The Voice for Insightful Leadership with Shelley Row, P.E.

Your Search for insightful leadership

It was dark and I was in unfamiliar territory. I was aboard a friend’s boat on the Chesapeake Bay, at night, headed home, when he said, “You should drive. It will be good practice.”

“Good practice?” I thought. “Is he crazy? There are lights everywhere.” As I looked across the horizon and saw white lights, yellow lights, red lights, green lights, blinking lights, bright lights and faint lights.  “Which do I follow?” I asked him.

He said, “You’ll learn to sort out the important lights, that help you navigate to the dock, from the irrelevant ones that are a distraction.”  Wise words that also apply to you as an insightful leader.

You navigate your organization towards the future and along the way there are countless pieces of information and distractions that can take you off course – if you let them. How do you sort out the relevant from the irrelevant? Here are three tips I learned from executives I interviewed.

  • Have a clear objective. You can only navigate to your goal if you are clear on your goal. Yeah, I know…that seems obvious. And, I’m continually amazed at how often managers lack clarity on the goal. We breeze past the difficulty of finding clarity in the rush to act. Clarity immediately reduces distractions. Clarity allows you to ignore all inputs that don’t align. Without clarity, it would be like me aiming for any creek when I wanted Aberdeen Creek.To get clarity, ask yourself,
    • “What is the desired outcome?”
    • “What specifically needs to be accomplished?”
    • “What specific action do I want to occur?” Don’t settle for generalizations. Be specific

From a place of clarity, identify the key next steps. These steps help to retain clarity and focus along the way. Activities that aren’t in alignment with the steps to the objective, can be dealt with later.

  • Control the tangents. Be brutal about this. Everyone you talk to will try (maybe unintentionally and maybe intentionally) to take you off on a tangent. If you stay laser focused on the objective, you can tactfully redirect the conversation while staying aware that other issues will be dealt with later. When someone tries to divert your attention, say,
    • “That’s a good point, and we need to stay focused on the goal. We can come back to that point once we deal with this.”
    • “I appreciate you bringing this up. Let’s put this in the parking lot to address next.”
    • “I realize this is a concern of yours and we will address it, but for now, we need to stay focused on the goal for today.”

As I scanned the darkness, the horizon filled with lights. But I didn’t need the circling light of Thomas Point Lighthouse or the red and green lights of other boats. I began to train my eyes to discern the lights on the markers that indicated the way back. It went like this: Marker light…got it in my sights. Lighthouse light: it’s out of the way; I won’t run aground; no need to consider it further. Other boats: They are not in the way and not coming my way; no need to consider them further. They remain in my periphery but didn’t distract from the goal. How do you sift out the tangents, set them aside, and stay focused on the objective?

  • Check in along the way. As we motored back toward the dock, the navigational chart told me which marker should be in view next. Did it appear when and where it was supposed to? Check. We were still on course. As an insightful leader, it is wise to check your course along the way. Are you still focused on the objective? Are you still taking the steps you identified or have you succumbed to a tangent? Check in along the way and make course corrections as needed.

You, as an insightful leader, are the keeper of focus. In addition to reaching your goal efficiently, your staff will feel more secure and calm because of your clear-headed focus.

Photo Copyright : James Kirkikis

It started by mistake. As I pondered the topic for this newsletter, I picked up the kaleidoscope on my desk. It sits there to remind me to always see other perspectives. By mistake, I stared through the wrong end. Have you ever looked at the back end of a kaleidoscope? There is no swirl of color or dynamic image. Instead, you only see small fragments of colored bits.

The magic happens when those colored bits spin together into intricate designs. That’s when I realized that it’s the same for an insightful leader.  The colored bits are like their fundamental skills that swirl together to create deeper insights just as the kaleidoscope creates amazing images.

It’s those deeper insights that increase effectiveness and impact.

What then are the fundamental skills of an insightful leader? At the core, insightful leaders appreciate that leadership takes more than just data – it requires objective thinking and an appreciation of feelings – theirs and others. These leaders understand that they need basic skills to manage themselves and to understand other people – whether directing, inspiring, motivating or coaching. It’s not about being agreeable. It’s about being insightful.

After considering all that I learned through experience and through interviews with executives, here is a list of fundamental insightful leadership skills.

Try this Insightful Leader Quiz to assess your fundamental insight skills.

⧠      You understand the need to both think and feel at work.

⧠      You know your values.

⧠      You know and manage your biases.

⧠      You know and use your natural skills effectively.

⧠      You recognize when your natural skills get in the way.

⧠      You manage your blind spots.

⧠      You appreciate the value and limitations of data.

⧠      You listen for and manage both facts and feelings with others.

⧠      You wisely use email, phone or face to face communications

⧠      You know and manage your personal brand.

⧠      You use stories and visual language to connect with an audience.

⧠      You are aware of and manage triggering events for yourself and others.

⧠      You recognize and resolve your stuck stories.

⧠      You know when to decide and when to sleep on a big decision.

How did you do?  Are you comfortable that you have deep skill in a third, a half or more?

Perhaps this quiz struck you as overly introspective and self-focused. We’re more accustomed to thinking of leadership as vision setting, providing direction, establishing tone, managing change, influencing and motivating – all of which are outwardly focused. For sure, those are results of leadership like the beautiful, intricate images inside the kaleidoscope.  But, as with the kaleidoscope, you can’t achieve good leadership without fundamental skills (like the little bits inside the kaleidoscope). It’s the fundamental skills that you swirl together to create insightful leadership.

What fundamental skills do you most need to develop to be an insightful leader? Let me know and I’ll write more about these in future blogs.

The night was warm as we stood looking over the Annapolis harbor at the gathered crowd. It was a perfect evening for (are you ready?) tango. Yes, tango. Argentine tango, to be specific. The bricks of the Annapolis City Dock were covered by a smooth dance floor and a small band played tango music. If you are not a dancer, Argentine tango is not like a typical ballroom tango. Ballroom-style tango has specific steps. Argentine tango does not. It is all improvisational. The men learn to lead by shifting their bodies. Women learn to sense and follow their lead.  As we watched, the men were steady and (relatively) straightforward with their steps while the women twisted, turned, and flicked their feet with grace and style. They represented a subtle communication between leader and follower that resulted in beauty and art.

When I think about being an insightful leader, there are three lessons from tango.  The tango leads provided:

  1. Direction. The leader provides the forward direction. Will he steer his partner slightly right, slightly left or straight ahead? He watches other couples and navigate between and around them. He adjusts their rate of progress to account for others. It’s the same for leaders in an organization. You, too, provide direction and navigate employees, staff and projects around obstacles. In your case, obstacles may be political, technical, financial or personnel. It’s your job to watch the surroundings, notice openings and deftly steer the organization forward as though you are dancing together.
  2. Framework. The tango lead held his frame. He provided a firm, physical frame that gave his partner the boundaries for her dance. Within his arms and the space around his steps, he contained the space of the dance. A leader does the same. You provide the organizational framework within which staff perform and work happens. In this case, your frame work may be the organizational culture, a way of doing business, the boundaries of acceptable business practices or acceptable behaviors at work.
  3. Flexibility. Perhaps the most striking part of the tango was the flexibility afforded to the woman dancer. Our tango lead provided direction and a framework that allowed her to improvise. Steps, kicks, flourishes, twists and turns. She was the show. He gave her the space to explore her creativity and develop beauty. Too often, this element of leadership is missing. Sometimes, we as leaders create a framework that’s too tight. It confines creativity in the workplace. Instead, insightful leaders create space like the tango. There’s an openness to new ideas, new processes and procedures. Staff are encouraged to develop their creativity and show off their highest skills. The creativity of the staff can be the showpiece under a wise leader.

Because of the skill of the tango leader, the woman improvised, added her unique style and created a work of art while moving forward within the framework. How well is your organization dancing under your leadership? Maybe it’s time for a tango lesson!

Copyright: timurpix / 123RF Stock Photo

It was a beautiful fall day in Keystone, Colorado. The aspen were gold and the sun highlighted the crevasses in the mountains that guarded the lake. It was a perfect time to rent a kayak and paddle around under the blue sky. My friend is an experienced kayaker. I am not.  But…how hard can it be? It’s a kayak.

Truthfully, it wasn’t hard to paddle around. It was just difficult to get to a specific point on the lake – just as it can be difficult to reach the goal that you set in your organization. Here are three points gleaned from paddling on a Colorado lake that can help you reach your organizational goals.

  1. Set a clear goal. “Let’s paddle to that grove of trees on the point,” my friend said. I replied, “Which grove of trees on which point?” It took discussion and lots of pointing to clarify which grove of trees on which point of land.  It’s the same in your organization.  The goal may seem crystal clear to you. It’s unlikely to be that clear to others. Talk about the goal with your staff and team. Engage them in discussion. What behavior will you all see when the goal is achieved? What specific outcome will be realized and how will you know?  This is the only way to ensure that everyone is working toward the same end.
  2. Adjust constantly. Off we went toward our grove of trees. But it wasn’t that easy. We negotiated how we would paddle together without knocking each other’s paddle. Plus, the light breeze blew the kayak away from the point of land.  We were constantly compensating for the breeze and an occasional boat wake. Similarly, how will your team work together and not get in each other’s way? It’s not that easy. Personality conflicts, incomplete communication and busy schedules get in the way of coordinated work. I’ve seen it first hand in my organization and in those organizations with whom I work. Busy staff don’t talk to co-workers – even briefly – to discover that they are doing the same work or that they are working at cross-purposes. It takes constant communication to make course corrections. In my office, each project had a detailed road map to guide the work. Even with the road map, it was essential that we read the “breeze” in the organization and adjust. As your work progresses, what do you know today that you didn’t know when you started? What course corrections are called for? Become an observer of the staff and their communication styles.  Who is working well together and who continues to paddle at cross-purposes? An adjustment in staff roles can better align natural communication styles for more productive work.
  3. Anticipate. As we paddled, it looked like we were on track – heading straight for the point – but with one extra paddle stroke, we’d gone too far. I didn’t anticipate the momentum of the kayak and adjust my paddling in time. It took more time and effort to reach the point. Are you reading the situation and anticipating the next steps? Every office has momentum – work flows that are set in motion, processes that are half completed. You must anticipate where the momentum takes you and adjust in advance before the need is obvious. This is the work of the insightful leader. Are you a keen observer of the work flow, the patterns in the office and the external influences? It’s only then that you can anticipate the trajectory and course correct before others realize it’s needed.

We made it to the point – eventually. I learned that I have a lot to learn about kayaking. On the surface, it looks easy, but the art of kayaking takes skill and intentional thought. Providing wise leadership is the same. Data isn’t enough. You must be an astute observer of the people and work to stay on course.

 

Copyright: wavebreakmediamicro / 123RF Stock Photo

brain and heartHoliday shopping. Holiday cooking. Holiday travel plans. Holiday decorating. Holiday visitors. Holiday hubbub. It’s easy to get lost in the holiday this-and-that. In the midst of the holiday bustle, I challenge you to also reflect and plan but in a different way. Instead of cataloging accomplishments, reflect first on what you accomplished, then on how it felt as you worked toward those accomplishments. You might discover insights that impact your 2019 goals and how you work toward them.

For example, as I reviewed my 2018 accomplishments and considered my 2019 goals, I mused at how (or if) infotuition applies here. You’re thinking, “Infotuition?” Infotuition is the integration of thinking and feeling in leadership and life. Infotuition leads me to realize that it matters both what you do and how you feel as you do it.

Try this. Identify the goals you accomplished in 2018 of which you are most proud. You may want to separate them into work, personal, community and your spiritual life. Now, consider how you felt as you worked toward these goals. Be honest. Notice what the answers tell you. Here’s what I discovered.

Shelley’s 2018 work accomplishments: earned my Certified Speaking Professional™ designation, was named an Inc. magazine as a top 100 leadership speaker, created the Insightful Leadership brand, produced a new demo video, and engaged new clients.

As I worked toward these goals I felt: Proud and pleased with the growth of the work but busy. Really, really busy. Stressed and frazzled on some days. Barely enough time to serve clients and contribute to my community service goals.

My take-away? While I’m proud of my accomplishments and want to accomplish more in 2019, I intend to approach it differently so that I create more space in the day to be creative and to devote some time to other interests, too.

Now it’s your turn. Go ahead….list your accomplishments. There’s a space here.

My accomplishments at work are:

How did I feel as I worked toward these goals? (Relaxed, exhilarated, inspired, peaceful, realistic, frantic, proud)

My accomplishments in my personal life are:

How did I feel as I worked toward these goals?

My accomplishments for my community are:

How did I feel as I worked toward these goals?

My accomplishments in my spiritual life are:

How did I feel as I worked toward these goals?

What did you discover? Are you over-extending in some areas at the expense of others? Is the price you pay for accomplishment too high? Infotuition teaches that it’s just as important to consider how you achieve your goals as what you achieve.

With this in mind, write your 2019 goals together with how you’d like to feel along the way (relaxed, exhilarated, inspired, peaceful, realistic, proud or rested). Let that clarity color the approach you take to your goals and guide the atmosphere with which you surround yourself. Now that’s infotuition!

Photo Copyright : Jan Hruby

Have you ever found something that you like and just stick with it? Maybe it’s your favorite restaurant, favorite running shoe, favorite hand lotion or…in this case, your favorite clam chowder. Recently, we visited friends in Florida and a discussion ensued about the best clam chowder. My friend suggested while traveling that we check out the best clam chowder in san francisco and other places for clam chowder. The next day, we had a side-by-side taste test with two clam chowders. There was the old favorite and a new un-tried contender. I’ll leave you in suspense about the winner as we ponder the relevance to insightful leadership.

At work, we also have our favorites– a favorite process, a favorite go-to staff person who always gets the job done, a favorite approach to problem solving. They are our favorites for a reason – they worked well in the past, we are familiar with them, they don’t require excessive thought, or they are reliable. Like the favorite clam chowder – we know what we’re getting. We get what we’ve always gotten, and the brain likes it that way. It takes less energy for the brain to do what it’s always done.

But, you lead in a fast-moving environment where little is stable. Can you afford to settle for the standby, comfortable solutions? What if there’s a new way and you didn’t discover it? How do you entice people to look beyond their favorites and uncover the creative approach? Here are two simple questions that help push you and others to look beyond the obvious.

Ask, “What if we can’t do it this way – what’s another way?” Let’s say you’re working on a sensitive project and all recommendations take the tried-and-true approach. Push yourself and your team out of the comfort zone by posing this question. “Let’s pretend that our regular approach isn’t available to us. What else can we do?” With that question, you force the discussion to become more creative immediately. When you take the favored approach out of contention and require consideration of other options, you force the brain to dig in and do the hard work of real thinking. Expect to meet resistance. Don’t settle for the default option. Continue to take options off the table to force thinking at a deeper level.

Ask, “Why are we doing it this way?” Listen carefully to the responses. Perhaps you hear, “That’s what we did the last time,” or “It worked for us before,” or “It’s the standard approach.” All responses are of the same ilk…they are reliant on the default behavior. Don’t stop probing until you get to the bottom line goal. Take the clam chowder example. Why do we always choose this particular clam chowder? The answers could be: It’s at the restaurant on the way home from work; it has a top reputation; we’ve been eating it for years. Good to know but the objective was not to find the most convenient clam chowder with the best reputation. When you uncover the reason for selecting the tried and true, it can open the door to other choices and reveal options to explore.

As for our clam chowder taste test…the old standby won in a landslide. That could happen to you, too. If it does, don’t be lulled into thinking there’s no reason to probe in the future. Change is constant and those who keep up the questions and see beyond the obvious will be the first to find the next favorite thing.

Copyright: cokemomo / 123RF Stock Photo

The party is over. The confetti clings to the floor, reluctant to be swept away. The hats and horns are conspicuous with glittered hot pinks, blues and golds. And so the new year begins.

Maybe you had a New Year’s Eve like this or maybe you sat quietly at home in front of a fireplace. Maybe you kissed at midnight or maybe you slept through it.  Either way, the new year is a natural time for reflection and goal setting.

As a leader, one of the most effective activities you can do is to set a goal for the new year– not ten goals–one goal. The value of setting a clear goal is that it keeps you focused amid the bombardment of distractions. Your challenge is to set the goal that will make the most difference and then focus on it relentlessly.

That sounds good, doesn’t it? And, frankly, it’s excellent advice. It’s just that, honestly, I’m terrible that this.  I have many goals, not one goal. Maybe you’re in the same boat. Really…what is that one big goal? It’s not constructive for me or for you to fragment our focus.  In this article, I’ll examine my own struggles and see if we can come up with a workable approach together. Okay? Here we go.

Step 1. Make a list of the goals you’d like to accomplish this year. Go ahead….make the list. What do you want to have completed this time next year? Now, step back and see what you have. My list has seven main goals, each with bullets.

Step 2. Triage. Identify the goals that have the biggest impact. What does it mean to have impact? Is it an activity that makes money, grows visibility, advances a cause, positions the organization for future growth? Those are high priority.  Now, which goals can only be executed when others are finished? Those are medium priority.

Even after triage, there may be too many high priority goals. There are for me. But, here’s the problem. You can’t effectively execute them all with high quality. Or can you?

Step 3. Gather more resources. Which goals can be tackled by others? Can you hire or delegate one or more goals?  In my case, the answer is – probably.  Identify the goals that can be associated with someone else. Note the person and the role they will play. Set a time to talk with them about the new assignment.

Step 4. Brutal prioritization. It’s time to be brutal with yourself. First, find any goals that are easy and quick. Next, think long and hard about which goal REALLY matters. Which goal, when accomplished will make a tangible difference now or for the future?  Which goal, if not accomplished, would make you feel like you missed an opportunity?

Hopefully, you whittled the list to one or two. In my case, there are two.  One is an action and the other an attitude while taking the action.  I have my focus. Have you identified that one goal that really matters?

Step 5. Be accountable. You’re not finished yet and neither am I. Set up an accountability method that maintains your focus. Tell a mentor or trusted colleague about your goal and ask that they check in monthly.  The point is to stay focused on your priority.  You’ll be lucky to make it through January without some distraction derailing your priorities. You need an accountability system to keep your eye on the goal.

Here’s my accountability system.  You.

You see, my top priority goal is to refocus my business on Insightful Leadership. I’m redoing the website and aligning all products and services to support the development and growth of insightful leaders like you.  The newsletter articles, programs, webinar series (to be launched this year –  a secondary goal) and future books will center on development of insightful leaders.  Hold me to it!

Photo Credit: Scott Betts

It was supposed to be an easy cruise. That’s what they told me.  The  47’ Morris sailboat, sailed the Newport to Bermuda race and finished second in her class. We were part of the crew sailing her back to Newport.  And, it was my first sailing trip. To say that the trip didn’t go as planned is an understatement if there ever was one. We made it back safe and sound because of the quality of the boat and the experience of the crew – except for me. When we left I still didn’t know a jib from a halyard or port from starboard.

The trip, expected to be a little more than three days, took five due to adverse weather. The only thing calm was the crew. The seas were rough almost from the start and became even rougher when we crossed the Gulf Stream. The evening we hit the Gulf Stream, we encountered three 50-knot squalls in quick succession with 10’ to 12’ seas. Due to the rough weather, the boat had a series of issues. The auto pilot stopped working on day one, the engine stopped on day two, during the storm the reef line on the mainsail broke, the halyard on the jib broke, the furler jammed, the tack of the spinnaker let go and, later, the spinnaker artfully wrapped itself around the forestay. During the worst of the storm, lines fell into the water and promptly wound themselves around the propeller shaft. I’m told that none of this is unusual but to have them all happen on one voyage was remarkable. By the time we arrived in Newport, everything I brought to wear was wet. The quick-dry fabric never dried.  Collectively, we smelled like a 50’ wet tennis shoe. Are we having fun yet?

As I lay in the narrow bunk, heeled 30 degrees, I listening to the storm tear at the boat and sails. And, I listened to the crew tackle each adversity calmly, collaboratively, decisively and transparently. Do you do the same when adversity hits your organization?GettyImages-87990433-590a5aae5f9b58647047e624

Calm. It was one problem after another in quick succession in rough weather. It would have been unnerving except for the calm of the captain. With each calamity, he talked to the crew – no raised voice, panic, of exasperation. The intensity of the situation stood in clear contrast to his calm demeanor.  As an insightful leader, how do you manage stress and outwardly demonstrate calm?

Collaborate. When a problem was solved, something else broke. Each time, the captain collaborated with the crew. What happened? What are the pros/cons of each option? This was no dictatorship. Neither was it a democracy. It was informed leadership. How do you collaborate under stress to capture and objectively weigh all options? Our captain based his decisions on crew input. Do you truly listen to others?

Decisive. The conversations between the captain and crew were quick, succinct and decisive. The captain listened, made a decision, and that was that. Other ideas were dropped, and action was taken. Are your decisions crisp, clear and strong? Once you decide, don’t waiver. There’s time later to evaluate and adjust. For now, give staff clear directions to follow.

Transparent. We were in a tough spot. Some of us were not experienced sailors and the situation was a wee bit unnerving (to say the least). It would have been easy for the captain to sugar-coat our predicament under the pretense of not alarming us.  Instead, he was honest and transparent. In a matter-of-fact manner, he shared the realities of each situation and decision. The transparency was reassuring and created trust. Are you being transparent with your staff about difficult situations? Yes, some topics can’t be discussed openly, and it is not constructive to publicly debate every option.  However, once a decision is made, it is helpful to share the decision, the rationale behind the decision and the implications. People understand that not everything goes as expected, but people don’t like to be in the dark. That creates suspicion and erodes trust. Transparency does the opposite.

I confess that I’m not ready for another cruise like this one, but I’m grateful for the crew and for the lessons: be calm, collaborate, be decisive and transparent.

Have you been hit by a storm? In life, in business, in a relationship?  What about in your finances, or in your relationships? Next time you’re dealing with the raging winds and powerful waves of the storms surrounding your business or your personal life, keep these four anchors in mind!

Learn to take back control of your decision-making!

You strive to make data-driven decisions, but too much data can result in analysis paralysis. Plus, in this fast-paced and complex environment, data from the past may not foretell the future. Our interviews with 77 executives show that, to get ahead, today’s leaders need a sophisticated decision-making approach that skillfully balances hardline analytics with gut feel. These leaders see beyond the data.

18575374 - concept of stress with businessman sleeping on a laptop

When you over-think, your tendency is to search for even more data. We think that there is one magical piece of information that will make an ambiguous situation clear. There is no magical piece of information. Rather than seeking more data, you must, counter-intuitively, listen to the nagging voice in your head. That nagging voice is pointing to the problem.

Think about a tough decision that caused you to over-think. If you had been comfortable, you would have made the decision. Something makes you uncomfortable. What is that something that shows up as a nagging feeling? There’s data to be found there, if you know how to unlock it.

Here’s how one leader described it: “It’s like there’s something inside of me that just not sitting right. It’s just agitating.”

To stop over-thinking, you must learn to leverage the intelligence embedded inside gut feel to integrate information with intuition for astute action. You must get under the hood to find out what’s really going on that keeps your decision-making stuck. The nagging feeling may come from a struggle with your values, a reaction to a person, a conflict with your work style. Whatever it is, it’s taken control of your decision-making.

Unless you get under the hood and resolve these real issues, you leave valuable data on the table. It’s just data of a different sort. Learn to use this internal data to improve your decision-making and enhance daily interactions with staff, clients and colleagues.

One leader put it this way: “The intuitive people, I think will excel fester in a leadership position because of the uncertainty they have to make decisions. If you’re a facts-based person, you will get analysis paralysis because you will never feel comfortable with making a decision with a very small amount of information or data.”

If you want to stop over-thinking once and for all, let us show you how to take the mystery out of gut feel, strip away the touchy feely and replace it with practical techniques. The best part?  This real-world program is based in science. It’s not some woo-woo, hocus-pocus program. It’s hard-hitting, practical and insightful so that you and your staff take back control over your decision-making.  It might just be your secret weapon to no-nonsense productivity gains.

Contact Shelley Row Associates now to learn more about their programs and consulting services that can be your competitive edge.

Click here to contact Shelley for more information on how to enhance decision-making for you or your staff through consulting, workshops, keynotes or breakouts. Or email Shelley directly at shelley@shelleyrow.com.

We were fortunate enough to have Shelley Row speak at the Maryland Bankers Association’s Council of Professional Women in Banking and Finance Sixth Annual Conference on the topic of Go with your Gut:  Effective Decision-Making in an Over-Thinking World.  The energy she brought to close to 300 attendees was very engaging and inspiring in motivating our audience in learning how to tap into their “infotuition” – think, feel, and act – for more effective decision-making. – Cindy G.

Shelley’s honesty in telling her own story about how she learned to stop being an over thinker and start using her gut to assess people and situations help her to make the right decisions, was refreshingly insightful. Her natural ability to engage audiences was not lost on our members as they learned new tactics they can now apply to make confident and meaningful decisions in both their professional and personal lives. Infotuition is now part of our everyday thinking and vocabulary thanks to Shelley. – Annemarie R.

The presentation was riveting in many ways that you can deal with common behavior issues in your workplace. – Stephen W

This program will literally help you train your brain to adapt and adjust to situations and make decisions.- Sandra F.

Shelley presentation provides key tools to understanding your leadership style and how to build upon it within your organization. – Christopher M.

We were having dinner at a friend’s house and admiring his family memorabilia neatly arrayed in the bookshelves. There were the kid’s sailing trophies, family photos, delicate antique demitasse cups and a bright blue tube. A bright blue tube? “What’s that?” I asked. “Oh….it’s a kaleidoscope,” my friend replied. “Here, try it.” As I turned the tube, colors swirled and twirled. Each small movement altered the view and each view was as lovely as the other.

Why can’t we bring a kaleidoscopic view of the world into our workplace and into our leadership? When it comes to new perspectives, your brain works against you. It’s easier on the brain to see the world, to see a person or to see a decision as you’ve always seen it. But, with a little effort, other views – just as relevant – become visible. It’s as though you slightly turn the kaleidoscope.

Here are three areas where a kaleidoscopic world view is particularly valuable to your leadership and life.

See personnel situations from several perspectives – A disgruntled employee complains to you about his co-worker who they “just can’t work with,” and the list of grievances starts. In that moment, their argument sounds reasonable and valid. But, when you ‘turn the kaleidoscope’, you can likely see opportunities for misunderstanding, miscommunication and differing opinions. There are at least two sides to every story. It’s best to, first, seek out other perspectives; second, help the employee see beyond their singular view, and perhaps facilitate a conversation that highlights varied views of the situation.

See options for big decisions –When faced with a big decision, the brain prefers familiar solutions because, for the brain, the familiar is a short cut that feels effortless. However, big decisions benefit from a kaleidoscopic view. Here’s a technique that I discovered in a Harvard Business Review. As you debate a big decision and your team comes up with the expected approach, ask, “Let’s pretend that this option is not available to us. If not this approach, then what could we do?” This is a simple and effective way to force a shifted perspective. It’s as though you turn the kaleidoscope. Plus, you can use the same question repeatedly until you have a range of options upon which to base the decision.

See that it’s not always personal – Whether it’s with family, friends or co-workers, situations inevitably arise where feelings get hurt or questions arise in your mind. An offhand comment makes you feel peeved and you think, “That was an insensitive remark.” Or, maybe you’re left out of a meeting and you wonder, “Did they leave me out on purpose? Is the boss trying to tell me something?” In those moments, turn the kaleidoscope to see another perspective. In my experience, these situations are almost always explained away when viewed from a different viewpoint. Before letting your mind run away with your first interpretation, shift your outlook to find a different interpretation – one that doesn’t have you at the center.

Kaleidoscopes remind us that there’s always another way to see the world. Even a small rotation shifts the image, shifts the interpretation, and shifts the options. As an insightful leader, you must see a variety of views. And maybe you’ll discover that, like the kaleidoscope, each view is beautiful in its own way.