Wednesday, July 29, 2015

Almost Honest

What would happen, if...

- we honestly spoke about our successes
- we honestly discussed the issues we were struggling with
- we honestly shared when we lack self-confidence
- we honestly described our frustrations about the world of work
- we honestly told our colleagues how we feel about them
- we honestly shared how it is impossible to be all things to all people all the time
- we honestly let someone know how important they are to us
- we honestly did something we’ve always dreamed of doing
- we honestly lived the life we want to live
- we honestly told the ourselves

I wonder what that organization would look like?

I’d love to hear form you.

No Excuses.

1 comment:

  1. This is a very interesting post. One that could be the foundation for a master’s level thesis or doctoral dissertation. What would happen? If we speak about our successes we are often looked at as boasting. If we share our struggles, maybe we are weak. If we discuss our lack of self-confidence we are labeled unsure and negative. Expressing frustrations about make us seem like complainers and unproductive members of the team. I could continue but I think the point is made. According to Lencioni, team dysfunction is fueled by lack or absence of trust, fear of conflict, lack of commitment, accountability avoidance, and inattention to results. All of which are focal points of the areas you are asking about. Maslow posits the theory of self-actualization wherein certain needs must be must before a person can move higher up his "pyramid". Some people fail to ever climb the pyramid and spend their lives in a constant battle of trying to simply reach the first level of Maslow's famous work (food, drink, shelter, warmth). It is much further up the pyramid wherein individuals concern themselves with "belonging in the workforce” and where other "esteem" needs are considered. So between Lencioni and Maslow perhaps the "psychological" answer to your question is found. As executives, directors, managers and leaders we need to assist our workforce and create a culture within the organization that allows our team members to achieve the basic needs, the first level of the pyramid if you will, in their lives. As they climb the pyramid and become more focused on esteem, self-respect and ultimately personal growth, honestly and openness become central to them and they are able to better assist in eliminating the five dysfunctions of a team. They are able to be extremely honest and open about their successes, failures, struggles, dreams, ambitions and so forth without worry of how it makes others feel. I believe personally that we must look inward at ourselves and visualize where we sit within the framework of Maslow's Hierarchy of Needs and drive ourselves to reach the point of what Maslow terms "self-actualization". Again it is there that we realize our personal potential, self-respect and the ability to be open and honest about all aspects of our personal and professional lives. It is there that we inspire and create an organizational culture of openness, honesty, conflict resolution, accountability and a focus on results that turns a dysfunctional team into a force in any industry. No Excuses . . . just honesty and results.