How do you boil a frog?

Otherwise...

What does this have to do with your organization?

The ability to adapt

  • The frog’s skin has the ability to adjust to the increased heat

  • This expends energy and creates stress

  • Once the water becomes too hot for its own good, is has no energy left to escape. Ultimately, it’s cooked

  • From birth, we humans have an amazing ability to adapt to change

  • When change is dysfunctional and occurs slowly, we adapt in subconsciously dysfunctional ways

  • This expends energy and creates stress

  • Once we realize we’re in over our heads – we’re exhausted, stressed out, and in a relationship, job, and/or place in life we feel stuck in. Decades in the making, we're cooked

  • If you met yourself at 8 years old and tried dumping all of the stress you’re now experiencing as an adult onto her/his lap, what might happen? Leap or stay put?

  How  does this translate in the workplace?

  • Stress is an inevitable by-product of people working together

  • With time, stress levels slowly increase

  • Increased stress leads to people adapting in increasingly dysfunctional ways

  • Denial, avoidance, withdrawal, resentment, blame, shame, guilt, reactivity, criticism, creating crisis, micro-management, power-struggle, and miscommunication are common stress adapters

  • The more dysfunctional the coping behaviors become, the less transparent, collaborative, communicative, innovative, and motivated those inside the organization become

  • Regardless of the level of the organization, people may not be able to put their fingers on the pulse of what's actually happening, and yet will continue to adapt in subconsciously dysfunctional ways to their environment. In a very real sense, they become stuck

 

It takes energy to remain stuck

8 organizational myths that drive this process

 

  1. Leadership, management, and employees leave their emotional baggage at the front door

  2. Inside the workplace, trust building comes second nature to the workforce

  3. People are great at effectively managing stress

  4. People are adept at giving open, honest, and constructive feedback to each other

  5. People have no problem in identifying and embracing their own and each other's strengths and weaknesses

  6. Conflict resolution comes second nature to most people

  7. Left to their own devices, people actively create positive change, growth, and transformation

  8. People in leadership positions arrived there because of being great at leading and developing others, rather than by great at doing
     

A healthy dose of reality

  • Workplace stress is inevitable - managing it effectively is not

  • Mismanagement of stress creates a drag on the business and everyone inside it

  • People expend increasing amounts of energy adapting to the stress rather than resolving the root cause
  • This becomes a catch-22, and without intervention, grows exponentially and continues indefinitely 
  • ALL of the energy expended in adapting to the stress detracts from business growth and development. Survive rather than thrive becomes the norm
     

How might this be playing out in your organization?

  • Who are the people, teams, managers, and leaders who might be creating the most stress - and working against - rather than with each other?

  • Who are the people, teams, managers, and leaders who are working against themselves?

  • Where are the unresolved conflicts and how are they impacting the flow of information, ideas, and energy within the business?

  • What are the events, situations, changes, and transitions that cause things to heat up the most for the people inside the business?

  • What are the events, situations, and transitions that create the most stress for leadership?

  • Who are the clients and customers outside the organization that create the most stress for those inside the business?

It takes getting real to become unstuck

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Charlotte, NC 28217