By Tim Schneider

I know you know them.  You may work with them.  They may live in your neighborhood or even your own home.  Drama Queen and Emotion King.

To Drama Queen (DQ) and Emotion King (EK), every event is worthy of sharing and over sharing.  Every small thing that the rest of us brush off and rack up to another day, they turn into a major crisis.  As we work to calm others, they work to stir up others.  When we try to fix a problem, they tend to make it worse.  When they exist in the workplace, they offer some significant challenges to leaders.

First some of the symptoms.  When the office temperature goes down just a little, DQ thinks she will freeze.  The slightest shift of policy and practices causes EK to rant endlessly about the adverse impact.  EK has more dysfunctional relatives than a year’s worth of The Jerry Springer Show.  DQ is getting sick every other day and is either shivering or burning up from fever. 

The bottom line is with both DQ and EK is that this type of behavior is very disruptive in the working environment and can be highly counter-motivational to the rest of the team.  Drama hurts the workplace and the well intending team members caught in the storm that surrounds it. 

Researchers have tried in the past to put some quantifiable face on workplace drama.  There have been studies related to age (millennials versus generation X), gender (men versus women), job type (blue versus white collar) and even lunar cycle.  In each attempt to study the phenomenon, no trends were found other than workplace drama can be a aggravating and compounding factor in workplace toxicity and lead to a great deal of lost productivity, turnover and a large drop in morale.

The one certain element in our drama causers, DQ and EK, is that they both lack the emotional intelligence to deal with situations and issues that the rest of us can process easily and with no interruption.  High degrees of emotional intelligence allow us to have greater resilience (bounce back), confidence and self-satisfaction.  Poor emotional intelligence means that an individual lack in these critical competencies and skills.  When they don’t have the skills to cope, people project and emote their frustrations and feel compelled to seek outside validation and have others involved.

Effective leaders will deal with workplace drama and our pals DQ and EK in the following ways:

1. Model Behavior

The most powerful and easily controlled method of dealing with workplace drama is to not share yours.  No matter how benign it sounds on the surface, your challenges may be interpreted as drama to others.  Don’t complain, whine or bring your personal issues to work.  If it is cold, put on a jacket.

2. Not Biting

Workplace drama enthusiasts (DQ and EK) really want someone to pay attention to them and to validate their concerns.  Don’t acknowledge the rants, complaints, tantrums and pouting.  If their behaviors lack validation, they will soon lack any credibility.

3. Not Accommodating

One of the more prevalent tactics of drama purveyors is the need to have different terms and working conditions as a result of their drama.  When we do not accommodate their requests for differential treatment, we are disabling their ability to get what they want through the drama route.

4. Refocusing to Mission and Objectives

The gentle, subtle and sometimes right between the eyes reminder that team members are charged with certain responsibilities to support the organization is a powerful reminder to cut the drama.  Team members are paid to perform a job function and not to provide a support group for the wayward and heartbroken.

5. Clear Expectations of Behavior

The final method of dealing with workplace drama is the only proactive method.  This is to clearly articulate and reiterate that drama type behavior is not acceptable at your organization.  It is not that you are not uncompassionate but rather that you and your team are focused on the needs of the organization.

By Tim Schneider

Most often attributed to the Oracle of Omaha, Warren Buffet, the phrase “skin in the game” probably originated in a California newspaper in the summer of 1912.

Regardless of origin, the phase has been quoted millions of times in baseball dugouts, football huddles, board rooms and corporate meeting rooms.  One of the more famous recent uses of the phrase came from Barrack Obama prior to his being sworn in as president of the United States.  The president-elect was describing the shared sacrifice needed by all Americans to resurrect the economy.

“Skin in the game” is used to describe commitment and participation in any activity.  It is especially descriptive of the difference between someone who is fully invested in an activity compared to those who are passive spectators.  It might be money invested, time spent or actual skin shred on an athletic field, “skin in the game” is a very descriptive phrase that is more powerful than “buy in” or “commitment.”

I have had the privilege of spending a significant amount of time with an executive in the convention services industry.  Her favorite take on “skin in the game” is “are you interested or are you invested?”  Highlighting the difference between true commitment to a task, project or issue, “interested or invested” challenges people to check their level of commitment.  Beyond buy-in and even more business relevant than “skin in the game”, “interested or invested” is a great self-check in anything in which you claim to be committed.

When examining interested, you see people that probably talk a good game.  They express their commitment to others and they will argue tooth and nail about their level of commitment.  Unfortunately, when you scratch the surface a little, you realize their commitment level is nothing but talk and their involvement beyond the minimum requirement is nonexistent.  There is no initiative and there certainly is no subordination of self-interest for the good of the organization.

An interim step between interest and invested could best be described as involved.  Involvement is different from investment because of the emotional commitment required.  Involvement looks a great deal like fully engaged team members because those team members are in motion and action is occurring.  Work gets done, extra labor is applied, time is spent but it is still not at full investment.  Involvement is action without commitment.  It is better than being interested but can still be fleeting because there is no real emotional commitment.  It is the living together of work commitment level.

Invested is when a team member gives of themselves, commits their own time and resources and is really committed to the direction, mission and vision of the organization.  That is the team member that asks what needs to be done and not “what’s in it for me”.  It is the team member that works to get something done without inquiry about overtime.  It is the team member that is becoming a business partner and moving away from being an employee.  Not that compensation should ever be ignored but it is not the most important part of the equation.  Doing what’s right and what is needed is the most important part.

Invested is also about subordinating self-interest and comfort.  It is truly amazing how committed some people claim to be but when their comfort is challenged, they revert back very quickly to being moderately interested.  How invested would you be if that investment meant taking a pay cut?  How about downsizing your office?  How about requiring more work at the same level of compensation?  Those are some of the litmus tests for true investment compared to interested or even involved.

To improve the investment level of your team and even yourself, consider the following steps:

1. Increase Participation

Seek out, solicit and allow more team member participation in key decisions, organizational direction and daily operations.  Nothing builds team member investment like participation.

2. Increase Honest Communication

Share successes and challenges with team members.  When they are seeing both the good and the challenging, they are more likely to respond with higher commitment.

3. Utilize Personal Loyalty

If you did your job as leader and built solid relationships with team members, you can now capitalize on those relationships to increase investment and move them out of interest.

4. Don’t Judge Others Based on Your Investment

People arrive at the investment stage at different times and at different paces.  You might have achieved near instant investment and it may even be a part of your DNA.  Don’t be too anxious to judge others if they are more hesitant or reluctant to move that quickly.  They may have been burned by a bad boss.  They may have been swallowed in a corporate takeover after providing a high level of commitment.  Encourage them but let them arrive at investment at their own pace.

By Tim Schneider

We hire smart people.  We trust people with lots of stuff, in some cases, millions of dollars of transactions.  We love to throw out words like empowerment and transparency and genuineness.

But when it comes to information, some organizations fail to trust that people can disseminate or handle the truth.  Veils of secrecy cover the comings and goings of team members, plans for growth, new systems and critical organizational changes.  Politely worded press releases take the place of honest and genuine communication with team members and the public.  Legal advice that is designed to eliminate any risk trumps real transparency.  The human resource function tells us we can’t say why someone is mysteriously gone.  A bevy of people in many companies like to play Hungry Hungry Hippo with the real story.

Transparency is the golden egg of organizational trust and team member engagement.  Conversely, lack of transparency is an extreme morale killer and gossip starter.  Some symptoms to look for in an unhealthy environment include:

1. Lots of closed-door meetings.

2. Way too much whispered conversations and huddling of leaders with no explanation.

3. Silly explanations for people leaving (i.e. “Bob is pursuing new interests”)

4. Unexpected and unannounced hiring and new jobs just popping up.

5. Press coverage of events that surprise team members.

6. Branding and marketing shifts that are unannounced.

7. Total lack of any organizational or senior leader communication or visibility.

8. Communication that is only weighted to highlight the good and never a discussion of issues or challenges.

9. Over-reliance on legal advice to avoid any risk.

10. Creation of insiders that tend to know things that the rest of a team does not know or is not privy to.

11. Rampant gossip and rumors about people and the organization.

12. Answering direct questions with avoidance and obfuscation. 

The correlation between organizational (and leadership) transparency and team member engagement and overall performance is undeniable, heavily documented and irrefutable.  Quite simply, the best organizations are transparent.  The best leaders are transparent within set boundaries and they often challenge those boundaries.  Transparent organizations perform better, have less gossip and rumors, have more engaged team members and trust their senior leaders on matters of strategic direction.

To build greater degrees of organizational and leadership transparency, work on the following:

1. Challenge why a piece of information supposedly can’t be shared. Trust your team members with information and hold them accountable for improper disclosure.

2. Communicate openly and with high frequency. Regular updates and newsletters are a good start.

3. Seek input from team members during challenges and when issues arise.

4. Share plans and planning processes with team members. Include them on strategic discussions and solicit their input on directional changes.

5. Share all press releases with team members concurrently or before it hits the news.

6. Share all current marketing and branding efforts before it becomes public.

7. Avoid closed door meetings and discussions (unless laughter and fun are too loud).

8. Eliminate creating insider information and sharing with a select few. If you can share with one, you can share with all.

9. Kill gossip in its tracks.  Create a bright line about rumors about the company or people and rebuff attempts to share it with you.  Participation equates to endorsement, especially in a leadership position.

10. Don’t tell part of a story or create a tease point.  If you can’t relay all of the information, don’t share any of it.

By Tim Schneider

The difference between dreamers and doers can best be summarized in a set of characteristics:  tolerance for risk and comfort with uncomfortable.

Everyone has dreams.  Everyone wants to be something a little different or better.  Everyone wants to contribute to a common good.  Many people even take it a step farther and label their dreams as a life passion, calling or purpose.  They create vision boards for where they want to be and even journal about a better life for them and their families.

“I really want to get a new job”

“I really want to go back to school”

“I really want to devote my life to something bigger and better”

“I really don’t want to be stuck in an eight-to-five grind”

Where these dreams come to a crashing halt for many is at the blinking-light intersection of risk and comfort.

“But I don’t want to give up my daily Starbucks”

“I’m can’t tell my wife I’m quitting my job to open my own business”

“The classes and studying will put a burden on my family time”

“I’m not about to start at a position lower than my last one”

Risk aversion can certainly become an evil little voice that continually reminds you of the potential for failure and all the negative “what ifs”.  Sadly, this voice rarely speaks to the potential positive outcomes associated with a leap towards your dreams or reminds you of the great satisfaction of doing what you were placed on this rock to do.  Highly successful people use self-talk to silence or reduce the impact of the voice of doom and actively replace it with the positive outcomes of risk taking.  Not that anyone should blindly leap into the unknown but the reminder that all unknowns have an equal or greater chance of being successful as becoming a failure.  The risk aversion voice also tends to overstate the failure outcomes as being horrible when in fact, they are nothing more than learning opportunities and everything is recoverable.

Comfort aversion is as damaging as risk aversion to living a purposeful and fulfilling life.  Now there is nothing wrong with being comfortable but over-emphasis on comfort will keep you in a complacent, non-growing, non-achieving spot.  The comfort lie tells us that some of our creature comforts and vanity desires have become needs.  The BMW instead of a Camry, Starbucks instead of Folgers, gated community instead of two-bedroom apartment, Ivy League instead of community college, designer purse over the JC Penny’s version.  Again, successful people will truly understand the difference between a core need and those items that simply create comfort.  Interestingly, those people in life that have failed and restarted several times have a clearer view of what is really needed versus those comforts that sometimes serve as obstacles to achieving our dreams.

Below are a couple of tactics to help improve risk and comfort tolerance:

1. Identify What is Really a Need Versus a Want

Look at basics.  Return to an earlier time in your life and describe how you survived and with what.

2. Take Small Risks

Develop risk tolerance by beginning with smaller risks prior to a big leap.  Note or journal the lessons from failures and the ease in overcoming and recovery.

3. Commit

If you want to achieve a dream or purpose, commit to a course of action complete with timelines and measurable milestones. 

4. Partner

Don’t be afraid to share your dreams with others.  Seek the support needed to reduce risk and get buy-in on changes to comfort.  Quite simply, ask the kids if they are okay with no cable TV or moving to a smaller house.

5. Track Progress

Monitor, track and report your progress towards your dream.  Vision posters are nice but a formal system to track progress is where achievement rests.