What?

In Ferrazzi and Weyrich (2020), rule eight shares a motivational piece about inciting a movement, one that enhances our lives and the lives of those around us. Teamwork and co-elevation have been the overarching themes throughout the book, but they have practicality outside the work of an intimate team space. The author’s label this final chapter of the book as Join the Movement and I don’t think I could have picked a better name for the wrap up section. “I believe co-elevation will become a worldwide movement. It has to” (Ferrazzi & Weyrich, 2020, p. 199). It is clear that the authors have an emotional connection to their work. How we operate as teams is difficult to manage, but how we operate as individuals in a diverse society has similar implications and roles to be filled.

So What?

Joining the movement of co-elevation doesn’t just have implications for individual teams, but for our society and the way that we operate as individuals. You could easily make co-elevation about teamwork in your office cubicles, or you could choose to see the beauty in diversity as an everyday thing. We all have something useful to provide to this world, some of us show it in different ways. Throughout the Ferrazzi and Weyrich (2020) book, themes have been a sort of double entendre. Some of the section names- “Praise and celebrate”, “Earn Permission to Lead”, and “Create Deeper, Richer, More Collabortive Pertnerships.” These titles suggest that co-elevation is about harmony and unity. Although we can become connected with millions to billions of people at a moment’s notice through the internet, we are becoming increasingly isolated from one another. We have started to neglect relationships with those around us because they aren’t exactly what we expect, or they don’t handle situations how we want them to be handled. I think, and I would assume Ferrazzi and Weyrich would also think, this to be a social fallacy and in opposition to human nature.

After I get my master’s degree, I plan to work in strategic communication. Something we frequently learn about in my communication and public relations classes is Corporate Social Responsibility. Corporate Social Responsibility is the intentional engagement of large corporations and organizations with external publics and social issues that affect all people. Some people think that corporations attempting to take a stance on social matters are just trying to boost their profits and strengthen their reputation. While these qualities may be results of properly executed Corporate Social Responsibility, it does not mean they are the sole reasons for corporation engaging in social matters. I argue that organizations only exist because we (individual human beings) give them a purpose and provide the means for them to exist. Without people, organizations are nothing. When I enter the workforce, Corporate Social Responsibility will forever feel like a movement to better humanity through large scale co-elevation.

Now What?

“As our co-elevating habits transform our work relationships, they will naturally spill over into the rest of our lives” (Ferrazzi & Weyrich, 2020, p. 199). Corporations have a tremendous amount of social influence (maybe more than America cares to admit) and implementing co-elevation into our work-based team operations will have lasting external effects. This may seem like a drastic change, and it is, but every socially drastic change started with a group of people that believed in something. “[Americans] are more divided along ideological lines – and partisan antipathy is deeper and more extensive – than at any point in the last two decades. These trends manifest themselves in myriad ways, both in politics and in everyday life” (Geiger, 2021). Too frequently we let our differences divide us instead of uniting us. I urge you to communicate with those around you in a healthy and respectful way.

When I heard the phrase “join the movement” I immediately thought of a piece of advice I received from a mentor- “learning from others is not the gradual filling of a bucket, but a lighting of a fire.” We could easily take the teachings from Ferrazzi and Weyrich (2020) and add it to our to-do list (the finite bucket), or we could use their teachings to create a chain reaction with exponential social implications (the lighting of a fire). If we believe that co-elevation will lead to a better tomorrow, then what is stopping us from achieving greatness? The change starts with you. How will you make the world a better place? “Change on this scale can be hard to imagine. But today’s world was built by change movements of the past” (Ferrazzi and Weyrich, 2020, p. 200).

References:

Ferrazzi, K., & Weyrich, N. (2020). Leading without authority: How the new power of co-elevation can break down silos, transform teams, and reinvent collaboration. Currency.

Geiger, A. (2021, April 9). Political polarization in the American public. Pew Research Center – U.S. Politics & Policy. Retrieved November 10, 2022, from https://www.pewresearch.org/politics/2014/06/12/political-polarization-in-the-american-public/

Everybody hates that one person that tells you way too much about other people, especially when it’s someone you both work with closely. Well, I have news for you – you can’t escape it. Gossiping stems from a psychologically competitive need to connect with others while undermining the connections they have with other people (McAndrew & Milenkovic, 2002). What’s that? You said you don’t gossip? WELL GOOD FOR YOU!!!! *Can you believe this person reading my blog right now!?!? What kind of self-centered brat won’t admit they like to gossip!?!?* Sorry, that was our friend I was just talking to, don’t worry it was about a personal problem! Anyways, if you don’t gossip you are at least tempted to per our psychological evolution.

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While the desire to gossip is mostly unavoidable, its effects can be detrimental to the individual under the microscope of judgement, as well as the entire team. When we gossip about an individual we are undermining their position in the team and the time and effort they have put in to see the group flourish. We are also inadvertently risking our personal position and role on the team. If someone is known for gossiping about an individual, are you more or less likely to confide personal information with that person? Much less likely. If people stop telling you stories or just shooting the stuff with you in general, you may have lost their trust- probably from running your BIG YAPPER! (RIP Chris Farley). As we all know, trust is an important part of any team. It is hard to do much of anything with a team if you aren’t comfortable with those involved. “So, how do we avoid something that’s almost psychologically unavoidable so that we don’t fail miserably?” I’m glad you asked. We need to turn the gossip into gold.

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Ferrazzi and Weyrich (2020) suggest that co-elevation should be the forethought behind all interactions. Co-elevation is the golden idea behind any team. It can be difficult not to give in to our desires to individually rise through the ranks, but our teammates need to rise with us. We can’t do that if our interactions are designed to separate members from the group or belittle their work. “Don’t indulge in venting, and don’t allow yourself to become a passive participant, either” (Ferrazzi & Weyrich, 2020). Instead, we should analyze the root of the problem and address it with our team members directly and in an inclusive manner. If you’re upset that a team member isn’t handling their share of the workload as quickly as you’d like them to, instead of going directly to another team member to vent about their inefficiency, consider asking them if they feel overwhelmed or if they are having some difficulty. The reality of gossiping is nothing constructive is accomplished. The subject doesn’t know that the conversation is taking place, therefore they are unable to shift any actions that may be causing the issue. Communicating healthily with members has a significantly higher likelihood of positive change. We all want to gossip, but we all want the golden prize that is co-elevation. Don’t let the teamwork be done in vain, turn the gossip into gold!

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References:

Ferrazzi, Keith, and Weyrich, Noel. (2020). Currency. Leading without Authority: How the New Power of Co-Elevation Can Break down Silos, Transform Teams, and Reinvent Collaboration. 

McAndrew, F. T., & Milenkovic, M. A. (2002). Of tabloids and family secrets: The evolutionary psychology of gossip 1. Journal of Applied Social Psychology, 32(5), 1064-1082.

No, not Gondor! This isn’t some dramatic adventure written by J. R. R. Tolkien! While there are several examples of candid speech in The Hobbit and The Lord of the Rings, I won’t continue on my geeky trail of thought. But… come on… Candor? Do you see the mix-up? …no? Okay, cool!

Author’s note: Candor ≠ Gondor… unfortunately.

What?

Candid speech- the God’s honest truth! Have you ever had someone talk behind your back and you wish they would just “man up” and say it to your face? While this occurrence may be attributed to the personal characteristics of individuals, it is most likely a lack of structure in the group’s culture that allows individuals to speak candidly. The beauty of candor is the ability to express how and what you truly feel, directly to others. The trick is knowing the time and place to speak candidly with your team and, more importantly, when to SHUT UP!

So What?

Being able to offer candid feedback is generally a luxury. Ferrazzi and Weyrich (2020) discuss, in rule five, the importance of owning your candid comments! Candor requires time, you must get to know people for who they are and how their goals are oriented. Do their goals reflect the shared goals of the group? Are they more driven by success or progress? Once you’ve gotten to know them a little bit more, providing truthful feedback is easier. However, you need to be SURE that the person is ok with speaking candidly. “Just because you have earned the permission to offer candid feedback, does not mean it is always welcome” (Ferrazzi & Weyrich, 2020, p. 146). How does your candor land? Anybody can speak candidly whenever they want, but be careful of how the words are taken. We must claim the perceptions of others. If you intend for feedback to be received a certain way and the intention is not felt mutually, then you probably spoke at an inappropriate time or in an inappropriate way. We must make sure when speaking candidly that we promote dialogue in the group, not attempt to best another team member. “It is just lazy and self indulgent to care so little about the viewpoints of others that you assume they will accept your point of view on your terms” (Ferrazzi & Weyrich, 2020, p. 147).

Now What?

Teams that utilize candid speech appropriately stand to improve efficient communication and diminish sub-groups that may arise out of petty resentment. Additionally, we must welcome the perceptions of those receiving the candid feedback. Accept that your feedback was poorly thought out, and restructure it in the future. One way to help group members’ perceptions of candid speech is to make sure the culture appreciates candid speech in a healthy and accurate way. O’Toole and Bennis (2009) created an eight-point framework in which groups can healthily incorporate candor into the working culture.

1. Tell the truth,
2. encourage people to speak truth to leaders,
3. reward contrarians,
4. practice having unpleasant conversations,
5. diversify information,
6. admit your mistakes,
7. Build shared support for transparency, and
8. Set information free.

According to O’Toole and Bennis (2009), “organizational transparency makes sense rationally and ethically, and it makes [groups] run more efficiently and effectively.” If O’Toole and Bennis are right, then why don’t people want to utilize candid speech as a normal and effective tool within their group’s communication? I think the easiest answer to this question is the ego. People like to think about themselves- it makes life “easier” and requires much less critical thought than having to view things from several perspectives. I argue that ego-driven candid speech is the opposite of ego-effective. When you speak directly in an inappropriate and unwarranted manor, you hurt the group’s communication function and its ability to succeed. in return, you are hurting yourself.

Put your ego aside and create a healthy atmosphere for direct, honest communication. Do it for the Land of Candor!!!!

References:

Ferrazzi, K., & Weyrich, N. (2020). Leading without authority: How the new power of co-elevation can break down silos, transform teams, and reinvent collaboration. Currency.

O’Toole, J., & Bennis, W. (2009). A culture of candor. Harvard business review, 87(6), 54-61.

October 3, 2022

What?

Rule four of Ferrazzi (2020) suggests collaboration as a key component to successful group productivity, efficiency and, most importantly, co-elevation. Group members must improve together! “Teams and individuals need to feel safe when they occasionally fail” (Ferrazzi, 2020, p. 97). Cultivating a positive environment encourages collaboration between team members. Sometimes groups are afraid of trying to figure out too much too fast. Failure is an essential part of co-elevation in a trial-and-error style of improvement. If teams place too much pressure on avoiding failure, members will lack the confidence to try anything outside the box and potentially beneficial. To these negatively-incentivized teams I say, “GO BIG OR GO HOME!”

So What?

“The challenge facing all companies today is that real change does not come about through incremental improvements” (Ferrazzi, 2020, p. 115). 10x thinking is a strategy used by organizations, according to Ferrazzi (2020), to ensure a step in the right direction. I interpret this concept as exaggerating actions and mindsets to achieve the inevitably lesser, but still desirable, results. The magic of 10x thinking is its effectiveness in achieving beneficial change. The reality is improving something 10-fold in a short amount of time is virtually impossible, but it may improve things 2 or 3 times the original situation. Knowing your team needs to change is usually the easy part, but actually achieving the change is what separates the good teams from the GREAT teams. Finding team members that are willing to incorporate 10x thinking is a great indicator that you have someone that is all-in to the mission at hand. Because collaboration is a vital component to teamwork, groups should ensure members have bought in to the shared journey. 10x thinking is a very easy way to see who is willing to go out of their comfort zone and try new ways to succeed.

Now What?

“[Go big or go home] illustrates the fundamental problem with the messaging that your team is either growing or failing; it’s a false dichotomy” (Phares, 2020). Scholars look unfavorably at “go big or go home” as an ancient and outdated mindset that puts too much pressure on the individuals. I believe the scholars afraid of the saying are viewing the phrase at too rudimentary of a level. I agree that, at its most literal translation, the phrase isn’t the most welcoming to positivity. However, I think “go big or go home” advocates for the opposite of Phares’s (2020) analysis. “Go big or go home” means putting ideal concepts into action without fear of the real possibility of failure. In fact, you will almost always fail to some degree. If you set your desires absurdly high, you probably won’t obtain the specific outcome, but you will most likely improve the situation – even if only a fraction. Change is only obtainable if you commit 100% to the required steps. “Real change does not come through incremental improvements. It comes through… 10x thinking” (Ferrazzi, 2020, p. 115). “Real change” is the desired goal, “10x thinking” is going big, and “incremental change” is going home.

Don’t be scared of failure… go big – or go the heck home!

References:

Ferrazzi, K. (2020). Leading without authority. New York: Penguin Random House LLC.

Phares, D. (2022, March 11). The problem with the ‘go big or go home’ mindset: Let your ‘why’ guide your goals. Editor and Publisher. Retrieved October 4, 2022, from https://www.editorandpublisher.com/stories/the-problem-with-the-go-big-or-go-home-mindset,220230

September 20, 2022

LDRS 5544, Module 2

What?

Rule Three of Ferrazzi & Weyrich (2020) explores a true leader’s
obligation to earn the permission of team members. “Earning permission relies… on what I call the platinum rule: Treat others the way they wish to be treated” (Ferrazzi &
Weyrich, 2020, p. 78). Having a humble approach to leadership naturally causes
teammates to favor your input and value your guidance. Ferrazzi & Weyrich
(2020) suggests several ways to earn permission as a leader, but the point that
stands out to me the most is the idea to “Promise Joy in Your Partnership”
(Ferrazzi & Weyrich, 2020, p. 83).

So What?

The unfortunate reality of the American workplace is that most individuals
loathe their career. We tell ourselves, “that’s just what comes with a job,” “it
puts food on the table,” or “I don’t know what else I would do.” These phrases
are all coping mechanisms to try and convince yourself that you are not
completely and utterly unhappy. Life is too short to not enjoy what you do or
who you work for. Unhappiness and a lack of motivation to seize the day has
become the default in the American workplace; so much so that providing team members a path to enjoyment will make you stand out against all the rest. “The
promise of joy in your working partnership with your colleagues is an
incredible way to be of service” (Ferrazzi & Weyrich, 2020, p. 83). Earning
permission means validating team members’ dreams for ideal working environments
and goals. “Never underestimate how much it might mean to someone if you
can offer them a renewed sense of purpose, possibility, vitality, excitement,
or fun in their work” (Ferrazzi & Weyrich, 2020, p. 83). The teams with
which I have been involved rarely value the level of happiness in all team
members. Instead, productivity, efficiency and achieving the “common goal” take
precedence. How many people must be unhappy just so an unshared goal can be
accomplished? When did unhappiness become the default of the modern world? With
general well-being, the ends do not justify the means.

Now What?

We must ensure our roles of leadership have a lens for understanding the
subjective joy of our teammates. Just because something brings joy to you, does
not mean it will inherently move other individuals. “To lead a meaningful life…
you need to do things for others, often by setting aside your own desires and
sometimes even your own short-term happiness” (Ferrazzi & Weyrich, 2020, p.
84). Put in the time and effort to discover what brings joy to each team member.
Think of it as incentivizing passion and commitment, while validating your own
sense of compassion. Happier employees are more engaged with what they do, with
whom they work, and they influence productivity in teammates around them. “Lower happiness is systematically associated with lower productivity. These different forms of evidence, with
complementary strengths and weaknesses, are consistent with the existence of a
causal link between human well-being and human performance” (Oswald et al.,
2015). Ensuring the happiness of your team members boosts productivity,
motivation, and several other factors that create an ideal working environment.
Being a leader that earns permission means breaking that rigid mold of
mediocrity in engagement. You have a chance to make those around you, and the
world, a better place. But, at the end of the day it is up to you as the
leader. How would you want to be treated?

References

Ferrazzi, K., & Weyrich, N. (2020). Leading
without authority: How the new power of co-elevation can break down silos,
transform teams, and reinvent collaboration. Currency.

Oswald, A. J., Proto, E., & Sgroi, D. (2015). Happiness
and productivity. Journal of labor economics, 33(4), 789-822.

Thanks for joining me!

Good company in a journey makes the way seem shorter. — Izaak Walton