Perception ≠ Reality

by Elisa Spain Comment Closed

We often hear the phrase perception is reality. We learn early on that we cannot perceive reality directly; perception is all we have. “If a tree falls in the woods…..”

As leaders, we transfer this rule into behaviors, i.e., how we perceive a product becomes what it is. How we perceive a person or a company’s reputation is who they become to us. And organizational experts tell us how we are perceived at work becomes reality for our peers, subordinates, and bosses.

Yet, perception is often far from reality. 

An example from the physical world, without knowing the time, darkness can be perceived as night or a storm.

A personal human interaction example. A while back, I attended a gathering of coaches designed for learning and connectivity. On the first day, we did an exercise that was to be a “fun” icebreaker. Hmm, well, at least it was fun for the extroverts; for the introverts, it was uncomfortable rather than a light exercise. 

When I checked in with one of my fellow introverts, I was reminded of how misaligned perceptions can be. I asked my friend why it seemed that he didn’t recognize me when we passed each other several times during the exercise, and he responded, “Wow, I didn’t even see you; I was just trying to get through it.” On that day, my perception was that he wasn’t interested in engaging with me. His reality was that he was so uncomfortable with the exercise that he disengaged completely.

Another way to say this: perception is about us, reality is about the other person.

The learning for me…

Ask a question and seek to understand the reality beyond our perceptions, and life will hold some lovely surprises.

You Say Tomato

by Elisa Spain Comment Closed

In my work as an executive life coach, I am constantly reminded that even though we are all part of the human species with many common characteristics, we see the world differently.

We expect this to be so when we travel internationally or interact with people of differing ethnic, cultural, and national backgrounds. Most of us have a heightened awareness of our differences in these situations. We realize we need to pause, think about the norms of the other person, think about what we have learned about their culture, and modify our interaction and behavior accordingly. 

An easy example is how we exchange business cards. In the U.S., when we even use business cards, we toss them on the table. In Japan, a business card is “presented”; held in two hands and a formal exchange.

Yet, when dealing with people who speak our same language, we often forget to pause. We forget that just because we speak the same language, may even come from the same community, we see the world differently. 

The closer our relationship with the other person, the more likely we will forget. We carry on and behave in a manner that comes naturally to us, and when it works, it works. And when it doesn’t, we leave a wake. Sometimes we recognize the wake we are leaving and work to repair it; sometimes, we don’t see it.

When we are in a leadership position and leave a wake, it is rarely brought to our attention directly. Instead, we learn about our impact on the actions and behaviors of others. Often we don’t connect the dots and see that our wake caused the behavior in others we don’t want to see.

So, what to do? Here are the questions I am asking myself:

  • How do I slow down to have this heightened awareness in all conversations?
  • Once I notice the conversation requires special attention, like the business card exchange, what do I already know, and what do I need to learn about the other person that will help me handle my delivery in a way that lands as intended?
  • When have I left a wake, what do I need to do to clean it up?

Independence Day

by Elisa Spain Comment Closed

One of the books I like to recommend to my You Pivot™ clients is Necessary Endings by Henry Cloud. 

In this book, Cloud uses a metaphor of rose bushes and compares them to our businesses, careers, and lives. He explains that a rose bush cannot support all the buds it creates. The beautiful ones only become so because of pruning. 

Cloud describes three types of pruning: pruning the good but not great branches, pruning the sick branches, and finally, pruning the deadwood. Perhaps the last two types are obvious, albeit sometimes hard to do. The first made me pause; really, I need to cut off some good branches for my rose bushes to flourish?

As I think about Independence Day, I notice the parallel between necessary endings and independence. For some of our forefathers, my guess is the relationship with Great Britain was good but not great. It certainly had benefits to go with the taxes and other challenges. And yet, despite the benefits, the founders of our country had the courage to recognize that an ending was necessary, declare their independence, and fight for it.

So, for each of us, the question becomes…

Who or what do we need to declare our independence from (and perhaps fight to summon the courage to do it) so that we can flourish like a well-pruned rose bush?

P.S. Another favorite you might like in the same genre is a book actually titled Independence Day by Steve Lopez.

Leadership Quote: The Unintended Consequences of Doing Nothing

by Elisa Spain Comment Closed

Sometimes, the best thing to do is to go with the flow and let things play out. Sometimes, the best thing to do is to choose a desired outcome and lead others toward that outcome.

How do you decide?

I had a conversation this past week with a friend who was a banker earlier in his career. I asked him what he thought about the announcement earlier that day of the JP Morgan settlement regarding Jeffrey Epstein.

My initial thought was if a borrower is paying their loan on a timely basis, is the bank obligated to probe what the borrower is doing with the money?  

My friend pointed out that if the bank is a relationship bank, the bankers meet with the client regularly and ask questions about the business. Turns out, internal emails revealed that executives did know about Epstein’s activities. 

So why didn’t these executives, at least one of whom was a woman, speak up? 

The conversation became uncomfortable when I asked this question, and we moved on to another topic.

While our conversation moved on, I’ve continued to wonder about my question:

  • Is it because they felt the personal risk to themselves and their career was too great to speak up or take action?
  • Is it because they somehow were able to compartmentalize and separate the business relationship from the question of “What if these were my daughters?” 
  • Is it because they didn’t believe what they heard? 
  • Is it because they feared Epstein could damage the bank’s reputation because he was so well connected?
  • Is it because they feared legal repercussions as individuals or as an institution? 

 I wonder, too, if the executives involved paused and asked themselves these questions. 

Perhaps not. Perhaps they were just going with the flow. 

The Under-Rated Value of Patience

by Elisa Spain Comment Closed

Patience is not one of my strong suits, so I looked up the definition before writing this story.

“the capacity to accept or tolerate delay, trouble, or suffering without getting angry or upset”

As leaders, most of us are action-oriented. Something crosses our desk; we deal with it. If an issue arises with a customer, a vendor, or an employee, we take action. Same with our health. We have an injury or an illness, and we immediately ask, what can I do to “fix” this? How can I expedite the healing? 

And, sometimes, if we let things unfold at their own pace, we achieve a better result. 

What?? Isn’t that avoidance or procrastination, or even laziness? And…

  • Sometimes, that annoying email doesn’t require a response.
  • Sometimes, working to “fix” an ache or pain or a situation causes a new one to “fix” someplace else.
  • Sometimes action is needed, and sometimes doing nothing is simply the best strategy.

“Grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.”

Blank Spaces Are As Important As Flowers

by Elisa Spain Comment Closed

During our travels in Japan, we had the privilege of spending time with a Zen Priest. He talked to us about “the way” of Buddhist teachings, including the tea ceremony, ikebana, and calligraphy. Later on, we were fortunate to participate in a tea ceremony and ikebana, and it was through ikebana that I began to understand.

Ikebana is commonly thought of as the art of Japanese flower arranging, and as with most things in Japan, there is meaning beyond what you see.

In traditional Western flower arranging, the flowers face the viewer and are fitted tightly into the vase. 

In the way of ikebana, our teacher told us, we place the flowers in the container in a way that resembles how they grow. And, most importantly, she said, “Remember the blank spaces are as important as the flowers.” She then showed us how our creations became three-dimensional when we added blank space.  

The term ikebana comes from combining two words, 

ikeru– life; and hana – flower. 

My learning — ikebana is about using flowers to experience a life lesson: blank spaces in our words, deeds, and lives enhance and add dimension to our experience.

The Secret of Life

by Elisa Spain Comment Closed

I’ve had several conversations lately with clients and colleagues about life stages. In 1977, James Taylor wrote The Secret o’ Life. The full lyrics are worth a read, and here’s an excerpt: 

The secret of life is enjoying the passage of time.

Any fool can do it, 

There ain’t nothing to it.

Nobody knows how we got 

To the top of the hill.

But since we’re on our way down, 

We might as well enjoy the ride.

Isn’t it a lovely ride? 

Sliding down, gliding down,

Try not to try too hard, 

It’s just a lovely ride.

I am struck by Taylor’s wisdom at the age of 27 when he wrote this, and the lyrics remind me of a personal experience with an older man years later. 

 I was sitting on a bench at the old Union Station. The man sat down next to me, and we engaged in conversation. I asked him where he was headed, and he replied with glee, “San Francisco!”

“Wow,” I said, “that is a long way to go on the train.” His reply: “There is as much fun in getting there as there is in being there.”

Taylor’s lyrics and the words of the man on the bench have stayed with me, and I often think of their words in these situations:

  • When I am too focused on getting to the outcome
  • When it’s time to pause
  • When it’s time to remember to be in the moment

As I embark on a trip to Japan in May, I plan to practice the in-the-moment secret, beginning with a hiatus from Sunday Stories. I will publish my usual end-of-month quote next week, and I will see you in June

Nurture Your Butterflies

by Elisa Spain Comment Closed

When was the last time you wasted time? When you were “wasting time,” did you feel joyful and creative, or — if you’re like me, did you feel even a tiny bit guilty for “being unproductive?” 

How much better might it have been? How much more would you have enjoyed your time — how much more would you have gotten out of it — if you didn’t feel guilty about it or feel the need to explain it?

Here’s a fact: downtime is vital to our lives.

As human beings, we often find ourselves caught in the never-ending cycle of productivity, constantly striving to achieve more.

Contrary to popular belief, wasting time can actually be beneficial for our overall well-being. However, wasting time poorly is a sin (or whichever word you prefer) because not only are you forgoing the productivity, generosity, and art that comes from work, but you’re also giving up the experimentation, creativity, and joy that comes from wasting time.

If you’re going to waste time (and I hope you will), please do it well; and find inspiration by nurturing your butterflies within.