Ever have a day when work became combat, and your workplace a war zone? When problems arise, the last place leaders look for solutions is within differences that caused battles in the first place. Have you seen it?
Gary, a manufacturing manager, is typical of leaders we meet who see differences as a cause and poor tone as a given.
Does flawed thinking like Gary’s, prevent solutions where you work?
Gary actually spoke for many in his industry when he told of constant problems because union reps, “stick their noses into everything, cause trouble for the entire company”, he said, ”They make no effort to help with anything,” he went on.
Even after Gary invited union reps to managerial meetings, he complained, they don’t give an inch. Instead, they demand pay increases and easier working conditions – regardless of the poor economy. Gary failed to recvognize how tone on both sides became a barrier to talents merging between the union and company managers.
Using a brainpowered approach, Gary identified tone toxins that drove union discontent. After completing the tone survey located below, he admitted surprise to find that he too could be cynical at meetings. More importantly Gary recognized several unused personal intelligences, that strengthened his leadership, and helped to align shared between union/manager values.
Survey Your Group’s Tone Temperature
Tone survey to develop brainpowered differences:
1. Do you foster diverse talents by learning from talented workers? Yes___ No ___
If not – question, and wonder with people who have a keen eye for diverse talents.
2. Do you target progress, by inviting input from diverse talents? Yes___ No ___
If not – partner with others as equals to target improvements for innovation growth.
3. Do personnel expect or cultivate quality differences? Yes___ No ___
If not – ask about specific details to show support people’s unique interests.
4. Do you jump at opportunities to share cutting edge ideas? Yes___ No ___
If not –encourage multiple perspectives throughout your entire organization.
5. Do you use reviews to celebrate what people do well? Yes___ No ___
If not – hold frequent innovation celebrations to support and showcase novelty.
6. Does your organization address people as talented capital? Yes___ No ___
If not – support and mimic staff who demonstrate good tone daily.
7. Do you support diverse facilitators of innovative ideas? Yes___ No ___
If not – listen more and partner more with leaders in different departments.
8. Do you share knowledge and offer frequent innovation tips? Yes___ No ___
If not –invite novel ideas in ways that reward staff and leaders to create exchanges.
9. Do you promote social media to increase caring and curiosity? Yes___ No ___
If not –appeal to IT experts to implement and engage innovative networks.
10. Do you drive innovation, as new engines moves vehicles forward? Yes___ No ___
If not –fuel original talents weekly, those often missed by non diverse organizations.
Gary announced he’d affirm the union reps suggestions before sharing his own. He sent an email to thanks them for attending meetings. After two weeks use of improved tone, Gary told us he felt comfortable sharing experiences that pointed respectfully to different angles of the conflicts he felt at work. This time though, he asked What if…? kinds of questions, rather than offer personal opinions when issues arose with union reps. Surprised, Gary found thoughtful recommendations from the same reps who’d made his job miserable prior to improved tone.
Eventually, Gary invited several resps to his office to brainstorm insights that might inspire a more productive exchange at the next meeting. It was Gary’s tone that shut out diverse views and caused workplace toxins from exchanges that should have been energizing.
By applying serotonin generating strategies that engaged differences at work, Gary approached union leaders more as colleagues who could collaborate solutions before problems or misunderstandings dragged down discussions at meetings. Rather than risk toxic confrontations in public, Gary asked for union reps’ suggestions about productivity problems – prior to the next meeting. He discussed tone problems related to sinking workplace morale, and met with open minded responses and unique recommendations such as creating a blog where workers could brainstorm solutions when barriers arise.
Surprised by the positive feedback and practical suggestions that came back from union reps, Gary also placed union concerns in the next meeting agenda. The result? Employees from several departments brainstormed winning solutions. Not only did the results help the company to move forward, Gary expressed surprise at how cooperative union reps became – once their issues were addressed collaboratively with tone that fostered different views.
New practices, from brainpowered tools gave Gary a novel approach to facilitate successful solutions from unexpected places. Before long, leaders across several departments offered innovative suggestions for working closer with union reps. The same leaders who seemed to be most of the problem initially, now became a key part of the shared solution, much to Gary’s surprise.
Below Find 25 Additional Brainpowered Tools
Gary can use these as his team generates innovative processes forward to combine the best of union and industry interests with mutual dividends. What groups will you bring together to foster organizational growth?
1 – Model confidence at meetings simply by using tone that replace fears, fueled by dangerous cortisol, with profitable adventures fueled by serotonin. Run highly interactive meetings to show confidence in others. Brainstorm innovative components by passing talking sticks so that others learn to speak and feel heard. Avoid any default back to ruts by shifting up meeting facilitators and then offering positive feedback on their strengths.
2 – Join social media networks to discover new trends for rejuvenation. Help your team to avoid defaulting back to the basal ganglia’s natural ruts for careless tone. Foster online results that engage serotonin, the miracle drug for workplace success.
3 – Ask advice from novices at times, because mind-bending revelations open by questioning people who differ and whose interests can lead ventures in new directions at work.
4 – Risk to create cutting edge products and the dopamine your brain requires to risk well, tends to follow.
5 – Become the manager you’d like others to see in you, as people’s brains come equipped with mirror neurons – an inner mechanism to mimic actions of people around you. Each time you act like a genius, your brain builds new neuron pathways for more such action.
6 – Engage right and left brain to solve problems and motivate whole brain solutions by engaging those who differ or disagree. Multiple intelligence tools that can be gauged through growth surveys.
7 – Discuss problems with solutions more in mind to engage curiosity for collaboration rejuvenated practices to replace broken systems. Act opposite one habit that holds back innovation in your organization or team. Reflect together first, then apply change suggestions that move yourself and others to a better place.
8. Listen with your brain to ensure positive tone helps to segue into doable solutions from different angles for stubborn problems.
9 – Focus on one growth area and move past former distractions, because the brain comes equipped with a neural bottleneck that thwarts multi-tasking according to research.
10 –Seek feedback and recognize the universal problem behind sinking morale and plummeting productivity? 75% of employees claim to be disengaged work. Poor tone destroys capabilities. Seek long range benefits by jumpstarting peace plans, where opposing views are welcomed, rather than settle for one side. Then track and share peaceful resolutions achieved.
11 – Reward novelty by introducing and modeling one change weekly at work. Novelty ratchets up the collective IQ of any group and moves groups beyond gridlock or mere compromise.
12 – Capitalize on gender and race differences by seeking benefits from male and female brains and by using unique insights from both. Lead in ways that fuse racial differences into mutual dividends, and support minorities as facilitators.
13 – Chill with ethical people to show ethical behavior in brainpower that sustains growth. Not only does the ethical brain shape culture – but workplace ethics also shape brains. Contribute to an ethical climate by modeling high values, and supporting others’ talent beyond personal plans for financial rewards without ethical results.
14 – Hire older workers and expect agility because we now know that plasticity can help seniors to grow new brainpower rather than waste wisdom by settling for old-age-bagel-gumming.
15- Facilitate winning solutions for people who differ and discourage bullying. Increasing peaceful solutions and ward off violence or conflict in favor of inclusion. Change up one routine to include room for inspiration and growth. Improve your brain’s executive skills by leading one shared solution weekly in order to prompt curiosity that sustains growth and squashes stagnation.
16 – Tame the amygdala to remain calm under pressure and your brain stores that reaction for the next flare-up, allowing you to come up with innovative alternatives in pressured settings. The brain comes equipped with chemicals to tame the amygdala, and it starts with snipping that urge for kneejerk reactions.
17 – Laugh at little things. Gain brain benefits from enzymes emitted with humor that respects all, laughs at self and diminishes none.
18- Use people’s names as you communicate. Add value and release chemicals for well being through using people’s names.
19 – Remember more by outsourcing facts through creating lists, and using other memory devices such as sketching the ideas as you hear them, applying new facts to what you already do, and welcoming novelty that research now teaches – stretches the working memory.
20 – Discourage cynical encounters. Model tone tools to open opportunities not available to critics who counter creativity with cynicism. Expect to find one growth possibility in unexpected setbacks. Engage cynics in the kind of solutions that lands your ventures like gifted pilots land jets on emergency runways.
21 – Make mistakes into stepping stones to success. Move past regrets that shut down brainpower – by doing guilt’s opposite. How so? Step past prior mistakes and build forward on lessons learned from the past. Glance into rearview windows, but gaze into the windshields.
22 – Stretch working memory – Design with specialists to move past technical glitches into innovative results. Learn a technology communication to engage the brain’s innate ability to use mechanical tools. Engage smart skills that combine hard and soft traditional aptitudes to form brainpowered leadership tools for whole brain ventures. For instance, integrate what’s traditionally separated (such as different departments) by proposing innovative initiatives that originate from increased brainpower across multiple skills.
23 – Reconfigure people as capital for higher ROI. Position people as capital at the center, and expect increased innovation ROI at the edges. Replace one limiting myth (such as more myth that more money makes for finer performance) with a new reality (such as improved talents will add more profits for all). Refuse to settle for living traditional myths that limit innovative progress.
24 – Cross pollinate brainpower between novices and experts to boost creativity in both. Move younger people into experienced pathways for growth, encouraging them to teach as they learn from experts. Integrate people, departments, career field, and developmental levels. Collaborate to fix broken systems by offering your talents boldly. Support diverse brains from many backgrounds to replace broken systems with high-performing tools.
25 – Increase leadership IQ by doing one alternative act daily. Move leadership brainpower up a notch since we now know that IQ is not fixed. It’s fluid and grows daily for those who act in the opposite direction of broken practices, rigid routines and ruts.
Make one significant change weekly from these brainpowered tools, and watch one workplace problem at a time slip away – while you tapping into mind-bending resources rather than mere methodological reasoning. Then hear and value success stories shared, to keep growth alive.
How will you equip yourself and others for innovative advantages this week, in spite of setbacks you’ll likely encounter?