Category: Personal Development

We all need a little personal development mixed in with our professional and career development. Read blogs in this category for stories and best practices for personal wellness and wellbeing, skills improvement, and  more.

  • Atomic Habits: A Book Review

    Atomic Habits: A Book Review

    As summer turns to fall, and the busyness of the last quarter of the year approaches, habits have been on my mind. I recently had a routine doctor’s appointment where my blood pressure was slightly high, and my weight had increased more than I’d like. Following a conversation with my doctor, I reflected on a book I’d read recently about “atomic” habits. 

    The book is called Atomic Habits by James Clear. Clear said it best in this quote: “The most practical way to change who you are is to change what you do.”

    Atomic Habits is a practical guide with several tips that you can implement immediately to change your habits. Here are a few of my favorite takeaways from the book:

    1. Aim to get 1% better every dayJust a 1% increase every day yields a 37x improvement by the end of the year. He writes, “Habits are the compound interest of self-improvement” and “You are what you repeat”. Continuous Improvement: How it Works and How to Master It provides more insight from James Clear.

    2. Habit Stacking: Everyone has daily habits already in place: brushing your teeth, making coffee, etc. Why not tack on a positive habit to something you already do? While making coffee, drink a large glass of water to help you stay hydrated during the day. Habit stacking is a great way to start a new habit by adding it to something you already have in your daily routine. Check out How to Build New Habits by Taking Advantage of Old Ones by James Clear to for more ideas.

    3. The 4 Laws of Behavior Change are Cue, Craving, Response, and Reward. This can be used to build new habits and to break bad habits. Check out How to Start New Habits That Actually Stick by James Clear to learn how to implement behavior change with this technique.

    What habits do you need to break or start today?

  • Negotiation Styles and Why They Matter

    Negotiation Styles and Why They Matter

    Later this month I’ll be speaking at HR Florida about Negotiation Skills. We are all negotiators, even if we don’t realize it. Think for a minute. What did you do when your alarm went off this morning? Did you immediately jump out of bed or did you negotiate with yourself to allow yourself just “five more minutes?” Did your kid talk you into letting them pack cookies in their school lunch instead of a granola bar? Or did you agree to allow Jim to take the lead on the new project at work because Ally has too much on her workload as it is?

    While I’ll spend most of my session at HR Florida talking about how to navigate the negotiation session itself, there’s one important topic that I’ll tackle first, and that’s negotiation style. Based on the Thomas-Kilmann Conflict Mode Instrument (TKI) there are five styles:

    1. Competing: Those who exhibit the competing style are aggressive and uncooperative. They are power driven and pursue their own interests at the expense of others. Competing may mean standing up for what’s right, defending what they believe is correct, or simply trying to win.
    2. Collaborating: Those who exhibit the collaborating style are both assertive and cooperative. They attempt to work with the other party to find a solution that meets the needs of both parties by trying to understand the issue from both sides and identifying the underlying concerns, then trying to find alternative solutions that meet those the needs of both sides. This may mean exploring a disagreement to learn from each other, resolving some condition that would have them competing for resources, or trying to find a creative solution to an interpersonal problem.
    3. Compromising: Those who exhibit the compromising style are intermediate in both assertiveness and cooperativeness. The goal is to find an expedient, mutually acceptable solution that partially satisfies the needs of both parties. Compromising falls on the middle ground between competing and accommodating, giving up more than competing but less than accommodating. It might mean splitting the difference or some give and take.
    4. Avoiding: Those who exhibit the avoiding style are unassertive and uncooperative. They do not immediately pursue their own concerns or the concerns of the other person. They do not address the conflict, but instead choose to side step it, postponing the issue until a better time or simply withdrawing from the situation completely.
    5. Accommodating: Those who exhibit the accommodating style are unassertive and cooperative, this is the opposite of competing. They neglect their own concerns and instead choose to only satisfy the concerns of the other person, thus self-sacrificing their own needs.

    What’s important to understand about negotiation styles is that while we may have a dominant style, for example my dominant style is compromising, we use all five styles depending on the situation that we’re negotiating and it’s important to understand that the style you use in a negotiation can have a huge impact on the outcome of that negotiation.

    For example, think about the following situations and consider what negotiation style you would use and why.

    • Going to buy a new car
    • Asking your boss for a pay raise
    • Trying to negotiate a multi-million dollar contract at work

    Now, think about the negotiations that you will need to make in the next week and what styles you will need to use to successfully complete those negotiations.

  • How to Develop Inclusive Training

    How to Develop Inclusive Training

    When was the last time someone asked you how you prefer to learn? Has someone ever asked if you need assistive technology? 

    As a trainer and facilitator, I definitely miss the mark sometimes on inclusive training. It’s hard. There’s no way around it; it’s not easy to design or deliver training in a language, structure, platform, etc. that works well for every learner. It’s hard, but it’s so important to try. 

    There is robust research out there about learning styles, learner variability, and inclusive curriculum design. Let’s look at this excerpt from research about Universal Design for Learning (UDL), a “framework to improve and optimize teaching and learning for all people based on scientific insights into how humans learn”. 

    UDL is based on the premise that learner variability is the norm. UDL researchers emphasize that there is no “average” or “typical” learner and that all learners have varied abilities, strengths, experiences, and preferences… aspects that can be dynamic and changing depending on one’s context and development… 

    As an instructional design framework, UDL provides a structure to proactively build in supports that address the learner variability that exists within any group. Taking learner variability into account, the process of planning instruction in alignment with UDL guidelines allows educators to consider and integrate flexible and supportive options that are helpful for all learners from the outset. 

    UDL-based instruction can make existing educational practices more inclusive, by providing support to a wider range of learners.  

     

     

     

     

     

     

     

     

    Here is a graphic from CAST, the creators of UDL, that outlines the three major components of UDL and questions to ask yourself as a trainer or educator:

     

     

     

     

     

     

     

     

     

     

     

    What is your team doing to acknowledge and understand different learning styles? How are you accommodating differences? 

    One great, free resource for understanding learning styles is The VARK Questionnaire. This is a free, simple quiz that anyone can take on a smart device. VARK stands for Visual, Aural, Read/Write, and Kinesthetic – the four primary learning styles. The quiz measures a person’s preferences for each style and includes a Multimodal Style for those of us who prefer to learn through more than one method. 

    VARK also provides free insights, such as “How can VARK help my Business?” and “Using VARK in Online Learning”.  

    Once we understand the instructional design piece, we need to think about inclusive training from a participant perspective. Who’s in the room? Is it only top leadership? Only junior managers? A combination? 

    Here’s research to consider from the NeuroLeadership Institute about “everyone-to-everyone” learning, a practice that shifts the paradigm of traditional training to a model that allows all team members to engage with learning at the same time.  

    Because social norms are based on the assumption that everyone else is doing something, if people aren’t engaging in the new behavior — which is likely in a company of 10,000 people if only 100 of them learned new habits — they’ll continue to engage in old, undesired behaviors since that’s what they see.

    A better approach is what we call ‘everyone-to-everyone learning’.

    In this model, the entire organization goes through the same learning experience at the same time. Instead of day-long or multi-day, in-person workshops — which can’t be administered to all employees at once without bringing the organization to a standstill — learning consists of memorable, bite-sized sessions delivered virtually.

    Simply put, you’re able to shift from a model of teaching a few people a lot slower to teaching a lot of people a little bit very quickly. And at an organizational level, this ends up being far more effective.

    Is everyone-to-everyone learning something you can implement? Could this model be adapted for your organization’s structure and needs? 

    Ultimately, it’s not easy to design learning for everyone, but it’s important to do the work and make our best effort at inclusive training. Talk to your team about their preferences and needs, and do some research and experiment. Be the first domino!  

     

  • Servant Leadership

    Servant Leadership

    I recently helped a top security government employee with developing a resume. His leadership philosophy centered around supporting his employees (as opposed to the other way around); he believes in empowering subordinates with authority, as opposed to responsibility. His view of leadership embodies serving which is what great leaders do.

     

     

     

     

     

     

     

    Servant leaders are a revolutionary bunch—they take the traditional power leadership model and turn it completely upside down. This new hierarchy puts the people—or employees, in a business context—at the very top and the leader at the bottom, charged with serving the employees above them. And that’s just the way servant leaders like it. – The Art of Servant Leadership, SHRM.org

    At HPC, we have a textbook servant leader. Our CEO lives this out daily and truly makes our staff want to be better every day, for our company and our clients.

    Here are a few things servant leaders do differently:

    • Servant Leaders share power.
    • They consistently put the needs of others first.
    • They help people develop and perform at their highest level of potential.

    Check out 10 Principles of Servant Leadership from Indeed.Com for more insight.

    Are you a servant leader? Do you have servant leaders in your life?

    If you’d like to learn more about this type of leadership, hit us up at HPC. We love to train & empower servant leaders!

  • Design Thinking as a Leadership Practice

    Design Thinking as a Leadership Practice

    In an ever-changing world, it’s more important than ever for leaders to have the tools to be able to navigate change and innovate. It’s also important for leaders to have opportunities to spur creative thinking in a world that is cluttered with a lot of noise and distractions. Most importantly, though, leaders need support in connecting with people and building empathy.   

    When frameworks are provided to help spur innovation and build valuable people skills, we find that leaders are better equipped to move forward.  It seems counterintuitive to use a process to try to break away from routine thinking and/or to build relationships, yet the design thinking process helps to spark creativity in order for organizations to adapt and grow. The process begins with building empathy and because of this, we believe it is a valuable tool for anyone wanting to create better workplaces.  

    There are multiple trainings, models, and tools out there if you want to apply design thinking in your organization.

     

    Our favorite Stanford’s d School’s tools.  In particular,  we like this resource because it has all the tools you need to conduct a design thinking boot camp for any type of organization or group:

    (archival resource) Design Thinking Bootcamp Bootleg — Stanford d.school

     

    Other good sources of training and resources can be found through Harvard and MIT: 

    Design Thinking Course | HBS Online

    MIT Sloan Design Thinking | Online Certificate Program

     

    A good (although dated) video to watch that captures the design thinking process can be found here: 

    ABC Nightline – IDEO Shopping Cart – YouTube

     

    How do you spur innovation and creativity in your workplace?