The Creativity State

by Dr. Denise A. Trudeau Poskas

Whenever a blank stark white piece of paper is placed in front of me, that fundamentally is the amount of creativity that is stimulated; literally blank. No matter what genius, creative thought that might be there its inaccessible. My mind flows with waves of whiteness reciprocating the feel and look of the blank stark whiteness of the paper. At times, I will write one sentence. It seems to end abruptly at the period and then nothing.

Feeling this abruptness, I resort to changing the font hoping that might encourage movement of thought beyond that little black period. Instead, the period’s unexpectedness end only appears to grow larger until that little dot looks as large as the 11 font I am using.
    
So there I am with a blank piece of paper with one sentence, a large dot, and stark white emptiness. Any feelings of inspired creativity then begin to evolve into shear pain of looking at that one meager sentence in the middle of that stark white dessert known as a blank word document. The pain causes me to find distractions. Suddenly the tree outside becomes a point of interest, or the impulse to clean my desk grows, or I find the cover on my flash drive (it’s a wonder woman flash drive) becomes of great curiosity. It is at this point, I know I will have to have to change my strategy entirely or that blank stark whiteness will well into desperate feelings of creativity inadequacies.

As individuals, at times we actually play out this scenario metaphorically in our leadership or followership journeys.  A situation appears that is uncomfortable or a barrier which moves us to realize that we desire to address it and suddenly it is as though we “open a blank word document”. At that moment, we stare into the abyss of the situation as though it were a stark white dessert and in return our creative resourcefulness ends abruptly as the period at the end of the sentence. We may resort to trying old strategies used before and of which are as helpful as changing the font, cleaning our desk or finding an interesting tree. We may even talk to someone about the fact that the situation is intolerable and something needs to be done; yet still we are working with that blank word document.  The situation is unresolved, tension arises and days, months or more can go by without solutions.

So how do we as individuals, leaders and followers prevent this from playing out in our lives?  It really comes down to this; instead of focusing on a strategy, we need to focus on the state.

Let us go back to my initial story of how I react to the blank word document. I have come to realize that it is essential to understand that the brain has a way about it. Our brains hold our thoughts and reactions that create our state. Thus, instead of using a strategy, in this case, changing the font or giving into distractions, I realize that my brain is simply responding to a white piece of paper. Thus, my state essentially becomes that white stark dessert.

 To change my state, I surround myself with pictures, music or thoughts that inspire me. I center myself on what excites me (my passion and purpose) considering how what I write will contribute to empower others. Then, I place these ideas or pictures close to the paper, shrink the size of the paper, add color and suddenly my brain gets that I desire this… a new creative state. This new state activates the reticula activating system (place between our ears-center of our creativity) which results in creative thoughts, ideas, and things I want to share flowing out onto the wonderful creative canvas that was previously a blank white word document.

We can apply this same change of state to a situation that is a barrier or an issue.  When it becomes apparent you are faced with one; instead of focusing on fears, strategies, and barriers realize you start with changing your state. Change the “blank white word” document by writing down your purpose, values and what you desire to feel and see. Breathe it in, close your eyes, and see it. Anchor yourself in this positive, resourceful state, vision and what you desire to feel. From there ask yourself a few questions:

•         What would/is possible here?
•         What am I curious about learning?
•         How might my strengths empower others or myself in this situation?
•         What benefits are there to addressing this situation?
•         What is my next step to take to move through this situation?

Seems simple? It is in many ways. After all, we choose our state at any time in our situation. It takes practice however to choose a resourceful, energized one. We must choose to anchor on positivity and resourcefulness instead of focusing on the problem, barrier or issue. That takes practice. Yet, if you choose to stay curious, adventurous, and refrain from the blank word document metaphor, you will notice how easy it becomes.

For more information about Unleashing Your Purpose and Passion, or other coaching strategies, read more of our blogs.  Or contact us through BlueEggLeadership.com for a coaching session.

Compassion Creates Change

by Dr. Denise Trudeau Poskas

 

(Image via Shutterstock.) 

February is a great month as it reminds us that true compassion creates change. Throughout the decades of working with individuals and groups, the discussion around change ultimately leads to making SMART goals, creating goals, and a path to change. At times, then the discussion leads right to “I need to be more disciplined or I should do this”.

 

This is where we go wrong, for when we are seeing change as an external caveat we tend to use our inner critic to force the change. We become “compelled” to lose that weight, get up early to work on a project or clean that house. This creates a sense of anxiety and criticism of defeat instead of the fulfillment we were looking forward in choosing that change in the first place.

February is a beautiful month to bring forth what research is finding about authentic change, and that is compassion for ourselves and others actually creates change with ease and fulfillment.  When we explore the word compassion we find that in Greek the word for compassion, metriopatheō means “the absent or removal” of negative emotions in pursuit of fulfillment of giving.  February reminds us that love is compassion of positivity. 

Jodi Sell, an aspiring leadership coach, explains just how compassion for self invites a journey of wellness empowerment. “My wellness journey has provided the foundation, strength, & adventure to continue growing & maturing into a holistic being. I'm always humbled & amazed each week to gain a deeper understanding & love for who I am & who I continue to evolve into. As I reflect on this week I've recognized that I treat myself & recognize a deeper respect for myself as I intentionally chunk time for my well-being, fitness, & intake each day”. Compassion means letting go of that criticism we have turned inward through self-reflection.

Compassion is also about role modeling our comfort with our unique qualities without comparing or judging. As Heidi Proskocil, an ignited leader who believes wellness is necessary in leadership balance invites us to ask, “So...how is our wellness journey helping you fall in love with yourself? What have you done this past week to appreciate your gifts and respect yourself? Don't compare yourself to others- we are each on our own path and have different goals and ideas of what success means. Think positive, kind and loving things about yourself. The more we honor and respect our bodies, the more other women - our sisters, daughters, granddaughters, nieces, and friends - will learn to respect their bodies”.

As you consider the vision of change you have for yourself, remove the inner critic goals to goals of compassion.  Investigate how metriopatheō can become the cornerstone of your leadership and wellness journey.  Join a group that can offer you the opportunity to share, grow and learn about compassion in leadership at all levels.

 

Bayliss, D.A. (02/13/2015). Compassion. Retrieved from http://www.dabhand.org/Word%20Studies/Compassion.htm

Heart of Leadership

by Dr. Denise Trudeau Poskas

At the heart of effective leadership is skillful strategic followership.  Trying to understand how influences of both the leader and the follower impact leadership effectiveness, leader-member exchange (LMX) theory has focused on the development and effects of this relationship (Graen & Uhl-Bien, 1999).  Strategic followership is a philosophy of allowing this relationship to have flexibility in context.  By this, it means the leader realizes that the leader/follower relationship is the key to effectiveness. Strategic followership means the leader allows themselves to at times guide the follower while other times, allowing the follower to have more autonomy.
 

(Image via Shutterstock.)

Leaders lead better also when they understand active followership. By placing themselves in the role of followers when applicable a leader relinquishes the need to oversee everything and learns the value of empowering others resourcefulness.  Whether we lead or follow, we are responsible for our actions and influence” Chaleff.  Leaders that embrace strategic followership rely on communication, resourcefulness, encouragement and accountability.  They determine to what extent their followers need autonomy.  In order to practice strategic followership there are four strategies:

1. Assess what you do well
2. Know your limitations
3. Surround yourself with people who are exceptional at what you are not
4. Choose Boundaries

At the heart of leadership is understanding the importance of surrounding yourself with active, empowered followers that can move the mission forward.  This requires all to know their resources, develop skills, and work together for effective change.

Perspective Changing

by Dr. Denise Trudeau Poskas

Effective leadership revolves around the understanding of perspectives.  Everyone has them and most people like to keep their perspectives.  One of the first things I learned in graduate school in Psychology is that everyone believes their perspective is reality.  Albert Ellis said that, and it is so very helpful to remember when dealing with others.

(Image via Shutterstock.) 

I am reminded just how perspectives at time can be faulty, yet individuals still remain insistent on keeping that perspective.  Case in point; not long ago I was sitting in the airport waiting for my flight.  I am not keen on lay-overs, but they happen, so I spend that time either reading or chatting with fellow passengers. 

One particular passenger; a nice man, early thirties, career oriented, from the East Coast leaned over to strike a conversation.  When he asked where I was from and I mentioned Minnesota, he got a smile on his face and looked at me in disbelief.  “Well you do not have the accent”.   

 

“And what type of accent would that be?”  

 

“You know… ‘yah bet chah!’”  He then proceeded to run through a few phrases emulating an unique imitation of an accent that I begrudgingly realized where he got it from.  “Let me guess, you watched Fargo.”   

 

“Yes!” he exclaimed in such a manner it was as though his research of dialogue was an extension of a PhD in Linguistics.  

 

 “That stupid movie!” I thought.  “You do realize that movie was not real?  That Fargo is not even in Minnesota?  That they exaggerated most everything in the movie especially the accents?  You realize that, right?” 

I had never actually watched “Fargo” it until this year, and only because I had heard the same perspective connecting Minnesotans to that movie.  The guy sat back in true disbelief “You are kidding!  It says the story is based on true events!  I just believed that is how you guys talked”.  

“No,” I said.  “Not accurate.  And believe it or not… people cannot fit down a wood chipper,”  I said with a smile.   

He sat back again.  “Well, have you always lived in Minnesota?” he asked.  I could see he was still reluctant to give up his perspective, even though it was based on one movie made many years ago with entirely exaggerated, stereotyped information.  It created a perspective about all people in Minnesota.   

 

“No, actually, I spent half my life living in other states.”   

 

A smile came back on his face, “Oh that explains it!”   

 

“Explains what?”   

"Well you would have that accent if you lived in Minnesota all your life”.  He sat back, relaxed into his seat, feeling justified and happy he did not have to give up his perspective.  

 
So I sighed and thought, “Everyone believes their perspective is reality.”
  

Creating Change in Organizations

by Dr. Denise Trudeau Poskas

Organizations frequently find themselves debating the depth and breadth of change that is needed to make and how those decisions must be made.  Change can be discussed in decision making terms.  All this change requires decision making processes and a strategy to resolve issues, plan ahead and implement proactive ways to embrace change.  All too often this change is threatening to organizations and thus meets with resistance, fear or denial.  Change and change strategies requires opinions and participation of many people at different levels of hierarchy.  The decision-making process in an organization should be structured and resolved in a formal, detailed, consistent, and transparent manner.
 

(Image via Shutterstock.)

There are always external factors that stimulate the need for strategy.  World financial crises provoked by financial speculators have made it clear that the practical and theoretical knowledge in economy or finance are only the starting background to confront the market of financial speculation (Shimizu, 2006).  Some barriers to change come from problems such as the globalization of the world economy, the need to manage the environment, combat poverty, etc., affect an organization's choice of strategy.

Change tools can include strategic decision making models.  Simon (1997) stresses that the solution to any decision problems in the business, scientific, or artistic areas can be visualized in four stages:

1. The perception of the need for a decision or an opportunity.
2. The formulation of action alternatives.
3. The evaluation of the alternatives in terms of their respective contributions.
4. The choice of one or more activities to be carried out.

The authors also discuss that one can look at change through analysis.  Thus, in addition to making the best decision about the strategy at the time, the company might also like to know the other possible decision alternatives.  The company could be content with a good decision within its possibilities or, the second-best decision might be more appropriate.

In addition, a decision about any one type of problem requiring change can be differentiated by the level of decision:  

• Strategic (usually, a decision for two to five years)
• Tactical (decision for a few months up to two years)
• Operational (a few days or a few months)
• Dispatching (an "in loco" decision just for some hours)

Developing strategies in organizations requires the use of wide and deep participation of organizational intelligence.  Research on strategic organizational decision-making seeks techniques for improving the intelligence of actions by organizational decision-makers.

  

Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play.  In general, the most successful change strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails.  For example, leaders can use tools such as negotiating, decision making, and strategy for change.  Managers have tools that can promote change through incentives, control systems, policies and communication factors (Shimizu, 2006).

As change is a whole systems approach, it is important that organizations look carefully at creating a harmonic, effective and strategic change.

References

Denning, S. (2011). How do you change an organizational culture? Forbes Magazine. Retrieved online at forbes.com.
 
Shimizu, T., Monteiro de Carvalho, M., & Laurindo, F. (2006). Strategic Alignment Process and Decision Support Systems: Theory and Case Studies. IGI Global. Retrieved from Books 24x7
 

Making a Difference

by Dr. Denise Trudeau Poskas

One of the most common phrases in leadership and followership is “I want to make a difference” or “I do this to make a difference”.  What exactly are we saying or wanting, really?  This is wonderful statement, yet it is generic.  Think about it.  Ordering a pizza when you are hungry makes a difference, taking a dog for a walk makes a wonderful difference, or even getting groceries makes a difference.  Yet are these not simply differences we all need to make? 

Thus, I suspect and have seen plenty of evidence from clients that for most leaders and active followers “making a difference” is something more.  The question needs to be “what difference do I want to make it the world and how exactly is that difference measured?”. 

For example we can make a positive difference in all the people I meet by encouraging their potential, speaking a language of positivity, and asking good questions.  That statement of making a difference is very measurable and indeed very impactful.  “Positive difference” infers that your difference has integrity, a good outcome and is for benefit of others.  That distinction alone is a great start! 

Yet there is more of course, for you can make a positive impact in so many ways.  Referring back to the sample statement “in all the people I meet”  yield to the extent this positive impact will be. One could make the extent smaller or bigger.  At the same time, it produces a certain responsibility in the person saying it.  That it is their responsibility to directly have a positive impact with co-workers, neighbors, family, friends etc.  Not a small goal.

Finally, making a difference means you can define how that difference actually looks.  Thus our sample statement does exactly that “encouraging their potential, speaking a language of positivity, and asking good questions.”  If you are going to “make a difference” know how you are going to do that.  How will you interact? What language will you use?  How will you show up?  How will you think? What will be your metaphor for life?

Moving forward, as you choose to become the best person, best leader you strive to be, consider how you will choose to make a difference and reflect on how exactly that looks!  Having a clear vision of that can be a concrete statement or two as just shown.  It makes the difference of making a difference and being that difference.  The latter demonstrates a vision of influence.