourite questions I use to solicit feedback from team members:
What do you think my strengths are as a leader?
What ways do you think I could improve my leadership style?
How can I make myself more approachable/open to feedback?
How do you think I can better support the team?
Are there any actions or decisions I’ve made that you would have handled differently? If so, what could I have done differently?
Are there areas where I can provide more guidance and direction to the team?
How do you feel about the team’s morale and engagement? Are there any specific issues that need to be addressed?
What do you think is the most important thing for me to focus on as a leader moving forward?
Is there anything else you’d like to share with me about my leadership style?
Receiving Feedback
Receiving and acting on feedback can be challenging, especially it’s when negative. But a poor reaction could harm the psychological safety of your team. So preparing to receive feedback is as important as asking for it. Keep in mind the following:
Be gracious – the process is working if you learn things that make you uncomfortable. Be accepting and appreciative if you want people to continue being honest.
Acknowledge/Act – be seen to act on or acknowledge feedback. Your team will be waiting.
Reciprocate – if you’re asking your team for feedback, you should do the same for them.
Lead by example – feedback shouldn’t be an isolated process. Create a learning culture where mistakes are regarded as opportunities to grow. Set an example by sharing your challenges and owning your mistakes.
Consider coaching – coaching can provide a safe and supportive space to process feedback. It can also help identify the most critical areas for improvement, set realistic and achievable goals, and develop action plans to implement the feedback.
Do it right, and feedback will enhance your self-awareness, confidence, and leadership skills. And ultimately increase your value to your team and organization.
I recently read how Toy Story came about because early computer animation made everything look plastic-like. While others asked how to improve the technology, the Pixar team posed a different question. What subject matter lent itself to the medium as it was?
Asking the right questions is a critical skill for leaders to develop. Better questions lead to deeper insights and expose new possibilities. Here’s what I advise clients.
1. Develop a Curious Mindset
A curious mindset involves being open to new ideas, perspectives and experiences. Cultivate yours by seeking out new experiences, books, and people. Challenge your assumptions and expose yourself to different ideas. Experiment with new ways of doing things and learn from the results.
2. Overcome the Fear of Vulnerability
Don’t avoid asking questions that expose your lack of expertise. Acknowledging you don’t know everything can help build trust and credibility. View questions as a way to grow, not a weakness. And model vulnerability by sharing your own challenges. It will help to foster a culture of openness and honesty.
3. Trust the Process
Focus on the process rather than the outcome. Instead of worrying about whether your questions are perfect, focus on the act of questioning itself. Embrace the learning opportunity even if your questions don’t lead to the answers you were expecting.
4. Proactively Manage Time Constraints
Don’t be pressured to bypass meaningful dialogue to keep up with the pace of business. Instead, prioritize questioning daily by incorporating it into existing processes. Dedicate time for team meetings or one-on-one conversations. Over time, you’ll create a culture that values curiosity and learning.
5. Ensure Psychological Safety
People won’t share their thoughts if they don’t trust their leaders. Never force or intimidate people into participating in dialogue. Demonstrate empathy rather than judgement so people feel safe sharing diverse ideas and perspectives. And provide feedback and recognition for their contributions.
6. Practice Mindfulness and Reflection
Be mindful during conversations by focusing on active listening. This means fully engaging with the person you are speaking with. Pay attention to their body language and tone of voice, and ask follow-up questions. Finally, reflect on the conversation and your questions, identifying areas for improvement.
7. Seek Feedback and Continuous Improvement
Ask team members to evaluate your questioning skills. Encourage them to be honest and specific. Then, apply the insights to your future questioning strategies. And take advantage of any learning opportunities on effective communication. Maybe find a mentor who can provide guidance and support.
This is the primary concern clients share with me when we talk about DEI. And I like to address it by focusing on belonging.
Belonging is one’s perception of acceptance within the work environment. I like it because it prioritizes the comfort experienced in an inclusive workplace – for everyone.
Inclusion vs. Belonging
Inclusion is about ensuring equal access to opportunities and resources in an organization.
Belonging goes beyond this. It’s about being valued and involved – not just present or invited. About having influence – not just a seat at the table. And about being celebrated and supported rather than tolerated or accepted.
Inclusion is typically focused on external factors, such as policies and representation. In contrast, belonging encompasses internal aspects, such as psychological safety and shared values. It can help resolve the deeper systemic issues hindering an organization.
Belonging also shifts focus from a collective to an individualistic perspective. So individuals themselves decide the success of interventions. And have greater accountability for their design. Such activities enrich inclusion activities. So, for example, we don’t just hire diverse candidates. We ensure their smooth onboarding and provide mentors and buddies, regular feedback, and career development opportunities. Instead of just offering diversity training, we create spaces for employee dialogue.
Measuring Belonging
Belonging is a subjective and emotional experience. It is based on people’s feelings, not just what they do or have. It’s also dynamic and contextual, varying on the situation, group, and individual. So it requires regular, qualitative measurement.
I usually include belonging as part of a comprehensive culture survey. But for a standalone assessment, Harvard’s 2019 10-Question Belonging survey is an excellent place to start.
Is Belonging Just Pandering?
Recently, belonging has received some bad press. Particularly in response to Uber’s now infamous “Don’t call me Karin” sessions. Critics say the approach hasn’t helped shift power away from privileged policymakers. Instead, it has allowed non-marginalized individuals to co-opt the process. (In Uber’s case, for White women to “play the victim”.)
But DEI has always required practitioners to walk a fine line. Of course, we must work with existing power structures without allowing them to undermine our efforts. But the idea that only specific individuals can validly be part of the conversation is crazy. We can’t allow DEI to become a zero-sum game.
As anyone who knows me will confirm, I’m unashamedly a foodie – love eating it, cooking it, and gifting it. So I was delighted to learn about Haversack Hampers, a local business-for-good founded by Jason de Souza. While I’ve never met Jason, he seemed to epitomise the spirit of Ubuntu – a South African word best translated as “I am because you are”.
I wanted to know more about what drove him to build a business that gives 100% of its profits to charity. And he very graciously agreed to let me have someone interview him. The title of this post is a direct quote from Jason. Here’s what else we learnt.
Q: What prompted you to start Haversack?
Financially speaking, I’m comfortable – I have a nice house in a leafy Brisbane suburb. But drive ten minutes from my home, and people are struggling. I felt I needed to do what I could to help. I knew how to run a business, so the idea of a business-for-good made sense. I still run my technology company, Kludde Technology. But it’s well-established, which allows me time for Haversack.
Note from Carole: We subsequently learnt that Kludde is the ANZ business partner for TheReceptionist’s visitor management system. This Denver-based company is built on an #employeesupremacy philosophy, and we hope to take a closer look at that soon.
Q: And why a food business? Is that a passion of yours?
Of course, I like nice food and sourcing the contents for our hampers has been fun. But it’s more than that – I think food allows us to build communities. All over the world, different cultures come together over food. It’s something we should pay more attention to.
Q: Currently, Haversack’s profits go to the YMCA’s Schools’ Breakfast Program. Is student nutrition still an issue in a first-world country like Australia?
I think so, yes. In Queensland alone, the YMCA runs its program at 165 schools. But the “allusion of prosperity” is a global issue – you find homeless people living on the pavements in LA in front of fancy tech campuses, for example. You just have to scratch the surface.
The current cost of living crisis obviously makes things worse. But with children arriving at school hungry, it’s not just about affordability. It can also be a case of neglect or abuse. Sometimes the parents are shift workers, say, who just can’t be there to get the kids sorted. If these children are given a chance to achieve something at school, they may go on to succeed in life, perhaps breaking the cycle of deprivation.
Q: In your opinion, what should organisations look for in a charity if they want to contribute?
I think the important thing to remember is that giving doesn’t need to be financial. You can still do a lot without money. For example, you could pick up litter in a park near your offices. Or allow employees to volunteer during office hours – that will mean more for them and the non-profits. I believe giving should “hurt a little”. I personally spend five business hours each Friday volunteering for Communify QLD. It would have been too easy just to do it in my spare time. And my clients love that I do that.
Q: Do you have any funny or interesting stories you can tell us about the people who receive hampers? Or maybe the producers?
Well, I get to be Santa Claus every time I deliver a Hamper! I love talking to people. Most Sundays, I’ll take a chair to the Botanical Gardens and land up having amazing conversations with random people I may never see again. But no, I don’t feel comfortable talking about other people’s experiences – I need to treat that as confidential.
I will say we need to talk to each other more, though. We’ve created this world where kids are taught about “stranger danger”, but in reality, abusers are typically known to their victims. It’s a little messed up.
Q: Have you noticed any change in people’s attitudes to each other since the pandemic? We hear of global shifts in how people regard race, for example.
Not really, no. I don’t watch mainstream news, so I’m not tuned into that kind of stuff. But I am seeing a reaction to the rising cost of living. People and businesses are taking strain, and it makes them very internally focused. I’d encourage them not to let themselves get negative. Be creative, give and show kindness. I do believe in karma.
Q: On the subject of karma, research shows that giving makes us happier than receiving. Specifically, “random acts of kindness”. Does giving make you happy?
Random acts of kindness – I like that. And absolutely! I get great personal fulfilment knowing I’ve helped someone.
Q: Finally, what does community mean to you? Is it broader than your immediate peer group, neighbours etc.?
Community, for me, is about connection, I think. We broaden our communities when we connect with people we wouldn’t interact with in the course of our everyday activities.
Haversack’s gorgeous jute haversacks are reusable and filled with the most delicious artisanal goodies sourced in Queensland. They’re hand-delivered in Brisbane within two hours of placing an order (Jason says this “overservice” generates the best word-of-mouth referrals.) And can be couriered countrywide. My clients and friends have loved receiving them!
I hope Jason’s words have inspired you the way they did us.
“I hope I leave New Zealanders with a belief that you can be kind but strong, empathetic but decisive, optimistic but focused. And that you can be your own kind of leader—one who knows when it’s time to go.” Humble words from a woman who attracted global admiration. I know I’m not alone in reflecting on Jacinda Ardern’s legacy.
Humility is often cited as a desirable leadership trait. In fact, it’s an attribute of Level 5 leaders in Jim Collins’ “Good to Great”. He regards it as impossible to shift to sustained excellence without it. But how actively do we recruit for humility? Or consciously build it into leadership development programmes?
Ardern Has Normalised “Feminine Competencies” in Leadership
I recently listed normalising diversity as one of my key focus areas for 2023. And, rightly or wrongly, we tend to assign skill sets to genders. Ardern’s leadership style incorporated many traditionally “feminine competencies”. By so doing, she has normalised these traits in the leadership arena. She’s proven concepts like kindness and empathy are not incompatible with competence.
We desperately need more role models who bring alternative and complementary skills to the table. So often, women are encouraged to “lean in” at work. But this risks steering them into the same old, well-worn leadership tracks. And we should be aiming for more.
Firstly, mimicry of typically “masculine competencies” seldom reflects authentically. And it usually leaves women feeling alienated, even traumatised. Finally, it denies our organisations (male colleagues included) access to a broader leadership toolkit.
These are some of my tips for changing the gender status quo of leadership competencies.
Tip #1: Don’t Mistake Confidence for Competence
We can be blinded by charisma if we’re too lazy to evaluate talent. We mistake arrogance for strength and confidence for competence. Yet, research shows women are more hesitant to acknowledge their competence and accomplishments. We need to factor this into our P&C processes.
Twenty years ago, Dunning and Ehrlinger’s work exposed a significant gender confidence gap. Their study found no difference in actual performance between genders. However, in self-assessing, men were routinely over-generous. Whereas women habitually underestimated themselves.
Even when men know their limitations, it doesn’t dent their confidence. Hewlett-Packard released reviews of its personnel records that demonstrated this. It found men applied for positions when they met just 60% of the criteria. But their female colleagues only applied if they met 100%.
A Possible Intervention: As part of our D&I strategy at Flight Centre, all senior positions were required to have a 50/50 gender ratio of applicants. If this didn’t occur naturally, the leader concerned had to ‘hunt’ to fill the gap. Additionally, our three-person interview panels had to have at least one woman. It was a policy that required me to hold my ground on more than one occasion. Especially in the beginning, when men were often awarded the positions because they applied for it. But the process resulted in more women being interviewed. That helped showcase talent across the business. And in the end, this led to more women in senior leadership positions.
Tip #2: Self-Awareness Trumps Self-Belief
Interestingly, the confidence gap between men and women narrows with age. Zenger Folkman’s research shows the disparity disappears in the mid-40s. And after 60, women overtake men. (Rightly so, when women were measured as more effective in 84% of leadership competencies!)
When we believe we already know the answers, we shut down discourse. Women’s early lack of confidence may help them develop valuable leadership capabilities. They may be more willing to seek and act on feedback. Thus, they are more likely to admit mistakes and apologise. And more likely to accept input and alternatives to their solutions. Such behaviour develops remarkable resilience over time. But it also helps includes others, giving them opportunities to shine.
Inclusive environments where employees feel valued generate returns for their organisations. In an international Catalyst survey (including Australia), workers report being;
More innovative, the more included they feel. And,
More willing to assist colleagues and achieve workplace goals.
A Possible Intervention: There’s another gap often apparent in organisations. The misalignment between what Boards and Executive teams believe their culture to be versus the reality their people experience. I’m a big proponent of culture audits. They can be a valuable exercise to pinpoint areas of intervention. And to select those that will yield the best return on investment.
I once worked with a Board that placed high importance on innovation. It was included in the company’s values. And significant incentives were in place to promote it. Yet, the pace of innovation had slowed significantly.
A culture audit quickly uncovered that employees didn’t feel safe making mistakes experimenting. There was such emphasis on success, they inferred failure would be ridiculed. Making the process and failures leading to the eventual successes visible helped change that. Furthermore, it led to discussions that generated improvements to the products being showcased—and strengthened inter-departmental relationships. It became more evident that each contributed valuable different skills and perspectives.
Tip #3: Reward Altruism, Not Self-Promotion
Humble leadership is also characterised by altruism – selfless concern for the greater good. Altruism is the opposite of personality disorders such as narcissism and psychopathy. But ironically, many of our leaders exhibit traits more aligned with these pathologies.
Narcissist self-interest and lack of empathy can be responsible for catastrophic corporate failures—for example, the Enron scandal of 2001. But pseudo-humility can also create a toxic environment in the workplace. This is when leaders purport to be humble but are really acting in their own interests. Our P&C processes must be able to discern the difference.
A meta-analysis led by Yale concludes that both intuitively and deliberately, women act more altruistically than men. Even those women that identify themselves as having more traditionally masculine traits such as dominance, power and independence. But the analysis also points out that women are expected to be more altruistic than men. And that society punishes them if they’re not. So imagine if we demanded altruism from all our leaders.
A Possible Intervention: We get what we measure. We can’t build a culture of altruism and still measure performance traditionally. So review your incentive structure through an “altruism lens”. Ensure there is recognition for decisions that serve broadly and long-term. And that people aren’t inadvertently penalised for not exhibiting self-promoting behaviour.
Altruism is closely associated with EQ. But, do your leaders have the tools to understand themselves and relate well to others? If not, how can they make decisions that benefit everyone? EQ assessments are a powerful way to increase self-awareness. And an excellent way to better understand your team or organisation.
A Final Word on Empathy and Trust
Occasionally I meet individuals who genuinely struggle with the concept of empathy. (Mostly men, but not exclusively so.) It’s something I promise can be improved with will and effort. But if this describes you, I’d like to suggest you lead with trust.
Humble leaders accept they can’t understand everything. Believe people when they tell you their situation. Trust them to know what they need. Then do your best to provide it.
