Why?

My perspective, also supported by studies, is that our alter ego is a safe place for us to go to in times when we want to have fun and be bigger than life itself. And yet also important, our alter ego is a safe place in a time of adversity and fear and when times become out of our control. An alter ego is a partner that helps us think more clearly and responsibly, and in doing so can lower our blood pressure and heart rate and take us out of the fight, freeze or flight anxiety.

Superman is my long-time friend from childhood and is still my alter ego today. In becoming our alter ego we become something new, stronger and better to conquer fears and anxiety more easily. Our baggage and hesitation drop and we power through to get stuff done. I personally know that through my three open heart surgeries, Superman gave me the strength to overcome the mortality that stared me in the eye.

During these unprecedented and uncertain times, please communicate with your own alter ego to tap that strength to overcome whatever fear or anxiety you are experiencing. And know that I am always open to any one of you reaching out to me and taking strength to the next level. Now more than ever, let’s help each other. #inthistogether

Additional resource:
https://www.healthline.com/health/mental-health/fight-flight-freeze#how-to-cope

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There are those managers who lead with fear, using it to bully and manipulate their employees into compliance. Yet even more detrimental is when an organization’s senior management leads from fear.

When this is the case, serious consequences are usually waiting around the corner. It may take time to accumulate into a crisis, but if fear leads the decision-making in an organization, something devastating is very likely on the way.

In working with executives from the Fortune 500 organization to the small-business entrepreneur, I’ve had the opportunity to lift the hood and see the inner workings of management psychology in practice.

What I’ve found along the way is that leading from a base of fear leads an organization into stalled productivity, unmet goals, high turnover, financial ruin and, in some cases, loss of life.

When using fear as the basis for decisions, inevitably three key dysfunctions reveal themselves in the foundational core of an organization’s culture:

Lack of shared vision. A vision is the organization’s compass. If an auto manufacturer’s vision is to profitably create innovative cars that are safe, economical and environmentally balanced, and to do so in a way that serves the communities where they are manufactured, then that’s the compass by which all of the organization’s decisions are guided. However, all too often management fails to make its decisions based on the vision, but rather to avoid its daily fears – such as internal conflict, succession denial, retaliation, and so forth.

Lack of realized potential. Making decisions based on how to avoid fears acts as a toxin to the organization. Over time it stifles innovative ideas, creative thinking and problem-solving, passion, and distracts employees from the organization’s vision. In fact, the Gordon Institute of Business Science estimates fear-based decision-making can cost organizations from 20 to 80 percent of their potential. When potential is stymied, turnover is usually the result. And turnover is costly. Experts across the board estimate turnover can cost from 2 to 5 percent per employee’s salary to replace them.

Lack of full engagement. Employees want to be part of something bigger than themselves. But when employees feel they must manage their management’s fears, they can easily lose sight of that bigger purpose. When this happens, employees disengage – avoiding crucial conversations, suggestions, and collaborative push back. This can be costly beyond financial measures. It can cost lives.

The antidote for fear-based management is not to dismiss risk. If anything, operating by vision gives leeway to better risk management. Comparing every idea to the one crucial question of “how does this help us achieve our vision,” opens the floodgates to new ideas, new opportunities, better and more open communication, frank feedback, and stronger ethics. These are the working principles of consistently strong organizations that demonstrate sustainability across changing markets and business environments.

But when an organization is overshadowed with fear-based decision-making, it sets itself up for exactly what it fears the most. Conversely, leading by vision keeps success as the foremost thought in all decisions and subsequent actions. And as part of that, organizations will make mistakes, but they will learn for them, apply that learning, and come out stronger on the other side. Countless successes throughout history have been realized via failure, and as Benjamin Franklin eloquently articulated: “Do not fear mistakes. You will know failure. Continue to reach out.”

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Many of my clients are in the construction industry and I am grateful for them and the road projects they’ve completed this season.   I do a lot of road travel also and have been entertained by driver behaviors because I coach behaviors. 

As the proverb goes, “No good deed goes unpunished.”  Construction professionals are in harm’s way, have extreme deadlines and faced labor shortages this season based on high spending for road projects.  And yet a day in the life of a construction professional means they’ll face a range of driver behaviors that lower the progress. 

DiSC to the Rescue

I talk a lot about the DiSC Behavioral Profile. It’s an excellent tool for building self-awareness and increasing personal effectiveness. The tool itself is simple with a series of responses revealing your unique behavioral style: your tendencies, needs, preferred environment, etc.  Armed with this knowledge, you can begin to adjust your behavior to improve your interactions with others and increase your satisfaction, both personally and professionally.

The four categories of DiSC are: Dominance, Influence, Steadiness and Conscientiousness. I find it’s easiest to remember the differences between the styles by assigning each category to a character who fits the profile.

DiSC Drivers

“D” Behavioral Profile

A “D” driver rides the bumper of the car ahead, speeds through or rolls down the window to chat up the road crew about what’s going on and how to get it done faster.  For example, when I think of a classic “D”, I picture Jon Hamm’s character, Don Draper, on Mad Men. A “D” is confident, decisive, direct and aggressive. He or she can also be egocentric and demanding.  

“I” Behavioral Profile

An “I” driver wants a win-win, feels they’d give up a week’s worth of travel if the crew could work 24 hours a day to get the work done . An “I” can be equally persuasive, but the approach tends to be kinder and gentler. Oprah Winfrey is a good example of an “Influencer.” At the height of her talk show days, she had mastered her behaviors and could charm interviews out of some of the most notoriously “private” public figures. Other adjectives used to describe a classic “I” include: enthusiastic, emotional, poised, sociable, generous and observing.  

“S” Behavioral Profile

An “S” driver knows they have to accept the situation for what it is, believes they should be thankful for the repairs, allows others to pass while drivers ahead are honking furiously. The “S” personality is someone who tends to avoid aggressive situations or conflict. This type of person is amiable, consistent, deliberate, cooperative, patient and loyal. Former First Lady Laura Bush is a good example of a classic “S”. 

“C” Behavioral Profile

A “C” driver is stressed out, fidgeting, drumming fingers on the dashboard and checking their watch because they’re going to be late. The “C” is positive they read a sign with a date that the work should have been completed already. A “C” adheres to rules and standards, concentrates on details, thinks analytically, and is generally diplomatic. There are two beloved television characters who epitomize the “C” behavioral profile: Sheldon from Big Bang Theory and Spock from Star Trek. A “C” adheres to rules and standards, concentrates on details, thinks analytically, and is generally diplomatic.  

Better Roads Ahead

To the construction professionals on the job, thank you for all you’re doing to get us through construction season. To the drivers, give it some thought on how you’ll react to support the progress the construction professionals are making.  Last time I was gridlocked, I rolled down the window and said, “Thanks for all you’re doing man.”

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Paul Sylvester, an Indianapolis-based CIO turned International Business Coach, was recognized in HR Tech Outlook, a leading national HR magazine, for being one of the top 10 Leadership Coaching Companies in the country.

 Previously named one of the top five coaches worldwide, Sylvester’s coaching methods help leaders and executive teams be more effective in the boardroom and out in their communities. “It is an absolute honor to have received this recognition from HR Tech Outlook,” said Sylvester. “But even more gratifying is being able to live out my life’s purpose as an executive coach.”

Sylvester is a renowned behavioral coach and leadership expert and is certified in multiple methodologies including: The Five Behaviors of a Cohesive Team, John Maxwell Leadership Coaching, and My Everything DiSC Assessment. His company, Sylvester Leadership Coaching Redefined, offers both growth-oriented and change-oriented training programs, as well as leadership coaching services for both emerging and executive leaders.

“After surviving a near-death experience, I started living with the intention of creating a better legacy, and I found my true ‘why’: to inspire people to develop life-changing behaviors without having life-altering experiences,” Sylvester stated. He continued, “Sylvester Leadership Coaching Redefined exists because I didn’t just want to improve my level of competency, I wanted to help others do the same.”

Read the full article here!

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