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Taking Care of Business: the Email Newsletter of the Center for Career and Business Development
Volume 5, No. 10 Friday, October 13, 2006


“I Feel Pretty”
by Beverly Ryle

Beverly Ryle

A

s I rushed home to catch Andre Agassi in the final stage of his transformation from tennis celebrity to endearing human being at the US Open last month, I was looking forward to the tennis, but dreading the commercials. Yet much to my surprise, one of the ads spoke to me with the power and precision of a 130 mph ace about a phenomenon that universally limits human potential—labeling.

In the ad, we see an attractive young woman (Maria Sharapova) entering the Waldorf Astoria in New York, walking through the lobby, emerging from her room after a change of clothes, getting into a cab outside the hotel, and arriving at Arthur Ashe stadium.

She moves with a straightforward, I-know-where-I’m-going demeanor past doormen, desk clerks, elevator operators, business men, security guards, etc., and each person she passes sings, in his or her own cracking, out-of-pitch voice, Stephen Sondheim’s tribute to being female from West Side Story, “I Feel Pretty”.

They are singing what they are thinking: there goes a pretty woman. There is nothing in their thoughts about her being a top-seeded champion. It’s all about what’s on the surface—until she steps on the court and slams the ball across the net. Then we see a packed stadium stunned into silence and hear John McEnroe utter the only word spoken in the ad, a simple, heartfelt, “Wow.”

We need the capability of being surprised at what a co-worker or colleague can do, particularly one we think we have figured out. We need to move past gender labels to gender assets and common strengths. We need to start looking with awe at another person’s capabilities so we can all become more effective in the workplace.

Quantam Slam
There are a number of ways to slam a ball over the net. In Leadership and the New Science, Meg Wheatley propels thinking about leadership in organizations into a new dimension by connecting it with the startling discoveries of quantum physics.

In quantum physics, what you’re looking for affects what you see. Expectations determine outcomes.

If you do an experiment in which you expect matter to behave like a particle, it will behave like the solid stuff we always think of when we think of matter. If you do an experiment where you expect matter to behave like a wave by radiating energy in all directions like light or a radio signal, it will behave like a wave.

Physicists have concluded from this that matter is neither a particle nor a wave, but both.

Yet it is impossible to catch matter being both at the same time. It acts like one or the other, depending on which one you’re looking for.

Rather than being dismayed by the strangeness of a universe in which things have a dual nature, Meg Wheatley embraces it as a “more interesting world,” one where “people stop being predictable and start being surprising.”

In this world, she writes, “relationship are not just interesting … they are all there is of reality.” There are no solid facts, no polar opposites, no need to choose between competing identities, as in the everyday world where we are always making choices between things like “being pretty” and “being powerful”. In the world of quantum physics, there are only “bundles of potentiality.”

We need this at work. We need the capability of being surprised at what a co-worker or colleague can do, particularly one we think we have figured out. We need to move past gender labels to gender assets and common strengths. We need to start looking with awe at another person’s capabilities so we can all become more effective in the workplace.

Labels suppress potentiality. If you decide the new manager is incompetent, or too young, or too inexperienced, his or her ability to lead immediately collapses, just as the people who see Maria Sharapov only as a pretty woman cause the tennis champion to disappear.

In order to see potential and be surprised by it, we must recognize our part as observer in shaping the reality we see.

“Quantum matter develops a relationship with the observer and changes to meet his or her expectations… There is no objective reality; the environment we experience does not exist ‘out there’. It is co-created through our act of observation, what we chose to notice and worry about.” (Wheatley)

The good news is that we can change the assumptions that shape our observations and bring other potentialities back.

Changing Our Tune
The journey toward a better quality workplace where we respect each other’s gifts and help each other grow and develop begins with a conscious decision to step into a new world which allows a multiplicity of thought, word and action. Here are some starting steps:

  • Observe what goes through your head after an encounter with someone you find challenging. Are you humming “Macho Man”, or the tune from the Marlboro commercials after your boss shoots down your idea in front of others? Or “Ding Dong, the Witch is Dead’ when you hear through the grapevine that a certain department head’s days may be numbered? Is the song you are singing based on unresolved experiences which affect how you, as the observer, shape your interactions with someone? Is there something you can do to change your tune?
  •  
  • Do some soul-searching. How often do you go along with the prevailing stereotype or negative opinion of someone at work? Do you give in to the pop culture norms of trashing the people you work with? Take for example the Monster.com ads that suggest your co-workers are all monkeys or jackasses. The people who label their colleagues as animals in one job are very likely to find the same jungle or barnyard in the next position they move to. The need to label is indicative of our own limited capacity to improve our situation. It has nothing to do with the limitations of others. It’s a cop out.
  •  
  • Practice being surprised. I always tell people who are starting a new job to spend at least two months respecting what the other people are doing. You can do this even if you’ve been with a company a long time. Going to work for a day with the focus of seeing how others contribute is a very powerful exercise. I heard a wonderful example of this the other day. A young female client who is in a partnership with an older man observed that she was surprised to discover that her partner’s decisiveness, which had sometimes been difficult for her to deal with, was a good counterbalance to her tendency to be too process-oriented.

Whether your label is one-dimensional, like “pretty woman”, or judgmental as in “my boss is a jackass”, it has much more to say about you than it does about the other person. We don’t live in the linear world of the “rugged” individualist any more, but in a “vast web of life” where relationships drive everything and what you see is what you get.

 

Readers Write
Feedback on Last Month’s Column

Readers WriteI took a few minutes to read your article about the big yellow school bus and relived my experiences putting my daughters on theirs so many years ago. It still brings tears to my eyes and I marvel that I actuallly could do it. And now I am reliving it through them as they stand at another cold corner waiting for the yellow pumpkin to arrive, with tears in their eyes and once again in mine. It was a great metaphor for all of us lifelong learners.

Edie Seashore

Continually “getting on the bus” levels the playing field between generations through social and psychological interaction. I not only drove to Alaska to volunteer, but on the way back decided to try hosteling, which is an adventure in itself, and met many interesting, adventurous people. Now I’m back on the bus with yet another volunteer effort at a wildlife refuge in Florida. There are so many opportunities to “get on the bus”, and most often you do not need a ticket. Thanks for the positive reinforcement.

Writer/Adventurer, CT

As a left-handed person who is used to reading instructions and then reversing them, I read your newsletter and applied it to my new life as a retired, rather than working, woman. I “got on the school bus” to a new phase in my life. I’m moving from a large comfortable world to a smaller unknown one. I’m back in class, taking Spanish lessons. I feel like one of the students in the class tying their shoes with their arms crossed! I found a great book for people who are contemplating retirement or already retired: How to Retire Happy, Wild, and Free by Ernie J. Zelinski. The most important point I’ve gleaned from the book is the author’s statement that we’re all born with creative skills but we ignore them in our pursuit to earn a living. I have no idea what kind of creative skills I possess, so I’m working on finding at least one! That means trying new things, possibly feeling incompetent and trying something else. Thanks for your newsletter! You may have written it for people in the workforce, but it also applies to retirees. The learning process never ends! The yellow school bus will be my yearly reminder to step outside my comfort zone and try something new!

Happy Retiree, Madison, WI

 

Center News

Beverly Ryle will be a facilitator at “Take Charge of your Life”, a morning of reflection and discussion of women’s roles and how to balance them.

The program is being hosted by the Cape Cod Women's Network, Suffolk University, and other local organizations in honor of Breast Cancer Awareness Month, and will focus on the core decisions women at all stages of their lives need to make in order to make their health, wholeness and sense of well-being a priority.

It will be held at the Four Points by Sheraton Hyannis Resort Cape Cod, on Friday, October 27 from 8 to 11:15 AM.

Click here for an online brochure (requires Adobe Acrobat Reader).

Next month the Orleans (MA) Chamber of Commerce will host the first offering of the Center for Career and Business Development’s Leading Edge Seminar Series to the general public.

(In July, a pilot version of the program received rave reviews from the staff of the Cape Cod Chamber.)

The program will take place from 5:30 to 7 PM on November 7, 14, and 21 at the Old Jailhouse Tavern in Orleans.

This series is a self-discovery and small group exploration process designed to help participants:

* understand the true nature of leadership
* see how leadership applies to every area of their life
* move closer to the fullness of their leadership potential

The Leading Edge Seminar Series is based on the premise that genuine leadership has much more to do with an internal transformation, one in which a person comes to know their own authenticity as a leader, than with occupying a high ranking position, being in charge, or a having a particular set of skills.

Each of the three one-and-a-half hour sessions will include leadership education, group coaching and facilitated discussion.

Participants will be given a workbook with exercises to complete before each session. Video feedback will also be a part of the program.

The fee for the complete series is $195. To register call 508 255 7203 or click here to send an email. Group size will be limited to eight.

 

The Center for Career and Business Development

40 Oak Leaf Rd
PO Box 156
North Eastham, Cape Cod, MA 02651-0156
508.240.3532

www.SuccessOnYourOwnTerms.com

 

About Us
The Center for Career and Business Development specializes in teaching people how to manage their professional lives by providing customized counseling and educational programs which integrate conceptual thinking with practical training.

Our long-term relationships with clients, recognition by peers, and growing reputation as a community resource speak to the excellence of the services we provide and our commitment to making the world of work a better place for all.

 

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The stick illustrations in this issue are by Eloise Morley.
Her email address is eloisemorley@earthlink.net

 

Copyright © 2006
The Center for Career and Business Development
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As we move forward into the 21st century it’s pretty obvious to just about everyone that work isn’t what it used to be. Whether we work for ourselves, or for someone else, or are in transition, things are changing rapidly and we’re caught in a shift of seismic proportions. Many things are being demanded of us, and it’s going to require more than just new skills to survive and thrive. We’re going to need to learn how to get serious about taking care of the business of our professional lives.

Taking Care of Business
was created to focus on issues related to this re-education process. If you find it helpful, please pass it on to others you know who are trying to find their way through the new realities of the world of work.

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As we become more familiar with the quantum world, a few of its organizational features emerge from the fog, their outlines just discernible. This world of relationships is rich and complex. Gregory Bateson speaks of the “pattern that connects” and urges that we stop teaching facts—the things of knowledge—and focus, instead, on relationships as the basis for all definitions. With relationships we give up predictability and open up to potentials. Several years ago, I read that elementary particles were “bundles of potentiality.” I began to think of all of us this way, for surely we are as undefinable, unanalyzable, and bundled with potential as anything in universe. None of us exists independent of our relationships with others. Different settings and people evoke some qualities from us and leave others dormant. In each of these relationships, we are different, new in some way.


One source of universal fuzziness comes from the fact that elementary matter is inherently two-faced. It possesses two very different identities. Matter can show up as particles, specific points in space; or it can show up as waves, energy dispersed over a finite area. Matter’s total identity (known as a wave packet) includes the potential for both forms—particles and waves. This is the Principle of Complementarity, and at heart, if I may give it a philosophical slant, it speaks of unity expressed as diversity.


We are quick to assign people to a typology and then dismiss them, as if we really knew who they were. And our frantic need to implement changes we know are crucial to our organization’s survival leads us to grasp for scapegoats. We know we’d be successful if it weren’t for all those “resistors”, those stubborn and scared colleagues who reject anything new. (We label ourselves also, but more generously, as “early adopters” or “cultural creatives”.) In our crazed haste, we don’t have time to be curious about who a person is, or why they’re behaving as they do.

Leadership and the New Science
Margaret J. Wheatley