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

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.”

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.”

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!

The Root of Fear

Fear is a vital response to physical and emotional dangers that has deep evolutionary roots in the human experience. It’s adaptive because it protects us. Think back on our ancient ancestors and their nomadic cave-dwelling existence…Who stayed alive? People who didn’t get bitten by poisonous snakes, fall off of cliffs, drown in high waters, or engage in other dangerous activities!

Modern Day Fears

In today’s modern world, the fears we face most frequently don’t involve immediate dangers like hungry predators, but although the stakes are much lower, our brain still treats our fear as lethal.

Fear in the workplace today is more concerned with image and the effect of other people’s judgment on our feelings of self-worth, than tigers. Still, it evokes the same high-stress fight-or-flight reactions that our ancestors experienced tens of thousands of years ago.

F.E.A.R. (False Expectations Appearing Real) 

If you took a poll of your co-workers right now, none of them would list “getting eaten by a tiger” as one of their top fears and anxieties, but they might list: looking stupid in front of my boss, failing at a new job, letting down my family or co-workers, being a social outcast, or making a bad impression on an important client. The problem begins when we let these types of silly illogical fears hold us back from reaching our full potential.

At Team Sylvester, time after time we hear clients say things like, “My real dream is to do (fill in blank here) but I’m scared that I’ll fail.” Or, “I thought about saying something in that meeting, but I was afraid it would sound dumb.” 

So how can you overcome the fears and self-doubt that hold you back in the workplace? We suggest using a popular acronym that’s been around for years (but is worth committing to memory): FEAR is simply False Expectations Appearing Real.

When you limit yourself out of fear, you are allowing the false expectations that you’ve built up in your head to appear real enough to your brain that you modify your behavior in order to avoid the risk. You may find yourself avoiding a potentially positive risk because you’re too afraid or holding back in social situations out of anxiety. When you allow fear to be in control, it limits the breadth and scope of your potential and opportunities.

Executive Coaching for Growth

For fifteen years Team Sylvester has been helping executive coaching clients break free of their FEARs, add new tools to their toolbox, and reach their biggest, hairiest, and most audacious goals. Click here to learn more about our coaching and leadership development programs.  

Sources:

https://www.psychologytoday.com/us/blog/anxiety-files/200805/are-we-born-be-afraid

https://www.psychologytoday.com/us/basics/fear

Never heard of it?  

We have, we use it and our clients thrive with it. 

Agile was born in the 1970s to manage and produce better software faster.  The methodology is based on adjusting planning with feedback from completed work to create the next stage of development.  The cycle renews until the full scope of work is accomplished. 

Today’s Agile is woven into our coaching because it’s adaptive learning.  We know what goals need to be completed because we’ve determined them together with a client.  We plan, live and adjust to a path for completion because we’re giving and responding to feedback from progress. Accomplishment is a better team, individual and business for undertaking the work. 

The Challenge

Fast paced and ever-changing describe today’s business climate.  A business thrives with timely reactions from its people. Untimely? People are faced with communication gaps, conflict, teamwork challenges and more.  Allowed to continue? A range of unplanned outcomes can snowball to reduced employee motivation, customer dissatisfaction, market perception and financial loss.  Unchecked these outcomes make room for the competitor and impact the health of the business.   

The Opportunity

We provide Agile coaching as an active learning solution. Feedback from the agilely coached is: there’s only upside, no downside to the method. Agile coaching means working on the real daily job while learning more about how to be better at it, bring out the best in a co-worker and make that next hurdle by working smarter, not harder. Adaptive planning and feedback to reach the end goal is a win-win because employees are refreshed with new knowledge.  As a result employees have a deeper bond with their work and increase their engagement. 

Many “aha moments” happen along the path because agile coaching is responsive, engaging and accountable to the goal.  We call aha moments BFOs or Blinding Flashes of the Obvious and get people understanding BFO’s and having fun with them from Day 1. BFOs happen when the answer to a long-standing obstacle suddenly becomes perfectly clear based on what has just been learned.  A BFO feels great because it’s immediate reinforcement! Together, we’re practicing and mastering: testing and measuring within the safe, proven Agile coaching environment. 

A Differentiator

The value of Agile coaching is a multiplier for the present and into the future.  Invaluable to business because the learning is a bit of structure with customization for the situation. Simple yet powerful because everyone is empowered to achieve success with Agile coaching and knows how to repeat the cycle.   

Takeaways from Agile coaching include new opportunities for self-awareness and engaging with peers, managers and clients.  Next level success happens with these takeaways to generate growth, cultivate change and thrive with people who are the greatest resource in business.    

An experienced Agile coach ensures focus on outcomes, provides a safe and trusting environment for expression and serves as a sounding board.  Our secret sauce amps up Agile coaching and empowers those coached. Want to learn more? Reach out to us for additional information

Relying on each other’s strengths and differences is successful for teams.  Written as a fable, The Five Dysfunctions of a Team, by Patrick Lencioni, outlines the five behaviors that are essential to a healthy, well-functioning team: building trust, mastering conflict, achieving commitment, embracing accountability, and focusing on results.  Preview our innovative team building.

Team Sylvester, is one of a limited number of Authorized Partners providing The Five Behaviors of a Cohesive Team . The Five Behaviors produces high impact volume within all levels of organizations.

Homogeneous teams may perform better due to similarities in experience and thought, while heterogeneous teams may perform better due to diversity and greater ability to take on multiple roles. (1) 

Most teams contain a blend of technical, operational, negotiation, and creative skill sets.   The requirement to be cross-functional with finance, technology, marketing, operations, and other perspectives seems to stack the team for outcomes. The challenge is to get timely synergy to ensure results.

(1)  Mello, Antonio S., and Martin E. Ruckes. “Team Composition*.” The Journal of Business 79.3 (2006): 1019-1039.

Good leadership drives engagement and motivates employees, which improves performance and increases organizational productivity. But while more companies are incorporating leadership development training for their employees, these seven statistics suggest more needs to be done.

• 77% of organizations report they’re experiencing a leadership gap.
• 10,000 baby boomers are retiring every single day.
• 67% of millennials are looking for a new job.
• Of those who plan to stay, 91% plan to stay in their current job for fewer than 3 years.
• 63% of Millennials say their leadership skills are not being fully developed.
• 83% of businesses say it’s important to develop leaders at all levels.
• Only 5% of businesses have implemented leadership development at all levels.

Let’s break this down for a moment:

77% of organizations report they are experiencing a leadership gap, and while that number is staggering, it’s hardly surprising with 10,000 Baby Boomers retiring every single day. Unfortunately, millennials may not be clamoring to take over their spots – 67% of millennials are looking for a new job. Of those who aren’t looking, only 9% plan on staying at their current job for more than three years.

Perhaps part of the reason millennials feel restless in their current positions has to do with a lack of leadership development. More than six out of every ten millennials say their leadership skills aren’t being fully developed by their employers, which is surprising given that 83% of businesses say it’s important to develop leaders at all levels. In this case, the culprit seems to be a lack of action on behalf of organizations – only 5% of businesses say they have implemented leadership development training at all levels.

If your organization doesn’t have a comprehensive leadership development program for all employees, what are you waiting for? Boomers are retiring by the tens of thousands every day, and your company’s ability to stay competitive, attract top talent, and increase productivity is on the line. Investing in training leaders can have incredible results, with some companies reporting 114% higher sales, 70% lower turnover, and 71% higher customer satisfaction.

To address the leadership gap and prepare for the future, organizations must invest in comprehensive leadership development and training programs. Learn more about the leadership solutions offered by Team Sylvester and follow our blog to stay up-to-date with the latest posts.

Sources:
http://www.bloomleaders.com/blog/2018/10/9/interesting-statistics-about-effective-leadership
https://blog.inspiresoftware.com/7-statistics-leadership-development
https://www.td.org/insights/the-business-case-for-leadership-development-and-learning

It’s the rare self-aware person that determines a legacy early on, sets goals and hits milestones until their legacy is in place.  For most, it takes time to be informed by a journey and experimenting through trial and error to determine a legacy.   

My legacy is In Abundance. 

In Abundance, to me, represents abundance in family, friends, relationships, health, spirit, possibilities, and wealth.  By embracing In Abundance, I’m open to all types of broad and deep experiences, continuing to grow, achieve and make a difference; enjoying the journey and not considering it a race. 

Whether altruistic or achievement driven, leaving a legacy requires work, requires discipline, requires change.   My legacy, In Abundance, came from my own transformation. After surviving a series of life-changing events, I resigned my position as CIO from KAR, bought a coaching franchise, and becoming certified as an International Business Coach.  I started signing “In Abundance” on 99 percent of the emails I write.  The words are a reminder of the demanding journey survived, endless possibilities ahead, and a wish that everyone experiences In Abundance.

What’s your legacy?

It’s about the journey.  I invite you to share your legacy and its journey with me, through comment or private email. 

In Abundance,

Paul

In my last few posts, I’ve spoken quite a bit about behavior—identifying it, understanding it, changing it. I’ve alluded to the Everything DiSC® Behavioral Assessment* a number of times and have made no secret of my preference for it and use of it with my leadership and behavior coaching clients. But there are other tools out there, and I thought you might appreciate learning more about why I choose DiSC.

The Others

The other “big name” in the behavioral assessment market is the Myers Briggs Personality Test (MBTI® Step I). This tool, developed by Katharine Cook Briggs and her daughter Isabel Briggs Myers based on the typological theories proposed by Carl Gustav Jung, gauges your mental processes and orientation and categorizes you into one of 16 personality types. (There’s plenty of information online about the MBTI, if you’d like to learn more about what it is and how it works.)

Who You Are (personality) vs How You Interact (behaviors)

I don’t question the validity of the Myers Briggs tool, but for the purpose of understanding one‘s behavior in order to change it for greater satisfaction, I choose DiSC. The MBTI is designed to identify who you are—what you are instinctually driven to do. The MBTI is used by a lot of employers to determine if a candidate is a good “fit” for their organization. DiSC, on the other hand, categorizes and defines your behavioral style and then goes one step further: it gives you tips and strategies for creating more positive interactions and relationships. Yes, you can change!

Benefits and Opportunities

And there are other reasons I prefer DiSC over MBTI. DiSC is easier to use and interpret, it takes less time to take, and the results are intuitive. Another significant advantage of DiSC is the unlimited access to comparison reports you are granted once you’ve taken the test. You can compare your results with anyone who has taken the assessment anonymously, or within your organization to use as a tool to best benefit communication between two individuals. And you can take the test again and compare your own results to see how you’ve changed, perhaps after personal coaching.

There are several versions of DiSC available, each customized to give you the most insight into your current behavior and how it impacts your ability to be successful in different roles, such as sales or leadership.

Popular Everything DiSC® Profiles:
– DiSC Classic 2.0
– Everything DiSC Workplace
– Everything DiSC Work of Leaders
– Everything DiSC 363 for Leaders
– Everything DiSC Management
– Everything DiSC Sales

All the DiSC Profiles are powerful and easy to use, but to really get the most out of the tools I recommend working with a behavioral coach to help you develop strategies for developing more positive interactions and to hold you accountable to make the changes. I utilize DiSC in my work with individuals, teams and organizations, and I also incorporate other extremely valuable concepts/models in my coaching, such as The Five Behaviors of a Cohesive TeamTM by Patrick Lencioni, Personal Listening Skills and Time Mastery. This approach has proven profoundly successful for me and for my clients.

*Everything DiSC® is a Wiley Brand.