
The Expectations Trap
This week, I’d like to drill a bit deeper into the benefits of diversity versus uniformity and a key trap leaders can easily fall into. We’ll call it the expectations trap. Just as leaders can be tempted to reduce friction and drag with a homogeneous “Team Yes” by hiring people who look and think like they do, it’s also easy to project expectations for dedication, effort, productivity, engagement, and results onto others.
Connecting Stewardship and Diversity
A balancing act all leaders must grapple with is the short-term benefit of moving fast with minimal drag from a personally curated “Team Yes,” versus the long-term satisfaction that comes from building a diverse team that will simultaneously challenge, support, and push the boundaries of your current state positions and thinking.
Your Personal Performance Review
Your personal self evaluation should take precedence over the self evaluation that is required as part of your annual performance review at work. In doing so, you’re making it clear to yourself that your personal performance and well-being takes priority to what is happening at work. All too often, work takes precedence, we get stuck on the hamster wheel, and we’re left personally unfulfilled.
‘I Get To’ v. ‘I Have To’
Are you feeling disengaged or ‘stuck’ at work? Does it feel like you’re trudging through mud and that the light in your eyes has dimmed? From my own personal experience, it can be very difficult to pinpoint the root cause of these feelings and it’s even harder to break through to an improved state of well-being and engagement.
Hire a Veteran!
Second, here’s a reminder to hiring managers everywhere to hire veterans. Why? Veterans are resilient, they know how to persevere, they understand collaboration and teamwork, they’ve acquired valuable skills from one of the best training and human development organizations on the planet.
Woven into the Flow of Work
Operating in the absence of organizational clarity means that unwritten rules and ad hoc processes become the norm. Since nothing is codified and communicated, the organization’s culture becomes one of firefighting and crisis management. Fiefdoms are established, job protectionism flourishes, and information about what’s really going on is traded like state secrets.