As many of us hunker down in virtual work environments to try to keep each other healthy, our long-time collaborators, David Emerald and Donna Zajonc at TED* (The Empowerment Dynamic), send us all a wonderful reminder: 

… social distancing does NOT mean social disconnection.

We can all do our part to stay in touch with family, friends, neighbors, and colleagues during this trying period. David and Donna, recommend the following 7 points to help keep each other out of Drama and move us into the Empowerment Triangle:   

  1. Tell the truth about the current reality of this pandemic. Rather than focusing on blame, resisting, or trying to control things not in your control, surrender to the truth of this situation, even though there is much we don’t understand or know.

  2. Self-care is world care. Take responsibility for your self-care, which will help build your immune system by getting adequate sleep and nourishing food. Without a self-care plan there’s a higher risk of succumbing to fear and the Dreaded Drama Triange (DDT), which only feeds the same in others.

  3. Avoid drama conversations. One “social distance” we heartily recommend is not to engage in “ain’t it awful” exchanges, gossip, or passing on stories of doom and gloom.

  4. Be intentional about reaching out and connecting. Each morning ask yourself, “Who can I connect with today?”

  5. Share what you are grateful for, when you do connect. When others hear your gratitude list it helps evoke a positive feeling in them. Ask what they are grateful for. A gratitude practice will train your mind to look for the good, rather than feed the fear.

  6. Focus on what brings you joy and creates nourishing moments. When your heart sings there’s little room for fear.

  7. Above all be kind, patient, and compassionate. We have no idea what is going on in the life of others, so let’s give each other a break!

Read the full article here

Experience the latest TED* (the Empowerment Dynamic) work with the 3 Vital Questions to transform workplace drama, supported by a new book by David Emerald.

M&B principal, Abby Straus, is a 3 Vital Questions (3VQ)-certified trainer and we collaborate with other 3VQ practitioners throughout the country. We have incorporated 3VQ frameworks into a number of cohort-based leadership programs and offer several stand-alone workshops including virtual delivery format. 

Contact us to learn more about how you can create more Empowerment and less Drama in your team or organization. 

 

Opportunities & Challenges

The F-35 Joint Strike Fighter is one of the largest and most complex major projects being undertaken today. Nine partner nations and multiple American military and industry partners work together in a high VUCA (Volatile, Uncertain, Complex and Ambiguous) environment to produce a product upon which the lives of service men and women around the world depend.

Effective leadership is required across the organization, and organization systems themselves must constantly be upgraded to allow for the most efficient and effective work to take place.

What we did:
In collaboration with Defense Acquisition University (DAU) and F-35 Program Office Senior Leadership, M&B co-developed the Enterprise Cohort Leadership Program (ELCP), an ongoing cohort program to support leaders across the F-35 enterprise in being and doing their best.

ELCP is a condensed program of eight weeks, comprising seven days in residence with workplace learning assignments back on the job, and a capstone project to scope an initiative that will have significant impact on the learners’ leadership development and business/mission outcomes for the enterprise.

The program is designed to maintain a consistent base of frameworks and also to evolve as needs change.

Results:
Ten cohorts have been completed with over 200 participants who now share common leadership language and frameworks with which to positively influence work across the organization. A cadre of coaches is in place to offer ongoing support to colleagues and to further the work going forward.

Opportunities & Challenges

The Northeast Alliance for Graduate Education and the Professoriate (NEAGEP) is an NSF-funded program whose goal is to increase the number of domestic students receiving doctoral degrees and entering the professoriate in the sciences, technology, engineering, and mathematics (STEM) with a particular focus on recruiting, supporting and mentoring students of population groups underrepresented in STEM fields (i.e., African Americans, Hispanics, American Indians, Alaska Natives, Native Hawaiians or other Pacific Islanders).

While participants in NEAGEP receive world-class technical training, there is frequently less emphasis placed on preparing participants for roles as leaders and collaborators, both in their education and in their chosen professions.

What we did:
At the request of a NEAGEP leader at UMass Amherst, M&B developed a one-day introductory leadership training for a cohort of STEM grad students. The training included individual and team leadership topics and a module on systems thinking to assist participants in understanding whole-of-organization perspectives.

Opportunities & Challenges:

The Excelsior Service Fellowship, created by Governor Andrew Cuomo in 2013, is an initiative to attract the “best and brightest” of recent graduates from law, graduate, and professional schools to NYS government service. Each fellow, bringing a diverse background and skill sets, is placed for two years in a policy or operational position within the executive branch.
Tasked with working on some of the most pressing issues facing New York State, Excelsior Fellows required the right tools and frameworks to lead in the 21st Century.

What we did:
Over five months in 2017, M&B provided a multi-session Leadership Development Program for some 50 fellows serving throughout NYS government. Session topics included:

  • Leading in a Complex World
  • Forming and Leading Teams
  • Leader as a Facilitator
  • Working Well with Stakeholders
  • Leading Organizational Change

In addition to the above topics, fellows also inventoried stresses in their personal and professional lives that inhibited performance and effective team leadership. M&B presented mindfulness as a tool for focusing on the present moment, while not reacting to all the stressors that enter our daily lives. Participants were led through a 10-minute guided meditation.

Deliverables:
Each fellow was tasked with creating an individual “leadership development plan” and a “project plan” to implement throughout the five month program. Projects were identified based on actual opportunities and challenges within the workplace. In between sessions, fellows worked with their supervisors and teams to reach clear and measurable results with their projects during the 5-month program.

Opportunities & Challenges:

The Materiel Group within the Canadian Department of National Defence sought to develop the capacities of Project Team Leaders and Managers to think and operate more flexibly, adaptively, and creatively.

What we did:

In 2014, M&B delivered a four day course: Complex Adaptive Systems Approach to Complex Project Management. Participants appreciated the personal coaching by the presenters as they learned to apply each framework to a challenging project issue, that each person, or intact team, brought to the course. They also liked the opportunity to work in groups to openly explore issues with colleagues and learn from each other.

Opportunities & Challenges:

Over the past three decades, Australia has shifted its focus away from Europe to Asia, South Asia and Southeast Asia, with China and Japan being Australia’s two main trading partners, and India, South Korea and Indonesia becoming just as important.  The national government decided embark on a long-term project to engage more deeply with Asia, to ensure that Australia develops the skills, and cultural awareness to build stronger relationships.

What we did:

After the government’s Australia in the Asian Century Task Force completed their report, Maverick & Boutique was asked by the Department of Prime Minister & Cabinet to help develop the internal team responsible for the implementation of the plan to develop strategies for involving 30 other departments, major corporations, small business, universities and trade Organization in the roll-out of the plan. For this one day workshop, the implementation team used the Zing meeting system to rapidly share ideas, and reach agreement about the way forward.