In an article published in Psychology Today “The Digital Psychological Disconnect” (Jul 10, 2016), the authors shared some interesting research findings on the digital disconnect and the impact to face-to-face interpersonal interactions. In summary, the problem lies in our growing preferred interaction with digital devices than with human beings. This is a prevailing challenge for today’s leaders who must find creative ways to foster organizational effectiveness that requires themselves to be
What It Means To Be “In the Moment” With Others
Leaders can create certainty out of uncertainty by being actively and visibly engaged with all of their daily interactions. This requires leaders to get out from behind the desk, walk away from the computer, turn-off or turn down the mobile devices, and be intentional in your engagement with others.
Staying Connected to the Well Being of Yourself & Others
Connecting with employees and peers on a personal and even on — an emotional level, can be a powerful way to model how to be “In the Moment”. Well-being isn’t just about physical health, it’s also about the mental, emotional and intellectual health of the individual. As a leader, it’s important for you to incorporate “Well Being Check-Ins” with your teams, as part of your leadership routine.
Here are a few suggestions on how to initiate a Well-Being Check-in conversation with others:
- Ask — “how are you feeling today?”
- Help them to verbalize what personal values drive them and if they feel those values are being threatened
- Discuss how emotional stress manifests for them (and for you) in certain behaviors— help others recognize when they are stressed
- Brainstorm with them on how their current strengths can help them develop methods to shift from stress to agility and resilience
Tips on How to Focus on What to “STOP, START & CONTINUE”
To help both yourself and your employees focus on the right work (STOP, START & CONTINUE) and make thoughtful decisions — consider using a simple framework within your teams to evaluate information and make decisions:
- Does the information I/we have to make a decision include the consumer’s / stakeholder’s perspective?
- Does the decision effectively drive operational performance (excellence)?
- Does the decision get us to competitive advantage in the near-term?
- Have I engaged with my employees so they have the opportunity to be a part of the information gathering and decision making process?
- Are my employees empowered to shape the decisions that affect them?
- Have I communicated the reason for the decision in a way that is meaningful to those stakeholders impacted by the decision? The goal is to help employees narrow their focus through prioritization and understand where to dedicate their energy. The best course of action is to concentrate on the key areas of operating performance that lead to team effectiveness and fulfilling commitments to both the consumers and stakeholders.