Earlier this week, I finished a book that was recommended to me by a colleague, who I will refrain from acknowledging given the sensitivity of the book's subject. S/he may feel free to comment on the reflection if they want to take credit for the recommendation of Robert Sutton’s The No Asshole Rule: Building a Civilised Workplace and Surviving One that Isn’t. As I picked up this book, I paused on sharing publicly that I was reading it - for fear about how it would be interpreted. What would people think? What would people speculate as to why I am reading it? And, then I thought to myself - I am an academic, and a leader in the academy. I can’t let fear dictate what I read and/or say publicly. I owe it to not only myself, but to those I lead to read a book like this -- to understand the struggles companies, organizations, and institutions face in dealing with folks who lack civility. The problem is real - we’ve all seen it, so we should not avoid it or ignore it. Rather, we should put words to the problem, and talk about the solution -- if we desire civility in the workplace. As I opened the book, I was surprised to discover the author’s background in the academy and his insights into not only companies and organizations, but also institutions of higher education. He is a faculty member, and knows the realities we face daily in higher education. While his language is a bit more colorful than I typically read**, the points he makes are valid wherever people are working enmass. **I would not recommend reading/listening to this book in the presence of your children, unless you want to have a discussion on how you do not want the word “asshole” repeated. Take it from me -- lesson learned.** Throughout this book, Sutton focuses on the concept of hate begets hate, or incivility begets incivility. As he was describing the poor actions of adults in the workplace, I could not help but think of a video I share in my Holocaust History course - Children See, Children Do. And, while I know we are not talking about the behaviors of children, it is safe to say that our behaviors (and more importantly our mindsets) are contagious to those around us. Hence, as Sutton notes, it's important for organizations/institutions to implement “The No Asshole Rule.” So, what does Sutton mean by “asshole”? He has devised two tests for determining if someone is being an “asshole”: “Test One: After talking to the alleged asshole, does the ‘target’ feel oppressed, humiliated, de-energized, or belittled by the person. In particular, does the target feel worse about him or herself.” “Test Two: Does the alleged asshole aim his or her venom at people who are less powerful rather than those people who are more powerful.” If either of the answers to the above two tests is yes - than the organization/institution has a problem that needs addressed, rather than ignored. If it is ignored, then it is likely that incivility will spread and multiply throughout the institution - as it is highly contagious (Sutton says it breeds like rabbits). Sutton continues by identifying what he calls The Dirty Dozen, or common everyday actions that assholes use (as quoted below):
As I was reading this work, I couldn’t help but remember some great advice I received from my mentor - Dr. Tom Isern. He noted, while I was in graduate school, that I would witness, from time to time, internal strife in the academy. He advised me to always do what was ethically right. He said, you do have to sleep at night. And, Isern noted, that would not always be easy, as right is not usually easy. Yet, he also said be cautious on getting involved in the politics that exist within a department (or division or institution). Often these politics are rooted in perspective rather than truth, and they really are not worth your mental bandwidth. He reminded me there’s a time and place to fight a fight - but more often than not we should be looking for opportunities to “kill them with kindness” or to “find the common ground” or to “find opportunities for collaboration rather than opposition.” Now with more than a decade of experience since graduate school, I can safely say I am very grateful for Isern’s advice. I have seen far too many colleagues get wrapped up in politics - or the us vs. them mentality - at the expense of their own productivity, and that of an institution. It's vital to remember we are a team - dedicated to the same mission, vision, and values. Sutton concludes his work, acknowledging there are seven key lessons to walk away from this work with:
More generally, organisations that drive in compassion and drive out fear attract superior talent, have lower turnover costs, share ideas more freely, have less dysfunctional internal competition, and trump the external competition” - Robert Sutton
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Often I am asked how I read so much, or I am criticized for assigning too much reading in my courses or for those whom I lead. (For context students in my freshman/sophomore courses typically read 4-5 books or 1 per month; and my teams typically read one per semester/quarter.) So, how do I do it? And, more importantly why do I do it? That’s simple - I do it because I prioritize it, and because as a trained academic I truly believe in continuous improvement and life-long learning. While I was working on my PhD in History, I learned how to prioritize reading -- as it was not uncommon to be assigned 1-2 books per week per course. This required me to learn how to read - efficiently and effectively. I have discovered that I really do enjoy using Audible to guide my reading. Thanks to the podcasts of Michael Hyatt and Megan Hyatt, I discovered that you can listen to a book at 1.5x speed to digest more information faster. I have since opted to purchase all my books on both audible and amazon (an audio version and print version). And, I listen to it while I am reading. This has empowered me to stay focused much more, and allows me to write in the margins (which I just can’t stop taking notes). Anyhow, effective leaders must be learners - they must prioritize reading to foster a growth mindset. In my profession - higher education - it is quite common for academics to remain committed to their field (i.e. I am a historian therefore I read history). It is less common, though, for those who are transitioning into leadership roles to pick up works on leadership and/or the industry (i.e. works on community college or university issues). When I discovered I wanted to be an administrator, and when I was no longer ashamed of admitting it, I enrolled in a postdoctoral certificate program in Higher Education Leadership - with a focus on Community Colleges. This allowed me to shift my academic identity - to a scholar of higher education leadership. By nature, I throw myself into my work, and I have embraced reading literature associated with my new positions. That said, I have neglected (for awhile) picking up works of history (and finishing them). Then, recently I listened to another podcast by Michael Hyatt and Megan Hyatt -- and they noted the importance of using your rejuvenation time to really disconnect from work - including field related readings. They recommended diving into works that will allow your mind to refresh and reconnect to other passions - even controversial works, as long as they do not pull you back into a narrative of work. This podcast, in combination with me using up some of my annual leave this month, has led me to revisit my first academic passion - history. In the podcast referenced in the last paragraph, Michael Hyatt acknowledged reading the powerful book by Steven Pinker - Enlightenment Now: The Case for Reason, Science, Humanism, and Progress. I picked this book up a while ago - as only an audio book. I listened (at regular speed) to the first couple hours during my commutes. But, when I really found myself fascinated by Pinker’s arguments, I decided I better buy the print version of the book, and start it over again (reading and listening at 1.5x). This month, I finished it, and realized just how much a book, outside of the field of leadership, can and does related to leadership. Pinker’s work is undoubtedly a controversial reading, but by applying the fundamentals of the Enlightenment to the present - he does shed some light on our current interpretations of both the past and the present. It’s a great example of the complexities associated with societies. In digesting this phenomenal psychological analysis of the past and present, I could not help but think about how much mindset plays into a) the narrative we construct (or reconstruct as the case maybe) and b) how much our need to belong (or our need to have a sense of belonging) allows us to reinterpret or manipulate the narrative (sometimes at the expense of reason, science, humanism, and progress). I also found myself contemplating how societies (at all levels) often get caught up in a micro-view analysis, rather than a macro-view analysis. There’s a tendency to focus on the immediate results - or the trials/tribulations - rather than taking a step back and looking at the wider/longer view. Pinker argues that the micro-view has contributed to the dooms-day interpretation of our society, and as a result many are neglecting the narrative of progress (or Enlightenment) that is truly alive and well in our 21st century society. As I was reading this work, I could not help but think about the division we currently see in our society (from the national level to the local level to the organizational level). Folks are more focused on telling or sharing their narrative (interpretation of events) rather than innovating or trying something new. The division on who is right or who is wrong today, has shifted our focus away from how far we have come, and how far we have yet to go. Instead of coming together and working toward understanding, far too many are focused on blame, judgement, and justification. And, before you start to think I am too Pollyanna, realize that historians look to understand (not judge) the past. As a scholar of history and leadership, I have been trained to stay solution focused. Judging the past (people, events, or ideas) accomplishes nothing. Understanding the past (people, events, or ideas) allows for change, innovation, and advancement. It’s time to stop letting fear (fear of the present, fear of the unknown) write our narrative. We, as agents of our lives, have the ability to choose what story we want to be a part of -- one of tragedy or one of progress; one of confrontation or collaboration; one of closed-mindedness or open-mindedness. I chose progress. I chose collaboration. I chose open-mindedness. #leadershipdevelopment #changeagent #outwardmindset Keep some perspective. Not every problem is a Crisis, Plague, Epidemic, or Existential Threat, and not every change is the End of This, the Death of that, or the Dawn of a Post-Something Era. Problems are inevitable, but problems are solvable.” -- Steven Pinker One of the best lessons I’ve learned in life - through my education and experience - is to just be you! If you are your authentic self, you will succeed and have no regrets. That is not to say your self is static. Indeed it is something that is shaped (and reshaped) continuously throughout life, as scholar Benjamin Hardy points out in Personality Isn’t Permanent: Break Free From Self-Limiting Beliefs and Rewrite Your Story. Hence why Hardy dislikes personality tests, like Meyer-Briggs and Enneagram. Far too often, Hardy acknowledges people look at their results as static (character defining) rather than a snapshot in time. I, however, appreciate these assessments as a leader, because if used as a learning tool, these assessments can provide wonderful insights into how to support those you lead, as well as how to build teams. That said, I do acknowledge they are snapshots - and, as a result, they are only providing part of the story. In my earlier posts, I’ve shared my results from many assessments, including my two favorite: StrengthsFinder and Motivation Code. In this post, I would like to reflect on my Working Genius results - an assessment tool created by author Pat Lencioni. There are six types of gifts that fall into three categories: The Six Types:
The Three Categories:
By completing a two part assessment - that includes both a quantitative and qualitative analysis - one should be able to determine which two types belong under each category. This exercise, I found, is a great tool for self-reflection, and a great tool to share with those who report to you, if only to provide them with more insights into their supervisor (although there is so much more than can be done with the results). For those who are curious, upon completing the quantitative assessment, it was determined that my categories looked like:
Now, when I completed the qualitative assessment only one type was hard to determine - The Genius of Discernment (it could have been a Working Competency just as likely as it was a Working Frustration). Recently, I had a discussion with a fellow senior administrator who pointed out that one of the unintended consequences (or benefits) of administration is the increased opportunities for self-reflection. This resonated with me, as without a doubt, one of my favorite pastimes is self-reflection. It is something that I know makes me a better administrator (mother and wife), as it allows me to embrace a growth mindset. Hence why I enjoy assessments like this one -- as it permits me the opportunity to ask myself - so what? Now, that I know my Working Geniuses are Tenacity and Invention - so what? In a couple simple statements from the assessment:
In essence, I am a strategic planner and executor (as noted in Strengthsfinder). This allows me to understand that I need a position that affords me the opportunity to innovate and to move solutions forward. It helps me embrace my identity as a change-agent. But, more importantly, it allows me to articulate my why to those who are working with me - to generate understanding of why I am the way I am. Per the TableGroup, "When teammates better understand their own and their coworkers relative areas of Genius, Competency, and Frustration, they are immediately more capable of doing five things:
For me tools like, Working Genius and StrengthsFinders provide me with insights that help me embrace my identity through the lens of what I have to offer (rather than my weaknesses). For instance, as an Achiever (a StrengthFinder Top Five strength), I have often been told that I do too much by my colleagues - especially when I was a faculty member. But, one of my treasured mentors, Dr. Dudley Gardner told me many years ago (when I was interviewing with him, for my first full-time faculty position) that I must tune out that negative narrative. He noted that he was very much impressed by my can-do attitude and my follow-through/commitment to doing. He stated in the interview that it was the reason he was going to offer me the position. He insisted I hold on to that strength (as he called it). It was a good reminder - to be your authentic self. You are who you are! Own it! Enjoy it! #ilovemylife #leadershipdevelopment #GOWARRIORS Interested in the assessment? Visit: Working Genius. "If you want to be successful and fulfilled in your work, you must tap into your gifts. That can't happen if you don't know what those gifts are." - Patrick Lencioni One of my Northland Pioneer College (NPC) colleagues, Rebecca Hunt, suggested I read Tom Rath and Donald O. Clifton’s How Full is Your Bucket. Rebecca knows I love the assessment by Clifton - Strengthsfinder, and she knows I have a passion for reading and learning. Learner afterall is my number one strength on the StrengthsFinder Assessment. A couple nights ago, I picked up this little book (it really is small), and started reading it. I had only planned to read the first couple of chapters before calling it a night. Before I knew it, however, it was well past my bedtime and I had finished the book. I’m so grateful that Rebecca suggested this book, it is a great reminder that your mindset is contagious. You have a choice to see the world through the lens of optimism or pessimism (glass half full or half empty). You have a choice to view situations as opportunities or obstacles. Your choice, however, is contagious -- and will influence those around you. I chose optimism and opportunities. How about you? In How Full is Your Bucket, Rath and Clifton use the analogy of “the Dipper and the Bucket” to make their argument. They imagine that “each of us has an invisible bucket. It is constantly emptied and filled, depending on what others say and do to us. When our bucket is full, we feel great. When it is empty, we feel awful.” They continue saying “each of us also has an invisible dipper to fill other people’s buckets - by saying or doing things to increase their positive emotions - we also also fill our own buckets. But when we use that dipper to dip from others' buckets - by saying or doing things that decrease their positive emotions - we diminish ourselves.” In essence, we are in control of our mindset by choosing who we associate with and how we treat others. Our mindset, or the metaphorical bucket, is within our control. By choosing to build people up (rather than deconstruct them or take them down), we are choosing to build up ourselves, as well as the morale of those around us. This concept of mindset is so relevant in every aspect of our lives, not just our professional. If you’ll humor me for a moment, I am going to share a personal story about my eight year old (soon to be nine year old) - Ocean. As I sat down this morning to write this post, I could not help but reflect on an incident that happened to her this week - especially since she came up to my home workstation and read the cover of this book and proceeded to giggle. At that point, I explained to her the concept of this book by relating it to her incident. You see earlier this week, I received a phone call from Ocean’s third grade teacher. She wanted to let me know that a little boy had bullied Ocean on the playground during lunch, and ended up calling her some inappropriate names. From what the teacher discovered, Ocean was most upset by the actions of this little boy because she was being accused of things she did not do (as the other children attested). She was in tears. Ocean’s bucket was drained. After talking with her teacher, I made a point to do something I do not normally do - I met Ocean at the bus stop to give her a hug. She was skipping and happy, and she asked if I could do that every day. Her bucket runneth over. All of this occurred within the span of three hours. When I asked Ocean about the day she said it hurt, but she was telling me about it as if it really was no big deal. She was not going to let this little boy shift her mindset (at least not for long). She is such a resilient little girl - who really does try to find the good in everyone she meets. #proudmommymoment Why is all of this analysis of mindset important? Because there is a correlation between productivity and innovation and positivity or negativity. Per Rath and Clifton, “individuals who receive regular recognition and praise:
People want to work for places that value people, that are fun, and that embrace joy. Unfortunately, as Rath and Clifton acknowledge most people do not find these opportunities. Per the US Department of Labor, “the number-one reason people leave their jobs is because they “do not feel appreciated.” To steal the concept from Abringer, Inc. it is vital for us to “see people as people.” Today, I started my morning reading a section of Daniel Harkavy’s The 7 Perspectives of Effective Leaders. In the chapter on The Team, Harkavy points out that far too often leaders neglect building teams (or attempt to build teams while neglecting the individual). He reflects on how he has prioritized one-on-one meetings, and has noticed far too often leaders neglect this crucial practice. He sees it often as a leadership coach. I feel fortunate to have learned the value of one-on-one meetings early in my career as an administrator. It was a method promoted by Arbinger, Inc.’s Outward Mindset training. As a result, for years I have been holding regular, monthly Meet-to-Learns with my direct reports. These are designed for my reports to ask me any questions, get me up to speed, and to share with me feedback (i.e. let me know what I can do to better serve them). It’s about staying connected - listening and learning. I have found this to be the best way to stay connected to my team - and the individuals that make it up. Let me conclude this post, with a nice shout out to Rebecca Hunt! I’m so grateful for the opportunity I have had to work with you at NPC. Your positivity and energy radiate -- and are definitely contagious. Thank you for being you, and thank you for recommending this book. It will be one that I keep on my shelf, and one that I recommend (highly) to others. #outwardmindset #leadershipdevelopment #ilovemylife Great relationships lead to a significant increase in life satisfaction.” - Tom Rath and Donald O. Clifton In the powerful and enjoyable book - Why Are We Yelling?: The Art of Productive Disagreements, author (and entrepreneur) Buster Benson explores how and why people struggle with disagreements. It is a timely read - given our current political culture in America, and the us vs. them divide that seems present at every corner. It's no wonder why the Leader Book club selected this book a few months ago! Bensen’s analysis of disagreements, and more importantly his suggestions on how to argue effectively, is spot on - and supported through credible research, effective analogies and narratives, and simplistic sketches. His book is relevant for arguments that unfold both in the professional and personal realms. Thus, I would recommend this read for anyone who is looking at understanding the current culture, or who is looking at flipping the script (from one of power, reason, or avoidance to one of possibilities). Benson opens this book dispelling a few myths/misconceptions about arguments, like:
As I was reading this work, I couldn’t help but think about my Outward Mindset training from Arbinger, Inc. The art of productive disagreements is really about “seeing people as people” rather than seeing them as obstacles or objects. It’s about focusing on understanding rather than judging. It’s about prioritizing self-reflection and maintaining a growth mindset. It’s about making relationships your superpower! To really engage in a productive disagreement, one must be outside the proverbial box, and ready to let go of any and all preconceived notions on the subject at hand. Benson provides eight suggestions for engaging a productive disagreement:
Thinking back on my days as a faculty member at Western Wyoming Community College, one of my favorite classes to teach was Introduction to American Environmental History - largely because I got to team-teach the course with my husband, Mr. Dr. Clark (as the students came to call him). We had a blast teaching the course through the skills of debate - he is a natural scientist and I am a social scientist (notice how I opted not to say hard and soft science, as there is nothing soft about the social sciences). In team teaching these courses, Mr. Dr. Clark took on the nature debate, while I took on the nurture debate. The class lectures were conversational, where the students watched as two academics (who were married) engaged in theoretical debates on everything, from the definition of wilderness to the effects of Global Warming to the responsibilities of the individual. Each student, of course, had to prepare to engage in their own debates as part of the final assessments for the course. This course was so much fun! The student evaluations noted that it was rigorous, yet fun. And, as I sit here reflecting on the art of productive disagreements that’s what I think of -- fun, respect, engaging! In Why Are We Yelling?, I believe Benson is attempting to remind us that arguments should not be about power or intimidation. Arguments, when done right, should be about creating a dialogue or conversation. Disagreements are really about sharing perspectives, while respecting the individual. Students in our Introduction to American Environmental History course can attest - when done right - arguing can not only be productive, but also fun. It was always so rewarding to hear their debates continue in the hallway after class (and this class was typically taught in the late evening hours). I would highly recommend this book to anyone - professional or personal - as there are some great examples on how we should be approaching our disagreements regarding gun control, humanitarian issues, and much more. If nothing else, it’s a great reminder that we should be approaching our disagreements/arguments with grace, respect, and understanding. #leadershipdevelopment #outwardmindset For more information, check out: https://busterbenson.com/whyareweyelling/thankyou/. When we allow complexities and uncertainties into our narrative, that feeling of being absolutely certain that we’re right, and baffled about how the other side could be so wrong, goes away” - Buster Benson Surprise! I recently finished Michael Hyatt’s new book No-Fail Habits: Design the Daily Rituals That Help You Win at Work and Succeed at Life. This short, little, green book - provides a great reminder on how people must strategically plan their daily life (not just their institution/business). When I think back to my life before subscribing to the full focus practices, I see a hard working individual who struggled to balance her roles as faculty/administrator, mother, and wife. It feels like a lifetime ago, and I am so grateful that I made the choice to change -- the choice to cultivate my passion for my career and my love for my family without sacrificing one for the other. If you are struggling with burn-out or with establishing boundaries between your roles, I would highly recommend reading this No-Fail Habits. It’s a quick read, with some life-altering, easy to apply suggestions. Much of what No-Fail Habits suggests is setting up routines, or automating your day. The more structured you are, the less decision you have to make, the more peace you achieve. Hyatt writes “by making some decisions a matter of routine, you free yourself to focus on your highest priorities without neglecting your other responsibilities.” I love how throughout the book, Hyatt uses analogies and narratives to reiterate his point, like how pilots rely on autopilot not to take a nap, but rather to work on the more advanced/complex tasks associated with flying a plane. Self-automation is about streamlining areas of your life:
Really, as Hyatt notes, self-automation is about creating routines that your subconscious can handle, so your brain energy can be reserved for the higher level responsibilities. Like some of the earlier works I read, Hyatt acknowledges that it takes some work to create no-fail habits. It doesn’t just happen overnight. Hyatt labels this -- the habit loop:
It’s only once this loop is mastered, that the real change occurs. Here is where the practices of the Full-Focus Planner come into play - with the morning/evening rituals and the workday start-up/shut-down rituals. Per Hyatt, far too often folks think that by working longer they are actually working harder, neglecting the fact that there is a point of diminishing returns. For instance, far too often folks overbook themselves with back-to-back meetings running consecutively throughout the week. Using the techniques of Michael Hyatt, my executive assistant and I have developed routines to avoid this (as much as possible). One hour meetings are scheduled (if in our control) for 50 minutes, and as much as possible we reserve Mondays, Tuesdays, and Fridays for meetings and Wednesdays and Thursdays for planning and projects. It’s about being strategic with the calendar. Coming up with what worked for us, took us about a year, so give yourself some grace if you are just getting started. Here’s an example of what I do using Michael Hyatt’s templates: Morning Ritual
Workday Startup Ritual
Workday Shutdown Ritual
Evening Ritual
These rituals are mapped out in my Full Focus Planner, but on my Outlook Calendar the necessary time is also blocked off. This makes sure that I start my days off on the right foot. Now that said, my assistant knows that sometimes meetings have to start before 8:30, so we accommodate this by moving around the ritual, knowing that I still need time for these items. It’s about saying yes to quality service, and no to overbooking. It’s about being intentional with all my time! It’s about teamwork!! All that said, after reading No Fail Habits - I can’t wait for my next quarter planner, as there are some really great suggestions I might incorporate, like my daily biggest win! “You have daily rituals,” Hyatt writes, “whether you are aware of it or not. When you intentionally optimize those rituals you multiply their effectiveness.” He continues noting that creating rituals intentionally requires work. “It requires us to be honest about what’s working and what isn’t. And, it means pushing ourselves to change some comfortable habits that have outlived their usefulness.” It’s abandoning the excuses and justifications -- and trying something new, and thereby really investing in change. I’m passionate about leading by example -- and implementing these no-fail habits. The culture of a company/organization/institution starts at the top, as Michael Hyatt notes. Thus, if I am not setting boundaries (i.e. checking emails throughout the day, on weekends, or on vacations) neither will those who report to me (and so on and so forth). Leaders must lead by example -- they must set the stage for
**Here’s where most of your time should be spent!! Leaders must set these boundaries, so others feel safe to do so! It really is a game-changer. In addition to setting boundaries, it also helps if you batch your tasks. Reserve meetings for certain days of the week, have lunch at the same time of the day, set project/planning time on the same days of the week. The less thought you have to give to what you are doing, when; the more thought you can give to the actual why and how. It really is all about being intentional, and strategically planning your day, your week, your month, your quarter, your year. So, now what -- try it! There is no time like the present. What do you have to lose? (And, make it a family affair. Michael Hyatt has Full Focus Planner for kids, and you can see below a snapshot of my annual leave planning using the Rolling Quarters - Ocean loves putting stickers in my planner to mark my time off!) Predictability is key” - Michael Hyatt |
AuthorDr. Jess Clark is a trained historian and higher education leader passionate about leveraging technology, including AI, to enhance learning experiences. A lifelong learner and servant leader, she empowers educators in the digital age. Through her blog, she shares expertise on educational leadership, curriculum development, and integrating technology in higher education, inspiring administrators and educators. Dr. Clark's commitment to embracing emerging technologies like AI reflects her belief in technology's transformative power in shaping the future of education. Archives
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