Showing posts with label soft skills. Show all posts
Showing posts with label soft skills. Show all posts

Leading with Empathy and Understanding: The Power of Applied Humanistic Leadership

The world of leadership is constantly evolving, and the traditional, top-down approach is no longer effective in today's fast-paced, ever-changing business environment. In order to be successful, leaders must be able to adapt and change their style to suit the needs of their team and organization. That's where Applied Humanistic Leadership comes in.


Applied Humanistic Leadership is a leadership style that is based on the principles of humanism. It focuses on the importance of communication, reality-based decision making and the development of soft leadership skills. This style of leadership is all about creating a positive, empowering and collaborative work environment where people can thrive.

One of the key components of Applied Humanistic Leadership is humanistic communication. This means that leaders must be able to communicate effectively and empathetically with their team members. They must be able to understand their needs, concerns, and aspirations, and work to create a culture where everyone feels heard and respected.

Another important aspect of Applied Humanistic Leadership is reality-based decision making. Leaders must be able to make decisions based on the facts and information available to them, rather than relying on assumptions or stereotypes. This means taking the time to understand the situation, analyzing the data and considering the perspectives of others before making a decision.

Finally, Applied Humanistic Leadership is about developing soft leadership skills. This includes things like emotional intelligence, empathy, and self-awareness. Leaders who are able to understand and manage their own emotions and those of others, are more likely to be able to build trust and foster positive relationships with their team members.

If you're looking to improve your leadership skills, consider taking an online course in Applied Humanistic Leadership. At Humanist Learning Systems, we offer a certificate in Applied Humanistic Leadership that covers all of these topics and more. Our course is designed to help you develop the skills you need to become a more effective and compassionate leader. Sign up now and start your journey to becoming a more humanistic leader today.


note: written by Jennifer Hancock with the assistance of ChatGPT, a language model developed by OpenAI

Basic Interpersonal Relationship Soft Skills 101

Compassionate rational people meet upset and traumatized people where they are to help them. They don't go on about how this other person's trauma isn't valid or not important or that your intent is more important than their trauma. Whatever happened, is important - to them. And that is what matters to them in the moment.


Now, let's apply these same skills to discussions about racism and sexism and whatever else -ism.

I recently responded to a post by Heterodox Academy. Heterodox Academy is a group of 5,000+ professors, administrators, K-12 educators, staff & students who believe diverse viewpoints & open inquiry are critical to research & learning. https://heterodoxacademy.org/ 

They posted this essay in newsweek from one of their members. https://www.newsweek.com/when-it-comes-fighting-racism-intentions-context-matter-opinion-1582459

It's a good essay and nuanced. I responded to the pull out quote out of context which was, ""A major tenet of anti-racist activism is that intentions don't matter. When an individual speaks a word or asks a question, whether he or she meant to hurt listeners' feelings or to enact a racial microaggression—or to engage in good-faith dialogue—is irrelevant. The impact on listeners is all that should be addressed..."    

I disagree as I don't think that intentions don't matter to anti-racist activists. I think the statement itself is a flawed assumption. Intentions do matter, but may be irrelevant as what is being said may be a factual matter. 

Here is my response.

I'm not sure the first sentence is true. It may be how people who are told - something they said or did is racist - experience it. But that's not necessarily the intent of the person pointing it out. I think it's a communication problem and it stems from being too defensive to listen and understand. What if we reframe this into - this is constructive criticism and not an attack? 

I know from my own personal experience that the first time I experienced this, I was a complete idiot. At the time, some really nice people tried to explain to me why the way I understood what was being said wasn't what they were actually saying at all. And I still didn't get it and couldn't hear it properly. The problem was I was translating what they were saying into an attack on me and that wasn't what they were saying at all. At the time, I didn't get it though I appreciated their obvious intent to help me understand. The problem was that I was too busy defending myself to listen to what they were actually saying. And my defensiveness was TOTALLY unnecessary and counter productive. 

What I understand now is that they were assuming was that I was a good person and that I wanted to be an ally to them and that I would want to know that I was accidentally saying something racist that I had no idea was racist because I didn't know the history of whatever it was. They were providing me constructive feedback. I experienced it as - they don't care that I'm a good person and my intent wasn't' racist at all. What I didn't understand is that they already knew about my context and intent. This wasn't the first time they experienced this sort of thing. It was my first time experience it. Not theirs. 

Now for some loving truth. You simply don't give constructive feedback to people who have bad intentions. I think the overwhelming majority of anti-racist activists understand intentions matter and are assuming the people they are talking to would want to know they are saying something - racist and would want to know more. The problem is, keeping the person you are giving constructive feedback to, from getting defensive.  If you have an image of yourself as a good person and someone says, whoa, that wasn't good, it's natural to get defensive. And when it comes to matters of racism, we should all acknowledge that there is simply no good way to tell a family member or friend that they are sharing Lost Cause propaganda without them feeling attacked.  And yet, it wouldn't be kind to let them continue without correction.

You know they are not racist. You know them to be a good loving person. Someone who would never knowingly share KKK originated propaganda that's been used by white supremacists for over a century. And yet, they just did. Their intent is totally irrelevant at this point because they did just shared well known and historically documented racist KKK propaganda. Good intentions don't mean racist propaganda isn't racist propaganda. That's just a statement of fact. But ... people respond to being told that what they just shared was KKK propaganda as if they are being attacked. That is how they experience receiving this factual information.

The reality is, they aren't being attacked. They are being treated as well intentioned allies who made a mistake and are being given constructive factual and historical feedback. 

So - to answer the question - why doesn't intent matter when we are talking about racism, sexism or other forms of oppression? Because it's irrelevant when we are talking about a factual historical matter. To deny the historical facts, is to deny history and reality. 

The correct way to respond to being told you made a mistake in this area, is to apologize and correct it. This goes for all sides. It's about listening and not centering your anxiety or dignity violations in the conversation, but instead, learning about the dignity violations the other person experienced as a way to understand where they are coming from.

At this point, someone responded and asked a question that was centered on their own sense that their dignity had been violated by someone telling them, they had caused harm.

Here is what they wrote to me:

Granted, racist propaganda is racist propaganda regardless of the speaker's intent. But are all alleged "microaggressions" necessarily racist/sexist...etc. regardless of the speaker's intent? I don't think so. Usually, those sorts of speech acts admit of perfectly innocuous interpretations, which activists are dismissing out of hand.

ex. One time at trivia night, I noticed that one of my female teammates was reading, comprehending, and answering the trivia questions faster than I could even read them. Which struck me as pretty damned impressive (for anybody), so I asked "Wow, how do you read so fast?" She interpreted my question as "Wow how do you [a mere woman] read so fast?" and got pretty indignant.

Do I owe her an apology for my sexism regardless of the fact that that was not what I was asking?

My response:

Second - that was a good question and a good example. If I was coaching someone for this - I'd recommend not being offended that she responded this way. Because her response isn't actually about you. It's about her and all her experiences that led up to that point. You don't know how many times she has been intentionally dismissed by sexists in a very overtly sexist and demeaning manner. If she is a working professional, she absolutely has. You don't know if she was raped by a guy who demeaned her intelligence while doing it. You don't know what sort of household she grew up in and what she has had to overcome in her life. You don't know what her experiences are, or aren't. Her experiences, aren't about you. They are about her. All you need to know is there is a reason she is responding this way - and you getting upset that she doesn't have the mental space to acknowledge your good intent doesn't fix the situation. Her response isn't about you. it's about her and her hurt. 

You know your intent. Don't assume the other person can read minds. She only have her experience to go on. So, you can either choose to be present for her and acknowledge her hurt, which should be easy because you didn't intent to cause harm. Or you can try to make her acknowledge that YOU weren't intending to hurt her and make it all about YOU even though it wasn't about you at all. It's about her and how she was hurt in the past which is impacting how she experiences things in the present. 

Seriously, this is basic interpersonal relationship soft skills 101.

So much of this could just go away if well intentioned people stopped getting in fights over whose dignity violations are worse. But if you really need to keep score: people who have suffered systemic oppression for centuries - have had worse dignity violations than people whose good intentions are called into question.

This is about personal responsibility and stepping aside from your own hurt to be present for others. 

Compassionate rational people meet upset and traumatized people where they are to help them. They don't go on about how this other person's trauma isn't valid or not important or that your intent is more important than their trauma. Whatever happened, is important - to them. And that is what matters to them in the moment. It obviously takes a LOT of self awareness to step back like this. Donna Hicks calls these things dignity violations and says that in order to get past the conflict, we have to not get in pissing matches about whose dignity violations are worse than the other. And the best way to do this is to understand that when someone tells you about their past dignity violations, they aren't demeaning you or violating your dignity. They are trusting you with basically sacred information. They are expecting you to treat that information with compassion and care.

 Everyone has had dignity violations. It is entirely possible to be present to listen to people tell their stories and accept their reality for what it is. So, to answer your question - do you owe her an apology? Technically, no. But should you acknowledge her hurt response is valid? Absolutely yes. Obviously, sexism is a real thing. People really experience it. It's really effing traumatizing when it happens. Her hurt is valid. You don't get to decide for her whether her hurt is valid or not. She's experiencing hurt. That is all you need to know. Acknowledge that. Feel compassion for her. That's all that is required.

On the topic of micro-aggressions

Never assume a micro-aggression is harmless. Some of them are inherently sexist/racist. If the trope is so stereotypical to the lived experience of a marginalized group as a group, then yes, it's racist/sexist regardless of your intent. 

An example would be white people not being able to tell the difference between various black individuals. Or trying to give a compliment by saying - oh, you look just like - some person they know they don't look anything like, but just share skin color maybe with. 

Telling a black person that they are articulate is another example of this. The person saying this may genuinely be giving a compliment, but the person experiencing it as a microaggression KNOWS this history of that phrase and has most likely heard it way more times then you can possibly imagine and specifically in situations that are physically dangerous or that involve - policing. 

Let me give you an example. I had a friend who owned a bar. Every night, he would get pulled over the by same cop outside his house in a nice rich neighborhood. The cop would ask him what he was doing and where he was going and he would answer. And the cop would hear his British accent and apologize and let him go in his house without any further hassle. This happened every .... single ... night. Right in front of his house. Same effing cop. 

What was going on? 1) the cop didn't seem to be able to tell black people apart, and not even by their cars. 2) the fact my friend has a British accent meant - he was 'articulate' and not like the local regular - insert the racist term here. And he was fully aware that that was the case. He was fully aware his accent, was saving him from worse dignity violations and perhaps police violence. This happened to him, every. Single. Night! 

Now - imagine you try to compliment him on his British accent by telling him he is articulate. Your intent to compliment him doesn't matter to him. He already knows that. But it is intersecting with his lived experience that involves active discrimination and oppression that revolves around his speech specifically. 

Your good intent doesn't erase his lived experience. His willingness to tell you - that is a micro-aggression - means he trusts you enough, to listen and learn. If you respond to him telling you - his truth, and you go on about how your intent is all that should matter, you are missing HIS point entirely. He was telling you about his lived reality dealing with overt forms of racism. The proper response to that is to acknowledge his experience and then be grateful he trusted you enough to tell you WHY what should be a compliment is experienced as an aggression.



Using Leadership Skills with Family Members

Companies increasingly value soft skills like communication, empathy, conflict resolution, collaborative ability, etc. Can we and should we use the leadership skills we learn at work to manage difficult people in our personal lives?

YES!!!!!



Leadership skills are definitely transferable. For instance you can use your leadership skills to gain consensus on holiday plans. Or even just – what movie are you going to see.  I realize I should have posted this - before the holidays, but better late than never. 

Leadership skills in particular - can help you deal with difficult people. Knowing how to work around the difficulty and get them focused on what is important is helpful. Knowing how to de-escalate conflicts to focus on the matter at hand – helpful. 

To quote Depeche Mode – people are people. Whether they are in the workplace or at home –  they are human beings and knowing how to relate to people – is an important life skills.


I teach how to stop unwanted behavior using behavioral techniques known as operant conditioning. One of the applications is how to de-escalate conflicts. The skill though - can help stop bullying and abusive behavior. It can help you remain calm when others are freaking out. I joke that I teach one thing – but apply it to a variety of very specific situations. But it’s really just one skill set.

And it is applicable in your interpersonal relationships and your work relationships. It's why I teach both kids, parents and business professionals how to stop bullying and de-escalate conflicts.  It's the same skill set. 

To learn more - take one of my online courses. https://humanistlearning.com/programsoffered/

Or purchase one of my books: https://humanistlearning.com/jennifer-hancock/

Pride, Optimism and Recognition in the Workplace

How do you instill pride and optimism in your employees? What actionable steps do you need to take?

The first question you need to ask is – what people really want? The answer: to be treated as a respected and valued human being.  No one is a robot. No one wants to be ignored or worse, put down.   All humans have a need to belong and that includes belonging in the workplace.

It is very easy for managers to not pay attention to the real humans who are their employees. Managers have their own bosses with deadlines and stresses and more. They need the staff they manage to get the work that needs to be done done.

The managers who have happy staff, are the ones who take the time to recognize and respect the people who work for them as truly unique individuals who are valued members of the team.  This isn’t something that can be dictated, it has to be modelled and taught.

The problem is most managers don’t get training on what the role of a manager is and how to do it properly. So, they act how they think they should act and sometimes, their insecurities get in the way of them making human connections.

Now, I admit, I am NOT the greatest at making human connections because I’m a bit of an introvert. But a big part of my practice as a Humanist is to actually make eye contact when I meet someone. I try to get and remember their name. I try to be human with them. Meaning, I try to be my real self and not act as if I am someone I’m not. I’m a flawed geeky human. I share that with others.  The managers I have had that I respected the most, were not only the most real, they were also the most genuinely respectful people I’ve ever worked for. That is what we all should be aiming for.

Soft Management Skills.

The “soft skills required to do this right, like actively listening take time. That’s why people don’t do them. To treat your employees as fully human, you have to give them your time as a manager. Listen to them. Talk to them. Learn about what their struggles are and what their dreams are and who they want to be and who they admire and what tv shows and movies and music they like.  This takes time.  And it’s not optional. It’s necessary to learn what motivates your employees so you can provide them with what they need and want.

Trust

Often what people want is to be trusted. This can be demonstrated by asking for their opinion on decision making and respecting the input they are providing.  Don’t just give lip service to team work. Actually treat the members of your team as equally valued.

Respect

The next thing people want is to be treated with respect. This is why bullying, harassment and discrimination should never be tolerated. Unless you are a sadist, most people don’t enjoy working in an environment with a bully. So don’t just write off interpersonal problems as normal. They aren’t and they negatively effect the work being done and the decisions being made. Address them professionally and get rid of any employee who is not respectful of their co-workers.

Clear directions: 

Part of communication is being clear about what needs to be done. I offer a course on the 7 sins of staff management. They are all communication sins.  One of the sins is to not tell someone WHY a particular job needs to be done.  This is so important because if an employee doesn’t know why something has to be done, then if something happens that makes doing that job hard or impossible, they won’t necessarily know how to prioritize the fixing of it and they won’t necessarily understand how important it is to find a work around to get it done. In other words, the why jobs need to get done, helps employees be creative when a problem arises in the course of doing the job.

Individualize Recognition

Finally, when it comes to recognition, different people need different things. And unless you get to know who they are, really, you won’t know what they really need. Some people need and want public acknowledgement of their contributions to the team. Others would cringe if you made a public spectacle of them.  What I learned from my time as a volunteer manager is that most people are looking for friendship and while managers can’t really be friends with their staff, they can still instill a sense of camaraderie and respect in the team.

To learn more consider taking these courses or offer them to your new managers are part of their orientation program.

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