Self-Doubt?

In addition to the old familiar gender pay gap, it seems we women workers are also hurdling a confidence gap.  Most of us suffer from self-doubt and replay an inner narrative - stories we tell ourselves about our workplace unworthiness or other insecurities - and the more we say it the more we believe it.  We underestimate our abilities and men, through no fraud of their own, overestimate their abilities.  It's not that men are unfamiliar with feelings of self-doubt, but when they feel this way, they typically use it as motivation to suit up and doubly prepare, as if going to work is somehow like going into combat, and they are preparing, determined to win.

Women, in fact, when trying to get ahead or change the trajectory of their careers, tend to only apply for positions if 100% qualified; men decide to compete at less lower levels - if they meet about 60% of the job qualifications, they compete, knowing that OTJ training works - that they can learn the rest of the skills as they go, on the job!  Men are better at risk-taking, which includes risking failure.  Women would be wise to think on this.

We get high marks, of course, for being compassionate beings.  Not so much, apparently, with self-compassion.  This book encourages the tendency of kindness and compassion that we show others - to ourselves.  So instead of the inner dialogue of "I am a failure" replace that with "Yes, sometimes I fail, we all fail sometimes, and that's okay."

All of this and so much more is described in this fascinating new book - and the Atlantic's May cover story - The Confidence Code by Katty Kay and Claire Shipman:


Quick takeaways:  Confidence matters.  Stop apologizing.  If you can't see it, you can't be it. 

For more info and an insightful video:  http://www.theatlantic.com/features/archive/2014/04/the-confidence-gap/359815/

How confident are you?  Take the 5-7 minute quiz found here:
http://theconfidencecode.com/confidence-quiz/

Proud Baby Boomer, Baby!

At work today, I attended an in-service about communication across generations.  There are 4 generations in the workplace and we don't always share a common set of values and beliefs!  It's not that one generation is more right or wrong - but it's important to be aware of differences. 

As a leader, you can't necessarily cut a deal with some (e.g., tie or no tie?  what's a tie?) while ignoring others.  Whenever there is conflict, there's a choice to fight or adapt.  As a leader, you are called to use the strengths that each generation brings to the workplace so you can get to that happy place called success, or at least calm.  Leading, rather than ignoring or fixing, is the key to a happy workplace.  Of course it really comes down to that common goal of good communication, because through that, we have a fighting chance to increase our understanding of others and, with some luck, create an atmosphere that fosters a culture supportive of individuals and their strengths.

Traditionalists (b. 1901-1943):  WORK COMES FIRST.  Want to do their duty, work hard to meet their obligations.

Boomers (b. 1944-1964):  LIVE TO WORK.  Are adventurist, seek fulfillment through work, idealistic and optimistic.

Gen X (b. 1965-1981):  WORK TO LIVE.  Look for a challenge and an ability to achieve, no-nonsense.

Gen Y/Millenials (b. 1982-2000):  LIVE, THEN WORK.  Seek a means to an end, they want to work with other bright people on things that are personally meaningful.

Gen Z (b. 2001-present):  Thrive on acceleration, independent, their life is an open book.

This video is entertaining:
http://www.youtube.com/watch?v=4bJPy1B6T1w

Checking In...

This week I had the time-zapping duty to learn more about progessive discipline in the workplace.  In the process, a Gallup poll caught my eye.  Only about 30% of American workers are engaged - working to their full potential and feeling connected.  The other 70% of workers are somewhere on the spectrum between "checked out" and full outright subversiveness.  Where are you on the engagement sprectrum?  I'm feeling fine, but I will say this . . . here's to a whole new round of action plans!

Excuse Me. . .

Interruptions - I've been thinking about them a lot lately, in between rethinking my lists and attending to the many distractions that comprise the work day.  As we near the end of the fiscal year and the planning for new computers is really revving, more and more I see co-workers fighting the noise with headphones on and glazes intent on double and triple monitors.

Switch:  How to Change Things When Change is Hard by Chip Heath and Dan Heath - a good read that addresses, among many other things, the value we place on multi-tasking and how we should rethink our work.  The authors contend that if a change is needed in the workplace, we typically focus on changing personnel when really, the easiest way to implement a change is to change the environment.  When you go to the library, you very often, and automatically, lower your voice.  If you are at a concert, you join the throng of screamers.  You can use the environment to change behavior and the workplace is no different.

I've been thinking about how valuable it would be to institute quiet hours in the office, likeI had during school nights in the dorms so many years ago.  An established time dedicated to coding or concentrating - time that wouldn't get derailed by interruptions. 

This is a common practice in the airline industry.  Since most accidents happen during take-off and landing, the rule of the "sterile cockpit" dictates that no conversation is permitted in the cockpit anytime the aircraft is below 10,000 feet, either ascending or descending, unless it is directly related and necessary to the task at hand.  What if we instituted this in the workplace?  Maybe a quiet hour for the first hour and last hour of the work day.  Not only would we get more done, we might just get it done completely and accurately.




Switch is an interesting read that addresses the war between our emotions and our rational self,
both at work and at home, and demonstrates how to change our patterns to achieve results.