We are all originals. Each of us travels with our own life story, values and dreams for the future. We start forming these from the moment we enter this world and build on them as life experiences influence our hearts and minds. We currently live in a time of constant change and ambiguity: what I term the unknown.
While the unknown can cause considerable anxiety, it also provides a tremendous opportunity to apply our hearts and minds to generating smart ideas to make a difference. Never have we needed new ideas more to improve the lives of those around us.
Yet, when it comes to our own lives, all too often we step away from our original selves, deferring to the agendas and pushback of others rather than pressing forward with our ideas. Why is that, when there is so much richness in going after new ideas? Trying out a new product that improves health, building an initiative to help people communicate more effectively, or creating a service offering that creates tools to promote better collaborative thinking are all important and worthy of your pursuit.
The problem is that with every new idea, there is the distinct possibility our ideas might fail, encounter ridicule, or even cost us our job. They also might lead to something new, exciting and useful. In short, the road to learning whether a new idea will work is paved with uncertainty and scariness.
New ideas push people outside of their comfort zone. Instead of dealing with the discomfort, many people resist it and simply stall out, slipping into habitual defensive behaviors and losing the chance the ideas might be successful. That resistance might include yourself. While wanting to avoid stress is understandable, where would that leave you and your desire to improve the lives of others?
The key to moving ahead is to learn how to take chances and thrive on the bumpy road through all the unknowns you will encounter along the way to making something better happen.
FOUR STEPS THROUGH THE SCARINESS OF THE UNKNOWN
You cannot stop the pace of change. You can create ballast in yourself by understanding who you are, what you want to do and what behaviors might get in your way. Here are four steps toward embracing instead of than avoiding the discomfort that comes with innovation in a way that will move new ideas forward.
Discover your dreams for making things better
Success in the 21st century requires an entrepreneurial mindset. That means rather than coloring between the lines of what is known and usual, you should focus on what is new and needed in a rapidly changing world.
Winners in today's environment jump in with both feet and learn what they can about their customers, co-workers and communities. The grandmother in Hawaii who first came up with the idea of a Women's March in Washington started by looking at her four granddaughters and fearing that they would not have the opportunities she had enjoyed. She was a retired attorney, not a community organizer, but that did not stop her from putting an idea out there into her social media about organizing a national protest march to protect the rights of women and girls, including her granddaughters. She had no idea of how it would go, but she nevertheless plunged into the unknown with an idea to address an emerging need.
In the business world, new opportunities present themselves in every aspect of organizational life, whether it is the company's market position, work culture, talent development or new products. By exploring what is truly new and needed among your various stakeholders you will discover the ideas to make their lives better.
Develop a healthy attitude toward the discomfort of taking risks
New ideas require taking risks. Science fiction writer Ray Bradbury once said, "Living at risk is jumping off the cliff and building your wings on the way down." In other words, the entrepreneurial mindset accepts the scariness of the unknown as an asset rather than a liability.
With new ideas come risks. You won't know if they will work until you test them. Much can go wrong along the way. Your boss, colleagues, customers or even friends might think the ideas are stupid, irrelevant or too expensive. Your team could respond to working on them with loud criticism, cynicism, or passive-aggression.
The strong feeling of discomfort that new initiatives can cause may not by seen as cool, but at the same time it happens, a lot. In fact, the impulse to flee back into a less stressful place is normal. When you experience discomfort in yourself or in others, you have a choice: You can abandon the idea and go back to same old, same old, OR, you can embrace the scariness as part of the journey. Choosing the latter means you are on the way to something better.
Accept failure as your friend. When you try new things, failure is always an option. For many, it can be associated with shame, lower self-esteem and a reason to hide. These reactions come from many different places including cultural norms at your organization, negative comments from people pushing their own agendas or family of origin issues.
When failure occurs, embrace and celebrate it, especially when the idea is risky and laden with great potential. See it as a moment to pause, evaluate and recalibrate. Look at bumps along the road as learning opportunities, not reasons to slash headcount, slow down or abandon the quest.
Most of the time you misread the needs of your target audience. Use failure as an opportunity to summon up the courage to re-connect with them to learn what you missed in the first place. The conversations might be initially awkward as you learn things you did not know before about them and their needs. However, stay with it and a better idea will emerge. Then try the more informed new idea with the benefit of your new knowledge.
Overcome resistance (yours and theirs) to the discomfort of taking risks
When pursuing those new ideas, watch out for defensive behaviors. Human beings are messy. That's what makes working with them both wonderful and challenging. Unless you figure out a way to test a new idea without any humans involved, including yourself, you will have to deal with many counterproductive behaviors along the way. They will be especially evident while on the uncharted road to new things. The new causes stress, and stress raises defensive behaviors.
Defensive behaviors can give short-term comfort but will take you off the path of traveling to bigger horizons. Defenses are places to hide, and stop growing. Everyone has them. What matters is how they get in the way of your dreams, and then what you do about them.
There are many defenses that people adopt. Three very common ones are micromanagement, personalizing and conflict avoidance.
- Micromanagement gives you the illusion of having control over how something will turn out. In reality, it will only cut off the creativity of an eventual yet to be determined outcome as you obsess on details instead of the bigger vision. They also will numb the thinking of your team members.
- Personalizing will cause you to hear feedback on an idea as a judgment of your personal worth rather than a comment about the broader picture. A presentation may have failed because the audience recently heard a speech on the same topic and had had enough of it, you did not adequately understand their baseline knowledge, or there was someone in the audience who they all knew had tried the idea before at a previous company and failed. Whatever the case, none of those outcomes was a reflection on your self-worth. They are broader communication problems to be solved. Presentations can always be improved, but your value as a human being is not relevant to that improvement.
- Conflict avoidance is not knowing how the other person will react to something you say that they might not like. That uncertainty can be scary. It requires you to know your ultimate goal in the conversation. Do you need that person's friendship or just a respectful consent? Do you need him or her to buy into your whole idea or are you okay with them merely agreeing to approve your initiative and support its implementation? When you know your goal and values, you will know where to flex and where to hold firm through whatever takes place in the conversation.
Surface personal motivators for fuel
To move yourself and lead others through the discomfort of testing a new idea you need a clear sense of purpose.
The road toward better outcomes is uncomfortable. To travel its scary uncharted twists and turns to achieve something better, one needs a good reason to undertake it. This is where you can pull strength from your life story, values and dreams for the future. They define what we most care about, regardless of what others think. The stronger and more personal the reason, the better. Smart navigation of the twists and turns of change requires that you pay attention to what others need to be convinced. Even more, knowing your core beliefs will keep your feet planted solidly on the ground, allowing you to stand tall as you work your way through the testing ground of your new idea.
The Hawaiian grandmother who galvanized the Women's March cared deeply for the future of her granddaughters. That gave her the deep meaning she needed to take the gutsy and scary move of proposing to the social media universe the idea of a national march.
The purpose does not have to be deep. What it has to do is to motivate and provide emotional fuel. You might initiate a new project to provide a compelling tutoring program to young children in underfunded schools, because you remember how you benefited as a child from tutoring by your neighbor, or you simply want to show your rivalrous older sister that you too can make things happen. Either purpose will serve if it results in giving you the courage to push through the scariness of experimenting with program design, funding challenges and building engagement among the children themselves. The key is whether it will give you the courage to embrace the scariness of the uncertainty that comes with trying out new ideas.
Bringing to fruition new ideas to make things better is scary, but your willingness to embrace that discomfort means you may well be on the way to something good, and thus, is well worth the risk.
Women in the workplace have always experienced a certain degree of discrimination from male colleagues, and according to new studies, it appears that it is becoming even more difficult for women to get acclimated to modern day work environments, in wake of the #MeToo Movement.
In a recent study conducted by LeanIn.org, in partnership with SurveyMonkey, 60% of male managers confessed to feeling uncomfortable engaging in social situations with women in and outside of the workplace. This includes interactions such as mentorships, meetings, and basic work activities. This statistic comes as a shocking 32% rise from 2018.
What appears the be the crux of the matter is that men are afraid of being accused of sexual harassment. While it is impossible to discredit this fear as incidents of wrongful accusations have taken place, the extent to which it has burgeoned is unacceptable. The #MeToo movement was never a movement against men, but an empowering opportunity for women to speak up about their experiences as victims of sexual harassment. Not only were women supporting one another in sharing to the public that these incidents do occur, and are often swept under the rug, but offered men insight into behaviors and conversations that are typically deemed unwelcomed and unwarranted.
Restricting interaction with women in the workplace is not a solution, but a mere attempt at deflecting from the core issue. Resorting to isolation and exclusion relays the message that if men can't treat women how they want, then they rather not deal with them at all. Educating both men and women on what behaviors are unacceptable while also creating a work environment where men and women are held accountable for their actions would be the ideal scenario. However, the impact of denying women opportunities of mentorship and productive one-on-one meetings hinders growth within their careers and professional networks.
Women, particularly women of color, have always had far fewer opportunities for mentorship which makes it impossible to achieve growth within their careers without them. If women are given limited opportunities to network in and outside of a work environment, then men must limit those opportunities amongst each other, as well. At the most basic level, men should be approaching female colleagues as they would approach their male colleagues. Striving to achieve gender equality within the workplace is essential towards creating a safer environment.
While restricted communication and interaction may diminish the possibility of men being wrongfully accused of sexual harassment, it creates a hostile
environment that perpetuates women-shaming and victim-blaming. Creating distance between men and women only prompts women to believe that male colleagues who avoid them will look away from or entirely discredit sexual harassment they experience from other men in the workplace. This creates an unsafe working environment for both parties where the problem at hand is not solved, but overlooked.
According to LeanIn's study, only 85% of women said they feel safe on the job, a 5% drop from 2018. In the report, Jillesa Gebhardt wrote, "Media coverage that is intended to hold aggressors accountable also seems to create a sense of threat, and people don't seem to feel like aggressors are held accountable." Unfortunately, only 16% of workers believed that harassers holding high positions are held accountable for their actions which inevitably puts victims in difficult, and quite possibly dangerous, situations. 50% of workers also believe that there are more repercussions for the victims than harassers when speaking up.
In a research poll conducted by Edison Research in 2018, 30% of women agreed that their employers did not handle harassment situations properly while 53% percent of men agreed that they did. Often times, male harassers hold a significant amount of power within their careers that gives them a sense of security and freedom to go forward with sexual misconduct. This can be seen in cases such as that of Harvey Weinstein, Bill Cosby and R. Kelly. Men in power seemingly have little to no fear that they will face punishment for their actions.
Source-Alex Brandon, AP
Sheryl Sandberg, Facebook executive and founder of LeanIn.org., believes that in order for there to be positive changes within work environments, more women should be in higher positions. In an interview with CNBC's Julia Boorstin, Sandberg stated, "you know where the least sexual harassment is? Organizations that have more women in senior leadership roles. And so, we need to mentor women, we need to sponsor women, we need to have one-on-one conversations with them that get them promoted." Fortunately, the number of women in leadership positions are slowly increasing which means the prospect of gender equality and safer work environments are looking up.
Despite these concerning statistics, Sandberg does not believe that movements such as the Times Up and Me Too movements, have been responsible for the hardship women have been experiencing in the workplace. "I don't believe they've had negative implications. I believe they're overwhelmingly positive. Because half of women have been sexually harassed. But the thing is it is not enough. It is really important not to harass anyone. But that's pretty basic. We also need to not be ignored," she stated. While men may be feeling uncomfortable, putting an unrealistic amount of distance between themselves and female coworkers is more harmful to all parties than it is beneficial. Men cannot avoid working with women and vice versa. Creating such a hostile environment is also detrimental to any business as productivity and communication will significantly decrease.
The fear or being wrongfully accused of sexual harassment is a legitimate fear that deserves recognition and understanding. However, restricting interactions with women in the workplace is not a sensible solution as it can have negatively impact a woman's career. Companies are in need of proper training and resources to help both men and women understand what is appropriate workplace behavior. Refraining from physical interactions, commenting on physical appearance, making lewd or sexist jokes and inquiring about personal information are also beneficial steps towards respecting your colleagues' personal space. There is still much work to be done in order to create safe work environments, but with more and more women speaking up and taking on higher positions, women can feel safer and hopefully have less contributions to make to the #MeToo movement.