What is Ignoragance?

Bernd refers to this toxic recipe as an efficient way to exit the Chinese market quickly 😆 Ignoragance is when ignorance meets arrogance.

Our German auto expert described how Western companies watched with arrogant posture, as Chinese companies began to build cars. Those Western companies failed to keep a close eye on what was happening in the market. And now that same ignoragance is requiring expensive JVs to gain entry to, or stay in, the China market. In sum, those companies “ignored the local brands and were arrogant enough to think they could capture any trend and do it better than anyone else, especially the Chinese.” Wow.

💡APPLICATION: Where do we experience Ignoragance? Are there areas in our own lives where we may approach issues with a degree of ignorance + arrogance? How might we become less ignoragant?

1. Educate ourselves – intentionally take in different points of view. We can proactively avoid ignorance if we constantly try to stay informed on different perspectives. For more, I just wrote about taking in different voices here.
2. Focus on the great – if we consistently look to the most inspiring, mind-blowing innovations, we can avoid that brand of arrogance which comes from ‘having been the best’. Instead, we remain curious about what’s coming and what might be.

OK, so what is Conrelevance?

It’s the beautiful thing that happens when convenience meets relevance. It’s about setting what’s convenient and relevant for the customer as our North Star. Next, Bernd described how traditional auto makers lost the plot – they engineered what they knew and expected the customer to pay for it. Now, can you just imagine their stunned reaction when electrification undulated across the country?!

In summary, Bernd described a razor-sharp focus of the Chinese on a key question: “What can I sell?” They constantly ask, “Is there a customer need? How can I tailor it to what matters to our customer?” This is conrelevance, my friends.

The success of a leader doesn’t mean the success of an organization.

This is an important insight I captured, and had to throw in the mix! How often do we incorrectly ascribe success or failure to a leader? Given transitions between leaders, depending on lead times in industry, we may get the credit of successful results, which we didn’t lead. On the other hand, we can be blamed for poor results, for which the path had been laid long before our arrival.

💡APPLICATION: What success or failure are we attributing to the leader or their predecessor? Given how frequently leaders change roles, this can serve as a very clarifying question. And incidentally, it’s why I particularly respect those who have led successful businesses for a long time.

Click here to listen to the full podcast and here for our first of the series with Trevor Lai.

For related articles, check out:

• Life is an emerging market – how key insights from developing markets apply to our daily lives
• Make good micro-choices – small decisions become habits which become our way of life.

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1. Try on different skins

Each new start provides an opportunity for a fresh beginning. I remember when Laini started a new grade and began introducing herself as Melaina. She tried on the skin of being Melaina vs. Laini. And it turns out, she prefers Laini. What a wise and courageous experiment! My kid recognized the opportunity to try a new skin and went for it!

You can do the same thing each time you start a new job, or even a new role at the same company.

Ask yourself:

• What skin do I want to shed? Is there language, behavior, or habits that don’t serve me well? What if I tried a different way?
• Who am I when I’m at my best self? What context enables me to be at my best, and what practices should I adopt to enable that version of myself as consistently and as often as possible?
• Who should I surround myself with? What kinds of people challenge me? Which friends sharpen me and make me better? Which friends aren’t really friends at all?
• How should I operate? Are there different ways of working, changes in how I might manage my calendar, time, and energy? 

As we try different skins, we may keep part of some and discard others. Ultimately, we find the skin in which we’re most comfortable. After all, in this one precious life of ours, we are living to discover who we are. And this is one way to accelerate growth.

2. Take in different voices

Do you believe you view the world through a biased lens? I’m pretty sure we all do. And today, more dramatically biased views are becoming more prevalent. Do you know why?

Well, I think it’s largely because of the predominance and ubiquity of social media. You see, content is becoming increasingly extreme (shock ‘em and stop ‘em in the scroll!) and technology is serving up more extreme content based on your behavior. Pretty soon, you’re taking in one skewed view of the world, and you may not even know it. This is why it’s important for us to be intentional about taking in multiple voices.

Ask yourself:

• Are you a liberal thinker? While it may feel uncomfortable, listen to a few conservative voices. Add a few new podcasts to your queue.
• Has your family lived in this area for years? I’ve heard folks saying things like “How can those red caps really believe what they believe?” and “I can’t keep track of all the letters… what is it now, LGBTQ… Seek to understand the lived experience of those who have immigrated to the country.
• Is there something you don’t understand? I challenge you to make it your business to try and understand that thing, perspective, or world view.

Also, I think this intentionality should extend beyond the voices we take in.

I believe we each carry a responsibility to create and project alternative voices

After all, if we don’t, who will? If only the paid voices are heard, can you imagine how polarized the world might become? Ah, and this is why creativity is so important.

Creative storytellers help shape how we see the world and our role within it, with the only desired outcome being to make you feel something and think differently.

In my own effort to find less biased voices, I’ve started curating the following list. I’d love to hear – what are your trusted voices?

• The Atlantic
• NPR Up First
• Morning Wire
• Al Jazeera New Updates

Check out my full podcast chat with Stacy, listen here. And for related articles, check out:

• Tangible tips to living with intention
• Empathy requires intentionality
• For other podcasts I’ve recorded, click here.

All images generated by AI using Dalle 3.

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Write a list of hypotheses.

1. When you first accept the offer, you hold an initial view of the company and the business opportunity that draws you. So while it’s fresh, write down what attracted you to the job and what value you believe you can contribute.
2. Add to that list of hypotheses… in your first week, and then every week for your first month. Outline ways you think the business can be improved, optimized, and grown.
3. As you wrap each week, bring that list back out. Cross out incorrect assumptions, edit based on new information, add new thoughts and ideas.

As you edit this list each week, you’ll hone those hypotheses with richer context and knowledge. As you do, bring the breadth of your experience and wisdom into the mix. And together, this list will serve as your lighthouse – it defines what you will achieve in this role. And even as you (inevitably) feel tossed amongst the waves, keep your eyes on that beacon.

Your list becomes your legacy.

By your third month, this list should be pretty tight. And do you know what you’ve done? You’ve defined the legacy you will leave in this role.

Here’s a mental image many of us carry. Have you ever transitioned jobs? You know how when you move on, the team celebrates you with drinks and cake? Lovely people take turns talking about your achievements and thank you for your accomplishments, right?

Well, how much more intentionally do you enter a new role when you define that list of hypotheses upfront? You’re starting with the end in mind; that focus will serve you in achieving more with more focus, which will benefit the company richly, too.

And that is how NOT to drink the Kool-Aid!

This topic came up as I recorded a podcast with Stacy Mayer. To listen, click here.

For related articles, check out:

• Legacy in the workplace
• Living with intention
• Who are you?
• For other podcasts I’ve recorded, click here.

Photo credits: lighthouse by Zetong Li

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1. Degrees of Freedom

✅ Do you have and have you aligned with your boss on clear degrees of freedom? Everyone operates differently and maintains different levels of comfort with granting autonomy. Naturally, earlier in a relationship, your boss may be more hands on. Then as you prove your trustworthiness and consistency, you’ll earn more agency. Along the way, agree to align on the WHAT and ask your boss to allow you to own the HOW.

✅ Does your boss set clear milestones? These provide clear checkpoints and enable you to do your thing. Do they check in between aligned milestones or interrogate how you approach the task? Or do they step back and give you time/space to deliver the aligned goal?

✅ If folks go to your boss, inadvertently or purposefully going around you, how does your boss react? Do they dive into the conversation or do they pause to bring you in? The latter signals trust in you as a leader and ongoing commitment to the agency you’ve been granted.

2. Opportunity for Growth

✅ Does your boss enable you to learn? Do they support you in developing your craft? Or do they spend more time checking on your hours?

✅ Are they more focused on your demonstrated growth or on your face time in office?

✅ Do they ask what how you want to grow and where you’d like to be in 3 years? Do they offer resources, support and personal investment in the most important asset of the business… you?

3. Value on Community

✅ Does your boss encourage you to build, participate, or lead in curating your workplace community? Do they recognize you for your contributions to the culture?

✅ Do they encourage connection? In fact, do they invest in, show up at, and personally lead events?

✅ Do they notice the informal ways you contribute to culture and thank you?

So, what’s your score?

Listed above are 3 things you need from your boss, with 9 key questions.

• If you scored 7-9, you’re in good shape. I’d encourage you to continue the healthy dialogue and keep doing what you do best!

• If you scored 5-6, I’d encourage you to have a heart to heart. Acknowledge and communicate appreciation for what’s working and graciously lay out tangible asks that will enable you to do what you do even better. Document your discussion and take the lead to follow up. Just like you appreciate recognition, remember to recognize your boss for delivering on their promises.

• If you scored 0-4, I’d suggest evaluating your situation. Do you think your boss could get there, but you need a real heart-to-heart? If you’re not sure about your boss’ reaction to a discussion on the topic, consider speaking to a mentor or asking HR for their advice. Because these are 3 things I believe you need from your boss to be successful.

For related articles, check out:

• 3 practical tips for young people entering the workplace
• Hope in the workplace
• Social Legacy in the workplace

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What are we doing all day?

On Oct 5, we’re focused on discovering purpose. A full day of activities will help each person at Wunderman Thompson define the reason we work. Because when we can clearly articulate our personal definition of success and the impact we are inspired to make in our careers, we inject meaning into the every day. And as a result, we enter and move through the day with intention and purpose.

What’s your personal purpose?

You all know about #SocialLegacy and how our family chooses to invest our resources and open our home. In fact, my personal and professional purposes are one and the same: To create purposefully, love fiercely, and die empty. Sometimes you capture the attention of someone who you think is really doing it right! Yeah, that time Arianna Huffington gave #TheSpareRoomBook a shoutout!

I’d love to hear yours!

For related articles, check out:

• 3 questions to help you define your purpose
• Purposeful leadership through times of crisis and change

The post A whole day invested in… ME appeared first on Social Legacy.

Don’t hire too early without understand the job, global culture, or stakeholders.

You might understand the challenges ahead and the work to be done. You may even have found the perfect candidate to lead the work. So, why wait before hiring? Because here’s what you don’t know: the culture of the place. You don’t understand how people collaborate (or don’t), or the best approach new folks ought to take when driving change management. Even if you know WHAT needs to be done and have identified the WHO, hiring before you fully understand the HOW can lead to failure.

When I joined IHG, one of the biggest issues was clear to me: we needed to renegotiate most of our contracts with online travel agencies. We had too many rooms locked at static rates that were too low. However, this pivot required more than third-party negotiations; we needed to bring hotel owners along. It was also important to help existing company leaders understand the change needed, without making them look like they had signed bad deals.

The guy I brought in to spearhead the work was brilliant: he totally understood what needed to be done, and had extensive experience negotiating third-party partnerships. So, what did I underestimate? The finesse and bridges that needed to be built internally. Two months in, this outstanding talent experienced the equivalent of new organ rejection, and much of the fault was mine. I hadn’t thought to help him integrate and manage internal communications; we were both too focused on the work to be done.

In sum, don’t hire before you know the person is right for the job, and that the individual can harmonize with the broader group.

Don’t keep under performers too long.

High performers will feel undervalued and may question your judgment. Personnel issues fester and soon, under performers are no longer inherited issues; they become your people and your problems. A rule of thumb? It depends on your proximity to the individual and frequency of interaction. After all, human beings have families and related decisions must be thoughtfully made. Assuming you have regular engagement with the talent, make a list by 45-60 days and validate your hypotheses by 90. By month four, enroll HR and any managers who need to align, then take action by the six month mark.

At IHG, we needed to change our operating model, so a lot of good people who had delivered against their previous job expectations were not equipped to do what we needed in the future. With this kind of scaled transformation, I worried about changing too many people too quickly.

As a result, I left one gent in place too long. He wasn’t very good at his job, but seemed to do no harm; he remained in role while I made other, high-priority changes. The problem? I’d underestimated the morale impact of keeping him on our new high performers. In fact, he saw the writing on the wall and found a new job shortly after.

Yet I’ll never forget the lesson I learned – problems you’ve inherited when left unaddressed too long, become YOUR problems.

Avoid team building activities before the right team is in place.

Including team members in an envisioning offsite who may be leaving, only strengthens existing team bonds and creates issues down the line.

At McCann, I walked into the job knowing the company had a number of senior leaders on an exit plan. However, many new leaders had joined and were craving a clear vision for the future. So I set up a half-day envisioning session for our leaders to define what we wanted to accomplish. We enjoyed a fun, passion-infused, unifying experience and walked away with both our mission statement and action plan for the year.

However, this made the remaining few we had to exit, bitter and angry. They bought into our plan for the future and wanted to be a part of it! Exiting them after the session was so much more difficult, and it’s not a chronology I will repeat. 

Don’t trust people too early, but don’t go it alone.

This one is about striking a fine balance that requires wisdom and judgment. This is going to sound a bit “Art of War,” which is very much not how I choose to live. But we are in the real world, where people are driven by their own myriad motivations. I’ve discovered a few archetypes:

1) The “Collectors” show their hand in the early days. They often take the BFF approach, trying to earn your trust by showing what a great resource they can be to you. True, they MAY be authentic, OR they may be collecting intel to see how much you share. And what you share today may be used against you later.

2) The “Boxers” come out swinging, watching to see if you duck, block, run, or fight back. Often when taken unaware, our instinct kicks in. But if we know to expect a boxer or two, we can prepare our reaction accordingly.

3) Then, there are the “Allies.” Those who take a vested interest in your success. They offer valuable perspective into the org, its culture, and people. Difficult to come by, but wonderful beyond measure!

When I joined Starbucks as CMO, I was paired up with the CFO as my onboarding buddy. Wow did I hit the jackpot! Weiwei was thoughtful, considerate, and helpful. She became my ally, coach, and friend. To this day, I’m so grateful to have met and befriended her.

Have you made similar mistakes? Or do you have other lessons to share with the class? I’d love to hear them!

For related articles, check out:

• Humble leadership
• Insights on leadership
• What kind of leader are you?

The post 4 Mistakes New Leaders Make in a New Job. appeared first on Social Legacy.

OK, that sounds extreme.

But is it? When I default to platitudes, I’m not acknowledging your experience. Rather, I’m soothing my own discomfort with the situation. Today, I overheard someone flippantly declare, “Oh c’mon, you know it’ll be fine.” Then, I watched his friend just shut down. The forced positivity left her no room. No room for her to ask, “but what if it isn’t?” Or… “how do you know?”

See, once we make a statement of forced positivity, the other party requires tremendous courage to keep the conversation going and reveal even deeper vulnerability. That’s why communication often comes to a halt.

So, next time forced begins bubbling to the surface, pause. Ask yourself, “how might I recognize their reality and help them feel seen in the moment?” 

Here are some alternatives to forced positivity:

• “What can I do to support you?”
• “Can I check up on you next week?”
• Send a follow up note or small token. “I was thinking about what you’re going through, just know I’m here.”

Rather than closing the conversation; these options leave room for ongoing dialogue. And that’s valuable because even if we may not know what help looks like right now, knowing someone is there to help whenever we do, can make all the difference.

For a related article, check out Check your state of heart

I also posted a quick vid about this, check it out on Instagram or Facebook.

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Consider the difference between stress and uncertainty.

If I can identify the reason for my anxiety, I can begin to take action. If I’m feeling stressed due to too many priorities, I can streamline what needs to be done in the short term. On the other hand, if I’m feeling rocky because I worry I’ve lost my boss’ support, I might set up time to speak with them or seek advice from a mentor. This is how emotional granularity allows us to reflect in a productive and action-oriented way.

As leaders, we can gently probe when people seem to be struggling.

Sometimes folks just don’t have the words, or haven’t landed on a resonant reflection of what they’re experiencing. To help, we can try to provide a multiple choice scenario. In fact, I recently worked through this process with one mentee who called me, feeling ‘stressed’. As we spoke, Ella realized she was actually worried about being overworked in the immersion period, as she moved into a new role. So, as we unpacked what was specifically stressing her, we asked: 

• Do you fear dropping the ball?
• Are you afraid of letting people down? 
• Is your concern about work-life balance?

Through the conversation, Ella realized that she was fearful of being perceived as unready for the new job. Actually, she thought she could do the work well, but worried she wouldn’t be able to express her thoughts cogently to earn her new teams’ respect. So, she hired an exec coach to serve as a sounding board and build confidence. Concluding our discussion, she felt steadied with this degree emotional granularity and tangible next steps.

This is just as relevant when communicating with kids.

Kids may act out when feeling overwhelmed. They may throw a tantrum when they can’t express their feelings. And as parents, we may become frustrating, feeling as though they’re overreacting to a small trigger. In fact, they’re reacting as well as they can, with the tools they have at hand. Perhaps they needs more words, granularity, and help developing a plan to get back above surface.

So whether managing yourself, helping those at work, or engaging with kids, practice a little emotional granularity this week.

For related articles,

• On creating a sense of security
• On cultivating calm
• The importance of psychological safety

Credit: Emotion wheel, Stress balls, Questions

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Are they curious?

People who are interested to learn and who boldly ask questions place themselves on an accelerated learning curve. If you’re willing to be brave enough to raise your hand, demonstrate vulnerability in not knowing… you will be the first to learn new things. Also, you will capture leaders’ attention as someone who is inquisitive and hungry.

A question was raised after my recent TEDx talk: “How can I get the most out of my classes?” My answer was to be brave in your learning! And as you do, you will gain more opportunities for growth and visibility.

Do they persevere through challenge?

I look for those who don’t easily give up, who pursue opportunity like it’s the last bus of the night! Because those who demonstrate resilience and grit tend to be creative and driven… a brilliant combination! Another outstanding formula are the under appreciated values of doggedness and discipline; for instance, they enabled the Wright Brothers to soar.

There’s a trending phrase in China right now, 躺平 – “lying flat.” People who are exhausted by the nonstop hours and stress are laying down and giving up.

Don’t get me wrong, we all need to care for our wellness and downtime is critical to our physical and mental stamina. But those who have learned how to both care for themselves and self-motivate to get back up are more likely to succeed, and break through barriers. And when you do, you will be the first in line for new opportunities and promotion!

Are they interesting?

At Apple when we recruited, we always said we looked for the most interesting people. Why? If you have extracurricular interests, you bring a new perspective to your daily work. Also, those who have identified myriad ways to feed their soul tend to be self-aware and passionate!

And the more interesting people, the better! Because diversity is not a box to check, it’s a business strategy. And we’re stronger when we surround ourselves with interesting, unique points of view.

Final thoughts.

Integrity is absolutely foundational and humor is a delicious cherry on top! After all, we spend a lot of hours together, struggle together and journey together. Those who have fun together enjoy their work more, and create an awesome workplace environment. What characteristics do you look for when hiring?

#recruitment #hiring #workplace #leadership #curiosity #grit #diversity #passion #creativity

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Hygge is about intentionally creating a feeling of coziness and wellbeing. And what Jaesin taught me about Kibun is a mindfulness to details that allow everyone who enters our space to feel a deep comfort for the spirit. That’s what he felt living in our spare room, and it’s just what I felt at this little cabin.

How COZY is this?! I loved waking each morning and falling asleep each evening in the comfort and quiet of this special place. As I looked around at all the little touches in the cabin, the word, Hygge, caught my attention.

What is Hygge?

Pronounced “hoo-guh,” The New Yorker defines hygge as “a quality of coziness and comfortable conviviality that engenders a feeling of contentment or well-being.” I’m loving this! As the daughter of immigrants who bought the good quality furniture and promptly wrapped in plastic, I’ve opted to enjoy and use everything in the house. And sure, I love beautiful clothes, but my closet contains more than one pair of hyggebukser – those pants you’d never be caught dead wearing in public, but live in when you’re at home.

Is Hygge the secret to happiness?

Sure, life brings challenge, disruption, and frustration. No, things don’t always go the way we want, and heart relationships inevitably come with misunderstanding and hurt. But generally, I’m a truly happy person. More than happy… joyful. Why? I think it’s because I live in the cozy and delight in creating a space of comfort for those around me.

Maybe hygge is the thing we should curate and cherish. Perhaps as we intentionally focus on that feeling of contentment, we start to feel more content. And this may be just the thing that we should cling to in life, knowing how it feeds our souls, and those around us. The Danish seem to have figured it out; as Wiking says in his book The Little Book Of Hygge, “What freedom is to Americans. . . hygge is to Danes.”

Perhaps being able to deeply appreciate the small, hygge pleasures in life is exactly the secret to happiness.

For related articles, check out:

• And the people stayed home – written in 2020 right at the beginning of COVID pandemic
• Sizzles & Pops – how when we create a space of open engagement, nurture passion, and encourage innovation, the room lights up!

To book this airbnb in Utah, go find the amazing Pepper and her cabin here!

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