by : lacylit10 Life Lessons

Politics.

Leadership is about rising above our lower self.  Leaders set aside their own discomfort to make something more bearable for the other person.  This creates the opposite of divide. It creates connection. And that’s been proven in psychology and neuroscience.

I haven’t watched much of the political debates, because I don’t need to – nor do I want to.  All the debates seem to be is a blame and shame game anyway.  We don’t need more of that in our polarized society.  We need leaders who say, “I’m sorry Mr. Presidential Nominee that you feel I haven’t done enough for the American people.  But let me tell you how I plan to help them when I get elected into office.” Blame and shame only adds fuel to the fire.  This answer acknowledges their feelings as legitimate and stifles the negative energy, then shifts the narrative to a hopeful future for the American people. (Where it should be.)

But this is typical politics. 🙄 An unfortunate circumstance is that we watch this unfold and mimic their behavior.  If people in positions of power and influence answer blame with blame and shame with shame, then that must be okay.  Then the people who look up to us see us demonstrating this behavior and assume that it’s okay.  It all filters downward.

I have several friends whose political beliefs firmly oppose my own.  I value these friendships, because they offer me perspective.  We can tease one another, but we never blame and shame.  We understand each other as people with good hearts, who want the best for this country. 

Best is subjective on so many factors in our individual lives.  If I can appreciate all those factors that created this unique human being who brings value to my life on all sorts of other levels, then I need to appreciate that those factors led him or her to their political beliefs too. You can’t have one without the other. We should be accepting of each other whole, perceived flaws and all.

I was once seeing this guy, and we were in that phase where you’re more than just friends but not necessarily boyfriend/girlfriend.  The relationship was kind of at a standstill in this space, so I asked, “Where are we going with this relationship?” And he responded, “What relationship?”

First of all, that answer told me ev.er.y.thing. I needed to know about where he stood (and consequently, where I stood). Needless to say, that ended. 😂

He had such a close-minded view. A relationship exists with every person in which we interact. (Remember intimate, relational, and community?) Relationship itself is a noun. It’s a thing, right? But it requires action to make it a thing. Without connecting, binding, or relating, the relationship doesn’t exist. You’re just left with separate things.

Leadership starts with oneself. We can’t judge our politicians for answering blame with blame and shame with shame when we do the same thing. If we don’t like the polarization within our society, then we need to reflect on how we are contributing to it. There is a reason why people say, “Be the change you wish to see in the world.” But realistically, we can’t do it alone.

In the day-to-day, most of us don’t interact with the Presidential Nominees. Most of us don’t even interact with our local elected officials. A relationship doesn’t really exist, unless you choose to pursue one. (Which I encourage you to do!) But elections do give you an interactive opportunity. And relationships do exist with your peers.

Show up in these relationships. Be an active participant. When there’s a mutual understanding and joint effort, together you make relationships work. And generally speaking, isn’t that just kind of how elections work? You show up to the polls, you communicate via your ballot, and collective voices influence the future of your relationship with government.

So don’t just be a thing! Engage! Be humble, and be kind. 💖

by : lacylit10 Farming, Leadership

The Middle.

During my United Fresh Produce Industry Leadership Program (#class24 💕), we had an incredibly smart, talented, and beautiful lady guiding us.  Her name was Julie, and she was fabulous.  (Still is!)  She had a very polite and kind way of telling you some honest truths.  She was blunt and funny.  She said a lot of memorable things during our time, but the one that keeps coming to my mind in the midst of this coronavirus pandemic is this: “Get the hell out of middle management as fast as you can.” (Her words exactly.)

Middle managers experience compression by those they lead and those who lead them.  It’s a tough place to be.  As we try to operate as an essential business providing food for millions of Americans who are sheltered in their homes, the amount of pressure and responsibility being placed on our societal function and our team has increased tenfold.

When the CDC first released guidance on preventative measures, it wasn’t anything we weren’t already doing.  Food contact surfaces are routinely cleaned and sanitized, employees frequently wash and sanitize their hands; they are supposed to cough into their elbow, and they are not permitted to come to work sick (among many other good health and hygiene best practices).  But the existing measures we had in place were not enough to protect the health of our employees and the safety of our products, additional measures had/have to be taken.

While our senior leadership is in direct communication with other business executives, regulatory agencies, and trade associations, the role of our middle managers has become even more critical in our day-to-day operations.  The information and guidance we receive changes by the hour.  We are scrambling to keep up, inform our middle managers, train our employees, and enforce many new policies – on top of an already full workload, and entering our busiest season 🥬.

“Middle managers have a complicated relationship with power because power is activated and experienced in the context of interpersonal relationships. When interacting with our superiors, we naturally adopt a more deferential low-power behavioral style. When interacting with subordinates, on the other hand, we adopt a more assertive high-power behavioral style. Failure to conform to these role-based expectations can lead to social conflicts and confusion, so people are very good at learning how to play the part that is expected of them.”

Erin M. Ancich and Jacob B. Hirsh (HBR)

Research shows that there are cognitive, emotional, and behavioral effects to power.  As middle managers navigate between high power (leading) and low power (being led), it becomes psychologically challenging to engage and disengage from one power level to another, often many times throughout a typical workday.  These conflicting roles cause feelings of stress, anxiety, and tension leading to physical risk factors such as heart disease and hypertension. In a study from Columbia University and University of Toronto, they found that mid-level employees have higher rates of anxiety and depression, adding to the long list of why middle managers are so unhappy.

Humans are inefficient when it comes to switching tasks, and it creates a negative mood spillover as we move from one task to another or one power level to another.  Middle managers are victims and carriers of change as they receive strategy instructions from the top and have to implement those strategies with those who work beneath them.  We’ve had to institute at least 10 new policies over the past 2 weeks in response to this pandemic – a taxing feat for anyone, let alone already worn down middle managers.

Most people believe that their time in middle management will be short-lived, but reality is that these employees are classified as just “stuck in the middle of everything.” They have an undergraduate degree, but not a graduate degree. They are 5-10 years into their careers, and they’re just good performers (not excellent, but not terrible either). I would also venture to guess these are the people in the midst of raising a family as well. They are considered a “neglected but critical” group.

But the #1 reason middle managers are unhappy is that they are led ineffectively. Again, middle managers stuck in the middle: expected to be good leaders when they’re not being led well.

True colors come out in times of crisis.  As Brené Brown says, “We can be our worst selves or our very best, bravest selves.”  We have a lot at stake right now, not just in health and economics, but also in business and society.  Strong leadership is essential, always.  We need to choose to be our best, bravest selves. We need to lead as we wish to be led! So, let’s lean on each other, support each other, and lift each other up. ✨💖