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Chris Murchison

The Art of Listening

November 19, 2014

“Listen first, speak last.” –Peter F. Drucker

Listening is core to our work at HopeLab. Listening is how we understand the needs of customers, the goals of our partners and the passions of our employees. Our success depends on our ability to truly understanding the interests of other – what we call “deep listening.”

We’ve recently turned the mirror on ourselves, inviting Monica Worline, an organizational ethnographer, to listen in on the day-to-day at HopeLab. For the past year, Monica has documented how we engage and connect as colleagues in the workplace and with people outside our organization. Her work is now being developed for publication, offering insight on how organizations support environments of creativity, innovation and compassion.

Inspired by the experience of being heard, a member of our staff who was interviewed by Monica penned a Haiku in honor of her exceptional listening skills. That poem of gratitude recently found its way into this gorgeous piece of original artwork by Sheri Jarvis, which HopeLab presented to Monica. Beautiful, just beautiful! We just had to share.

SheriJarvis


Chris Murchison

7 Tips for Asking Highly Effective Questions

November 4, 2014

“Seek first to understand, then to be understood.” –Stephen Covey

Business leaders support individuals and help them perform their best. But providing guidance and feedback to others can be challenging. People have shifting interests, concerns, and worries. So as a leader, you cannot support people unless you know what they think and how they feel. And this can only be done by asking meaningful questions and listening deeply.

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Inquiry of this kind does not come naturally to everyone. Like most things in life, it takes practice and effort. The tips below, inspired by the Quaker practice of discernment, can help you hone your skills and become a better leader, in business, at home, or anywhere in between.

1. Powerful questions are simple. Complex inquiry can obscure what is really being asked. Keep it simple.

2. The best mark of a great question is that you cannot predict the answer. If you know the answer to a question you pose, then you are voicing a statement or opinion rather than an open and honest questions.

3. Ask questions that help people name what they already know. If we listen closely and carefully, answers to most questions come from inner experience. Allow space for people to connect to this experience.

4. Ask questions that expand exploration. Your questions should open up and expand inquiry, rather than narrow it down too quickly.

5. Ask questions about perceptions and feelings, not just the issue at hand. Sometimes answers aren’t found in our words but elsewhere in our body, a gut feeling, for example. Ask questions that allow people to connect with this experience.

6. Avoid storytelling or bringing attention to yourself. When listening to others, our heads can get filled with reactions to what a person is saying rather than listening deeply to their words. Stay focused on the other person and their story, not your own. Listen to understand.

7. Make room for silence. Responses to good questions can be like peeling an onion. There may be layer upon layer of answers until something deeply meaningful is revealed at the core. Getting through these layers requires time. Wait. Be patient.

The presence of a great thought partner and listener can be profound and highly influential in a person’s development. When people are truly heard, they feel a deeper sense of belonging, inspiring trust and loyalty and improving engagement and overall work performance. And when employees are engaged and performing at their best, you create the potential for positive impact on your organization’s culture.


Chris Murchison

Does Your Job Make You A Better Person?

August 12, 2014

We tend to think of our professional lives as distinct from our personal ones.

Outside the office, we may be cooks or gardeners, coaches, dancers or photographers. Whatever we care deeply about happens outside of the office, away from our desk and colleagues, after hours and with people that matter most to us. We compartmentalize, keeping work separate from life and aiming to keep them “balanced.”

WorkLife

But the distinction between professional and personal cheats us. It assumes there’s one “you” who shows up for work and another one who shows up at home or on the weekend, in the real world. This assumption robs us of being whole and fully human in both contexts, a loss to our co-workers and our family and friends.

Engaging the whole person

In a Deliberately Developmental Organization (a term recently coined by authors on the Harvard Business Review blog), one of the most important strategic goals is to tap the potential of the whole person, her hopes and fears, her strengths and weaknesses. It’s a belief that work can be a place where your full potential can be realized and where you can also become a better person, not just earn money to pay the bills.

We take the goal of deliberate development seriously at HopeLab.

It starts in the interview process, where we go beyond job experience and competencies to learn what motivates candidates and inspires them. Questions in the interview might include, “What are you passionate about?” “What makes you laugh out loud?” Or “What activities do you lose yourself in?” Answers to these questions say a lot about potential fit as well as areas where a new employee might contribute in broader ways to our mission and culture.

We also focus on deliberate development by creating supervision and performance management practices that support the whole person. In addition to encouraging regular check-ins, we’ve moved away from the annual performance review. Instead we have an annual conversation, where supervisors and supervisees reflect on achievements and challenges, and prioritize meaningful activities for the year ahead, and have an authentic conversation that sparks honesty and clarity.

Lastly, at HopeLab we recognize that how we work with others is also a rich opportunity for deliberate development. We’ve experimented with Myers-Briggs, the Enneagram, and other tools to help us become more aware of personality types and work styles. One of my favorite practices at HopeLab is our use of staff development funds. Although this money is spent in different ways—on life coaching, physical training, or photography classes, to name a few—they all have one thing in common: igniting a sense of purpose and meaning in staff. Employees return to the office with a renewed excitement that infuses their work and interactions with others.

All of these efforts help create a workplace that supports deliberate development. The result? A workforce that is open to growth, strives to excel, and has increasing capacity to meet your organization’s mission.


Chris Murchison

Can Business Be a Force for Good?

July 24, 2014

Negative business practices earn splashy headlines, e.g., Enron, AIG, and others. But I’ve always believed that business can be a force for good, both for the individuals that make up the organization and society at large.

In May, the University of Michigan’s Ross Business School hosted the first annual Positive Business Conference, drawing over 350 scholars, business executives, HR leaders, and others to hear about research, stories and practices in successful and positive businesses across the globe.

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“We develop leaders who make a positive difference in the world,” states Allison Davis-Blake, the Dean of the Business School. “We can solve our most complex challenges by empowering those who believe that business can, and should, be a force for good.”

The power of positive organizations

According to conference organizers, positive business is built on three foundations, (1) creating positive value in the world, (2) creating great workplaces, and (3) being a good neighbor in your community and to the planet. Participants at the conference were introduced to scholarship and practice in all three domains, everything from responsible supply chain management to positive accounting to building high-quality connections in workplace communities.

As a longtime believer in the necessity of building positive workplaces, I found that the conference was an incredible opportunity to better understand different organizational aspects that must work together to support a system that creates positive value in the world.

I was impressed by executives who shared stories about how they’re revamping employee rewards systems, crafting unique programs to support disadvantaged community members, catalyzing innovations to support environmental sustainability, and more.  I was also inspired by faculty whose research shows so beautifully the impact of positive business practices today.

Weeks after the conference, one particular quote stands out to me. “It’s not just about culture, it’s about changing the world,” says Dan Hendrix, CEO of Interface. His comment is a great reminder that positive workplaces tap the full potential of people and that an engaged workforce enables an organization to achieve its mission and make a positive impact in the world.


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For any leader who wants to learn about culture and business impact, I highly encourage you to attend next year’s conference.

I will definitely be there.


Kevin Neilson

The Power of Positive Organizations

June 25, 2014

Last month at the University of Michigan’s Ross School of Business, HopeLab was honored to be named one of five finalists for the Positive Business Project, a contest designed to celebrate exceptional businesses and business leaders that make a positive difference in the world.

“Positive business practices can—and do—have transformative results within organizations and the entries are proof of that,” said Wally Hopp, senior associate dean for faculty and research at Ross.

Please take a moment to watch our video submission.

Questions and curiosities—they’re all welcome!


pchristen

Leave the Drama Behind…

April 18, 2014

From presidents to parents, we are all leaders in some way. Every day we make choices that matter. In this multi-part series, we encourage readers to consider their choices as leaders using HopeLab’s Questions for a Curious Leader. The goal? To spark a personal, fiercely honest reflection that supports greater clarity – where new possibilities and perspectives can then emerge. 

Responsibility

We can be fully committed to taking 100% responsibility for our lives and living with integrity even if we know we will fall short at times.  It’s not about perfection. It’s about intention and commitment. How might we begin to appreciate what it means to take 100% responsibility, being fully accountable for our lives and our decisions?

To better understand this, at HopeLab, we often use a simple tool – the so-called “drama triangle” to help us discern whether we are taking more than or less than 100% responsibility. The drama triangle has three roles on it – the villain, the victim and the hero. Each role demands the presence of at least one of the others in order to exist. (A hero needs a victim to rescue, a villain needs a hero to blame, etc.)

Let’s take a closer look at each role.

The Victim

What are we doing when we choose (and it is a choice) to play the victim? As victims, we feel at the effect of the world, overwhelmed and powerless. We may complain of being overworked, underappreciated, and tired, but we continue to seek out situations that will cause us pain and suffering so heroes rescue us or villains exploit us.

When we find ourselves saying “I don’t have a choice,” or “I can’t get out of this,” or “I have to sacrifice myself,” we’re playing the victim. We have sad eyes and sorry excuses. As victims, we feel so burdened. We take less than 100% responsibility for our circumstances and seek out heroes to come to our rescue or villains to blame.

The Villain

What about the villain? Every drama requires a great villain! As villains, we play the juicy part of blaming others or ourselves, zeroing in on someone or something to criticize. We finger-wag. We are masters of the blame game. Self righteous in our condemnations, villains are “my way or the highway” actors. We might be cynical, narcissistic, puritanical, or sarcastic, but we are always right. Just ask us.

When you find yourself saying “You’re doing it all wrong!”, “Whose fault is this anyway?” or you’re blaming the government, the DMV, or the weather for your woes, you’ve cast yourself in the role of the villain.

Villains gladly take more than 100% responsibility for a situation so we can blame ourselves when things don’t turn out as we’d like or less than 100% so we can blame others. Who cares as long as we get to place the blame? As villains, we require victims or heroes.

The Hero

Finally, the hero! It’s evident why one might not wish to be a villain or a victim, but what could possibly be wrong with wanting to be a hero? Well for one thing, on the drama triangle, it demands we perpetuate others acting like victims or villains so we can maintain our hero status. It’s exhausting, but somebody has to do it.

As heroes, we crave problems to fix and people to save. We will protect, analyze, listen, provide, and go the extra mile, all in an attempt to seek temporary relief from pain or discomfort we would just as soon not face. For example, doing workarounds for colleagues rather than having a direct conversation with them about their performance. Or paying an addict’s rent rather than allowing her to bottom out.

When we find ourselves saying “I’ll keep you from harm,” or “I’ll make it all better,” or “I can do it all right now,” we’re playing the hero.

As heroes, we take on more than 100% responsibility so we can feel appreciated and acknowledged. We love the applause. We live for the curtain call and the standing O.

These are the actors on the drama triangle—victim, villain, and hero—and they can consume us, running the show, leaving our integrity in shambles and our energy drained.

In some of our more elaborate performances, we even play the roles of victim, villain and hero all by ourselves. We’re a one-person show: as the victim, we cry about being loaded down with work, as the hero, we stay up all night to complete the job, then as the villain, we gossip at the water cooler, blaming others for our woes.

Sound familiar? So, what to do?

Step off the off the drama triangle and into presence, fully into our lives. Stop blaming, rescuing or whining.  Seek meaningful resolution and accountability. Keep the promises we make. Stop saying things about others we would be unwilling to say in their presence. Exchange self-righteous certainty for curiosity.

100% responsibility for 100% of our lives. It’s our ticket to integrity, to energetic lives of impact, connection and purpose. Better than any drama. It’s the greatest show on Earth.

This blog series is based on the writing of Pat Christen, Susan Edsall, Chris Murchison and Richard Tate. In creating Questions for a Curious Leader, we’ve benefited greatly from the contributions of several colleagues and partners. To learn more, please download the quick reference guide.    


pchristen

Integrity: The Path To Self-Mastery

April 18, 2014

From presidents to parents, we are all leaders in some way. Every day we make choices that matter. In this multi-part series, we encourage readers to consider their choices as leaders using HopeLab’s Questions for a Curious Leader. The goal? To spark a personal, fiercely honest reflection that supports greater clarity – where new possibilities and perspectives can then emerge.

Integrity

Malcolm Gladwell’s best-selling book Outliers: The Story of Success breaks down the concept of masterful practice. In his book, Gladwell cites the work of K. Anders Ericsson who studied mastery and top performance in a wide array of professions including surgery, acting, programming, music, and firefighting. Ericsson found that “the journey to truly superior performance is neither for the faint of heart nor the impatient.” The same might be said of the practice of integrity.

Mastery of any endeavor is not simply about practicing a lot. It is also about a particular type of deliberate practice that pushes you beyond your competence and comfort with attention, intentionality and resilience.

Ericsson’s research illustrated the “10,000 hours or 10 years” rule of practice essential for mastery. Athletes and musicians alike brought precise attention to the placement of their bodies, their thoughts and their emotions as they cultivated their genius. Purposeful, highly focused practice might occur up to 5-6 hours per day, but rarely more. Rest was essential.

Ericsson’s research also revealed that one may well need “a well-informed coach not only to guide you through deliberate practice but also to help you learn how to coach yourself.” We can’t go it alone.

Integrity too is a practice that takes discipline. We inevitably fail along the way. Mastering the practice is a lifetime’s work. And the practice will not look that different from the aspiring violinist or the Olympic swimmer–to get better we’ll need knowledgeable instructors and a willingness to push at the boundaries of our learning edge. Curiosity, candor and accountability are handy assets in the practice. It is humbling, rewarding work.

There are no short cuts.  Staying curious and keeping the promises we make—living in whole-hearted integrity—may be the practice of a lifetime; but we need only start with this moment. What do you intend to do with it?

Integrity

This blog series is based on the writing of Pat Christen, Susan Edsall, Chris Murchison and Richard Tate. In creating Questions for a Curious Leader, we’ve benefited greatly from the contributions of several colleagues and partners. To learn more, please download the quick reference guide.


Chris Murchison

A Thriller of a Farewell

April 15, 2014

Recently we said goodbye to an employee in a truly remarkable way. Instead of telling you about it, I encourage you to watch it. Spoiler alert: You’ll love this behind-the-scenes look at one of the most joyful and unorthodox send-offs ever. Plus, you’ll get a glimpse into the positive organizational culture we strive to cultivate here at HopeLab. Please enjoy!

How We Put the “Good” in Goodbye

Departing from a job is a significant milestone in anyone’s career. These endings are inevitable, and we make every effort to mark the milestone in a meaningful way at HopeLab. To honor the individual in their transition, we consider the whole person, their interests and passions, and curate a farewell that respects who they are as an individual and how we know them. Our farewells will often include a memory book with photos and hand-written notes from staff. There might also be a meal with favorite foods or at a favorite restaurant, a handcrafted article like a handmade card or a fun activity. We try to create an event and/or gift that delights the individual and communicates how much they matter to us.

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Endings are significant cultural events at HopeLab. Although sometimes sad, acknowledging and honoring these transitions strengthens our community and builds resilience. Every employee will one day leave your organization, so paying attention to endings is one of the best ways to live the values of your organization.

For insight on how honoring endings can impact your bottom line, read Jessica Amortegui’s article in Fast Company.


Chris Murchison

What Gardening Taught Me About Thriving Organizations

March 18, 2014

Although I tend to neglect plants (often to their peril), I recently found inspiration in an unlikely spot: my own garden. As my partner and I redesigned our backyard, we had to pay careful attention to so many details—the soil, shade and irrigation, as well as the pattern and visual tapestry of what we planted. I was struck by a similarity: Cultivating a garden is a lot like cultivating a healthy and vibrant organization. Both require vision, a principled approach and careful tending over time.

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Seeds of wisdom

Out of curiosity, I scanned the web for insights and lessons on gardening. I found many that nicely reflected the practice of tending and building organizational culture. These wise sayings inspired me the most:

  • There are no gardening mistakes, only experiments
  • Gardeners must dance with feedback, play with results, turn as they learn
  • Leave one corner of your garden untouched, chaotic, free and you will reap insights
  • Think about how the landscape you govern represents the footprint that you leave behind you on this Earth
  • Watering is the practice of gentleness
  • The wise gardener knows when to stop

One of the most common metaphors of the workplace is a well-oiled machine. But this focuses solely on efficiency and productivity, ignoring other aspects of a vibrant organization. The gardening metaphor is a good reminder that tending to workplace culture requires presence, creativity and improvisation.

So, what wisdom might you add to the list?

I’m curious to hear your thoughts.

For your use or sharing pleasure.
Print. Share. Be inspired.

 

 

 

 


Kevin Neilson

Four Ways to Promote a Culture of Curiosity at Work

March 3, 2014

They had us at “HopeLab is a curious place”

Authors Katie Smith Milway and Alex Goldmark wrote an excellent piece in The Harvard Business Review on our culture of radical curiosity.

“We look at our culture as a product, just like Re-Mission and Zamzee are products,” says Pat Christen, president and CEO of HopeLab. “And we believe a culture of curiosity is key to innovation.”

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In their conversations with HopeLab staff, Milway and Goldmark identify four practices anyone can implement:

  • Encourage inquiry
  • Write agendas as questions
  • Avoid blame
  • Assume all learning is good

Intrigued? Read the full article here.

You can also follow us on LinkedIn where we provide regular updates on our work in organizational culture.