Horizon Point Consulting

Category: Beyond Leadership

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step into people leadership (or if you’re looking for articles to send someone else…).

  • Four Simple Steps to Improve Your Business Writing

    Four Simple Steps to Improve Your Business Writing

    I often work with clients who aim to improve communication within their organizations. Many of them naturally focus their concerns on the verbal communication issues within their company but fail to evaluate the impact that their written communication may have. 

    Here are four simple steps to help improve your written communication: 

    1. Consider your audience. When preparing to draft written communication, whether it’s an email, marketing materials, or a business report, consider your audience. How you address a customer may be very different from how you would address an employee. How you present information on your company’s fourth-quarter earnings and goals for the next quarter will be very different when addressing top leadership versus addressing an all-staff meeting. 
    2. Plan out what you want and need to say. What is the purpose of your written communication? Think about what you need to say before you actually start writing. What are your key points and how can you best address those points? If you’re writing a report or preparing a presentation, create an outline of key points and the order in which you want to address them. 
    3. Write and review. Write with purpose and don’t rush through it. And review what you’ve written as you go, and often. Does what you’ve written get the right point across and does it flow well? As I’m writing this now, I’ve already gone back and re-read it four times from the start. After I wrote #1 and #2, I re-read them two or three times and made adjustments. 
    4. Have someone proofread it. While I’m not suggesting you have someone proof every email you send, if you’re drafting longer documents such as reports or proposals, or materials that will go out to the public such as marketing materials or articles, have a second set of eyes look it over. They may just find some minor typos or grammar adjustments, or they may provide feedback on how to improve certain sections or points. When I finish writing this article, one of my colleagues will proof it before we post it.  

    Evaluation is also key to improving your written communication skills. As you implement the four steps above to help improve your written communication, consider ways to measure your success. This may include having employees fill out a brief survey after a staff meeting, evaluating sales after a new marketing campaign, or tracking the number of proposals submitted and how many contracts were won or the feedback that was returned. 

    What is one way that you can evaluate the success of your written communication? 

  • 4 Exercises to Enhance Your Diversity, Equity, and Inclusion Efforts

    4 Exercises to Enhance Your Diversity, Equity, and Inclusion Efforts

    I sat down to watch The Social Dilemma with my husband this past weekend. OH.MY. Netflix describes the show as a “documentary-drama hybrid [that] explores the dangerous human impact of social networking, with tech experts sounding the alarm on their own creations.” 

    Besides the realization that our every move and word, maybe even our every thought at some point, is being tracked by our smartphones and computers for the purpose of benefiting a profit machine, I was most fascinated by the premise that social media is one of the key factors polarizing us as a people and growing divides in our world.  Basically, social media and search engines perpetuate our divisiveness by the stuff it “feeds” us. 

    How do we combat these engines? How do we overcome the us versus them in so many aspects of our lives? 

    We’ve always focused on intentional leadership and team development at Horizon Point, but the last year has brought about a hyper-focus on making explicit how it ties to Diversity, Equity, and Inclusion in the workplace.  How do we overcome the us versus them mentality in the workplace has been a question we are continually asking ourselves and seeking to help our clients tackle. 

    Much of what is out there now focuses on training interventions that educate people on conscious and unconscious bias, seeking to build self-awareness and change behaviors. 

    But as a recent Forbes article focused specifically on racism articulates, the head and the heart have to be engaged before the hands- or behavior- can follow.  And a key piece of this is self-awareness but it is also other awareness.  We are polarized because we don’t actually know people.  The Forbes article articulates this so well: 

    I’m constantly surprised to learn that people who work closely together and literally log thousands of hours side by side in the workplace don’t really know each other. Until we close the distance, our relationships remain superficial and transactional. In that closeness—in living, working, eating, and breathing together—regard and affection don’t automatically result unless we deliberately connect and mutually invest in our relationships.

    So what do we do? 

    Using an Encounter Group format (also referred to as t-groups), we can begin to engage people in talking to each other and listening to each other in a psychologically safe way in order to direct the head, heart, and eventually, the hands to embrace each other instead of despising each other despite all the things out there that seem to be programming us to tear each other apart.

    As the Neuroleadership Institute states in a blog post, we have to activate insights to change habits which is necessary for behavior change. “Insights are the breakthrough moments that change how people see the world, and our research shows they are highly motivating — when we have “Aha” moments, we really want to act on them.”

    We can do this through the encounter group format.

    Here are some ideas for exercises within an encounter group or similar group format that you as a leader can facilitate or hire an outside facilitator to conduct: 

    1. Sharing Story.  “To initiate connecting, model and assign your team members the task of sharing their stories with each other. Be the first mover by sharing appropriate background and experiences about yourself. After demonstrating your own vulnerability ask, ‘Would you tell me your story?’” states the  Forbes article.  

    We do this in a group format by giving participants a sheet of paper that has up to seven sections where they can write up to seven experiences that have shaped their life and who they are. We ask them to share stories that are not just work-related and that incorporate not only adult but also childhood experiences.  We give them time to reflect on this and then they come back together and verbally share their stories with the group.

    When done right, people share openly and you can usually hear a pin drop in the room while one person shares the experiences that shaped them.  I’ve never seen people listen as intently to others as when we’ve done this exercise with some groups.  It is also amazing to see how many shared experiences happen amongst the group between people that on the surface seem to share none. There are also many “aha” moments that happen where people say, “Oh, now I understand why you behave that way!” and come to appreciate that behavior that they may have once resented. 

    2. Reading Story.  Assign readings that emphasize the stories of individuals in marginalized groups and have your group discuss them. Our previous blog post can help you with some memoirs to start. 

    3. Living Story.  Get the group to engage with a marginalized group for at least a day-long project. I’ve seen some of these projects last up to a year.  For some thoughts on how business leaders can and should do this, check out this post here.

    4. Critiquing the Story.  Put major news network names (CNN, Fox, NBC, etc.) up separately as labels on the wall.  Get participants to stand/sit by the network they watch the most. Then get them to critique their own source of information with the group they are sitting with.  What leanings and biases do the networks have? Then, what might the impact on their personal conscious or unconscious thoughts and therefore decisions and behaviors be based on due to their news source(s)?  

    You can also do this for social media channels and consider how actually showing The Social Dilemma to the group might enhance the session discussion and opportunities for insights to take place. 

    When we engage in these types of activities, we get to know people. We build relationships.  And when we know people it makes it much harder to hate them, or people that are “like” them.  

    As Abraham Lincoln said, “I don’t like that man. I must get to know him better.” 

    What do you think is creating the polarization in our country and what can you do as a leader to impact DE&I efforts for your organization? 

  • A Look Back at 3 Things Leaders Don’t Do in Times of Crisis

    A Look Back at 3 Things Leaders Don’t Do in Times of Crisis

    As we continue to plan out this new year, we thought we would take a look back at the #1 post from 2020. You see, with this pandemic and political turmoil, we could all use a reminder of how to behave as leaders.

    Here are 3 Things Leaders Don’t Do  In Times of Crisis:

    We are still in the midst of an unprecedented time in our country and world, with so many unknowns related to COVID-19 and its impact on quite literally everything. Last week, I wrote about 4 things leaders do in times of crisis based on my observations of leaders in action.

    Well, we’ve been on this train of crisis for over a week now locally, and just like there are observations about how to behave as a leader, I’ve been exposed to how not to behave as a leader during times of distress.

    Through further observations, here are three things leaders don’t do in times like these:

    1. They don’t make the crisis about themselves. It has almost become laughable as one person has described to me how an appointed task force leader has responded to his newly appointed role as leader given the crisis. Every day, there is a new story about this leader being anything but a leader through his actions, all of which are tied to him making everything about himself.

    From the pronouns he uses (I, me, my) when he addresses a group or individual about the situation, to the fact that not even a week into the situation he said he had to “take some time off” because of the impact the situation was having on him (while everyone else on the task force and those he is leading remain at work 14-16 hours a day). I am constantly amazed at how some people have no perspective on the bigger picture of a crisis of this or any proportion. They instead choose for it to be an opportunity to draw attention to themselves and their position instead of modeling what it means to be a leader through their own behavior.

    In addition, organizations that are not on the forefront of fighting this epidemic don’t come out and act like the largest martyrs of this situation. Yes, this is going to hurt all businesses and peoples’ livelihoods and this is tragic. But when I get an email from a vineyard I’ve visited while traveling where I bought one bottle of wine and their email basically implies that the tragedy is theirs and theirs alone to bear, it makes me want to vomit (and never buy wine from them again). Kris Dunn has some similar thoughts in one of his recent posts. Check it out.

    To be a leader in a crisis, realize it’s all about everyone else, not you.

    2. They don’t neglect their own health. Having said that leaders realize it isn’t all about them may make this second point seem counterintuitive, however, you can’t lead if you are so sick or burnt out. Being sick or so exhausted you can’t function takes away from your ability to help others. When you can, sleep. When you can, exercise. When you can, eat right. And realize that doing all of this really happens before a crisis even hits. Instilling healthy habits when there isn’t a crisis helps to ensure they will continue even in times of crisis. This gives you the reserves to manage the crisis when you don’t have time for the things that you normally do to maintain a healthy lifestyle.

    In this situation given a pandemic, this also involves following the proper protocols to not contract and spread the illness.

    To be a leader in a crisis, you have to take care of yourself in good times and bad.

    3. They don’t check their humanity and the humanity of others at the door. Leading during a serious time calls for serious thoughts and actions. However, the things that make us uniquely human and make living worth living through difficult times are our ability to laugh and love. True leaders during these times don’t neglect the small points of holiness that are demonstrated through laughter and love.

    I’ve enjoyed more funny videos this week as people have sent them trying to lift others out of the anxiety this situation is creating, even if it is only for a few moments.

    Some of my favorites:

    I’ve taken more time to enjoy the sheer joy in our seven-month old’s giggles this week.  There really is nothing better than a baby laughing and smiling.  So I’ll leave you with a glimpse of that here:

    To be a leader in a crisis, you have to still live, laugh, and love. 

  • 4 Reasons for the Gap in Women Leaders and 4 Things to do to Address It

    4 Reasons for the Gap in Women Leaders and 4 Things to do to Address It

    “You mean there has never been a girl President?” my almost ten-year-old son asks.   

    “No.”  I say. 

    “And there has never been a girl Vice President?” he inquires.  “Until now?” 

    “Yes.”  I say.

    “Well, Paigey could be either one day.”  

    And he turns his attention to something else.

    His matter-of-fact way of stating that his sister- or any girl for that matter- could be President or Vice President of the United States just makes sense to him.  In his frame of reference, there never having been one is what doesn’t.  

    But the realization that something just doesn’t make good sense, is different from understanding what causes it. And understanding causes and how they are all interrelated may begin to chart a different path forward. 

    I’ve been spending a lot of time lately, due to some work we are doing, delving into the research as to why there aren’t more women in leadership roles.  Some of it may make total sense and some of it may surprise you: 

    1. Cultural norms about gender roles:  From what a male and female’s role is inside and outside of the home, cultural norms play a role in explaining why women are not as prevalent in leadership roles.  This includes what research cites as a “masculine construction of management”, a trend of backlash in women working outside the home and parenting trends (see Celeste Headlee’s book Do Nothing for a fascinating summary on this), and norms on what fields of study are appropriate for women are all encompassed in this reason. Also related is the changing, yet still very real fact that in general, women spend more time than their husbands caregiving and on household chores. Part of these mindsets stem from very real biological differences and part of it is just learned norms, plain and simple. 

    In addition, there is a significant amount of research published relating to the norm or standards for how a woman, particularly a female leader, should behave.  Women have to walk a fine line of not being seen as too feminine or too masculine when it comes to leading, much more so than men.  

    2. Discrimination against women:  The fact that women leaders have to tread a finer line in standards or norms of behavior than men can extend into a hostile environment where women constantly have to prove themselves more than men do. Research in this arena also shows that in some cases, women are viewed as less competent than males simply because they are female, leading this to fall into the category of discrimination.  Issues with harassment lie in this category.  Sometimes this behavior is overt and sometimes it isn’t.  It is becoming less so. 

    3. Systematic issues:  Most noted in this category in the research literature is the fact that less developmental and fewer mentoring opportunities are given to women.  Many top leadership roles require, and rightly so, experience with what the research calls “line” roles, meaning operational roles where there is responsibility for P&L.  Women are less present in these types of roles.  Women are more prevalent in roles that are not line roles and in fields that do not track towards these types of roles or leading in them. 

    4. Women not having a desire to lead.  I have heard this one a lot.  I hear it more from men than I do women.  The research evidence points to the fact that the barriers or issues listed in the first three here are probably more of a cause in women not having a desire to lead and this is the effect.  Whether it is women experiencing more stressors in balancing the demands inside or outside the home, what they’ve been “taught” are roles that are acceptable or not acceptable, or constantly having to deal with the stress of proving themselves, women opt out of pursuing leadership roles. 

    Knowing some key issues may help us address them.  What can or should be done?:

    1. Modeling different norms.  My son seeming it bizarre that no woman has ever led the country he lives in may be because he sees girls leading all around him.  And seeing more men assume caregiving and household responsibilities impacts this as well.  Maybe his world view, and that of the peers of his generation- particularly of boys- finding it strange that there aren’t as many girls as boys in leadership roles, politics or otherwise, may be a leading factor in changing the trajectory of women in leadership.   You’ve got to see it to believe it is probably very true in this case. 

    2. Calling out double standard behavior and expectations.  Since most of the discrimination issues cited in research literature stem from women being treated differently than men based on behavioral expectations, the awareness of this will hopefully allow people to champion consistent expectations while recognizing the unique talents and skills, and personality that each person (regardless of gender) brings to the table.  When comments or decisions aren’t made in reflection of this awareness and recognition, then the behavior or decision should be called into question.  

    3. Providing focused and specific developmental and mentorship opportunities.  Specifically, women need to be put in roles where there is P&L responsibility and mentored by people who have these responsibilities. Companies that have clear plans and avenues for women to track into these opportunities will help breakdown systematic barriers by giving women the exposure and the experience needed for senior leadership. 

    4. Taking the focus off gender (or any other characteristics that separates for that matter).  This may seem surprising to see in a post that thus far has been all about gender differences in perceptions, reality, and outcomes, but at the end of the day, people need to be leaders because they are leaders.  Focusing on promoting individuals that have both the skill and will to lead, regardless of gender, by providing equal opportunities to gain the skills needed, and the removal of barriers limiting the desire to lead is imperative for all of us.  I owe this to my daughter, but I also equally owe it to my sons.  What should build up one needn’t need to tear down or penalize the other. Doing so penalizes us all in the long run.  

    For more information and further reading on this topic, including citations for various research summarized here, you might want to check out: 

    Women, Employment and Organizations

    Do Nothing

    Women and Men in Organizations: Sex and Gender Issues at Work 

    The Women’s Leadership Gap

    Like this post?  You may also like: 

    7 Things to Consider in Wage Fairness
    All the Hype on Equal Pay. My Short Opinion.
    Women, Stay in the Room!
    Are There Differences in What Women and Men State as Career Needs and Goals?

     

  • 3 Things Business Leaders Can (and Should) Do to Help Marginalized People

    3 Things Business Leaders Can (and Should) Do to Help Marginalized People

    This year, I have the opportunity to take part in Leadership Greater Hunstville. This program focuses on educating and equipping business leaders to also be community leaders through intense exposure to all facets of the community.

     “Human Services Day” took place this week.  It focuses on understanding the needs of the community and the not-for-profits that help meet these needs, many of which focus on helping marginalized people. The day began with a poverty simulation (CAPS), and we spent most of the afternoon hearing from a variety of not-for-profit entities in the community.  One of the not-for-profit leaders participating said that there are estimated to be between 1600-2000 not-for-profit organizations serving the community in just Madison County which currently has a population of around 375,000 people. 

    I was shocked by this number. I was also shocked at how little was said about business leaders/employers doing what employers should do best- employing people- to combat the systematic issues in the community that many of the not-for-profits we heard from sought to address.  It seemed like that focus was on the business community giving the nonprofits money and possibly volunteer hours.  What about providing meaningful employment and living wages? 

    I think business leaders can make one of the biggest impacts on marginalized individuals by focusing on employment and employability.  This should create a sustainable and far-reaching impact.  

    Here are three things to consider in doing so as seen through quotes of leaders that have spoken to us throughout the Leadership Huntsville experience: 

    1. “Get in the arena.” First, hire people on the margins. Whether it be someone with a physical or mental disability, someone with a criminal record, the single mom that has been living in generational poverty, or the veteran, etc. make an active effort to connect with these individuals and meet them where they are to offer employment. 
    2. “Breaking down barriers is the role of a leader”.  There are multiple barriers that prohibit marginalized people from getting employment and sustaining it.  The poverty simulation we participated in placed a large emphasis on the barriers of transportation and childcare.  My role in the poverty simulation was that of a 20-year-old mother of a one-year-old trying to go to college and work part-time.  Due to the fact that childcare for a week cost more than I could make part-time in a week, I was “forced” to leave my one-year-old with my nine-year-old brother in order to go to work and not have to pay for childcare.  In a world where I actually have a one-year-old son and nine-year-old son, I would never leave my nine-year-old to have to keep my one-year-old while I worked, but I don’t have to worry about earning enough money to feed them both.  What would you do? As business leaders, we need to think long and hard about how we can address these barriers and examine what role providing living wages plays in this. 
    3. “Think to ask. You need to know the story to lead.” Breaking down these barriers requires a knowledge of the barriers and understanding that, yes, sometimes poor choices have created those barriers, but also many barriers go well beyond issues of choice and behavior.  Provide compassion and empathy to those you employ and seek to employ by asking what challenges they face and why. Then help connect and provide resources to address the issues.   Sometimes the help to address the issues is simply an understanding of the issue.  I’d encourage all business leaders to find a way to connect with someone who is a part of the marginalized population and spend regular (weekly) time with them one-on-one.  You’ll learn a lot and grow a lot as a leader. 

    As the founder of Manna House told us to kick off the day, “God didn’t ask me to quit this to do that,” speaking of her experience to continue to work full-time as a government contractor and open Manna House to help address food vulnerability in the community.   Her story was impactful.  My hope is business leaders realize they don’t have to quit their day job to impact the most pressing issues in our community.  In fact, their day job is probably the best way to address them through an effort to hire and retain people on the margins, providing meaningful work and living wages.   I would dare to say we’d need a lot fewer non-profits and a lot less government programs if we all did this. 

     

    How are you making an impact through your business leadership?