Blog

The Aftermath of Employee Satisfaction Surveys

Posted by on Aug, Wed, 2017 in Communication, Motivation, Team Dynamics | 0 comments

Business, Technology, Internet And Network Concept. Young Busine

Many companies are aware of the importance of measuring employee engagement or satisfaction. In fact, many organizations complete an annual survey to observe how their employees are experiencing their work. The challenge becomes what to do with those pesky survey results when they need improvement.

During a recent conversation with my sister, we discussed how her employer conducts an annual survey. However, they do not appear to address the employees’ responses. I have heard a similar concern from numerous employees over the years. As a result, the employees end up feeling unheard and that their opinions are not valued, which in turn can decrease their engagement.

From my perspective, this is an expensive endeavor to conduct surveys with no action might actually reduce employee engagement. So let’s look at how to address those pesky areas of improvement.

  1. Before you administer the next survey, decide what level of engagement would be ultimate for your organization. Or in other words, what is the crucial rating that means we need to take action steps to improve in this area?
  2. Once the survey is completed, share the results with all your team members. Highlight and celebrate your successes. Next review the areas for improvement. Chose 1 or 2 that will be the highest priority for the next quarter. Identify the 3 action steps and commit to them in front of your team.
  3. Take regular and consistent action to improve those areas. Hire a good consultant to assist you to create and take action on these if necessary. A consultant can help you to keep this project at the top of your priority list.
  4. At the beginning of the next quarter, review with your team what action you have taken and ask for input on how it is working. Getting feedforward in real time can assist in making effective and lasting changes in your culture.
  5. Next, pick the next 2 highest priorities for this quarter. You might need to keep working on the priorities from last quarter if you have not yet achieved real results. Again, share the action plan with your entire team.
  6. Continue to communicate and select priorities each quarter moving forward.

Taking these action steps will create an even better workplace culture and increased engagement. It will ensure more value from the surveys and help you to improve your results. As employees feel valued, they will give increased discretionary efforts and drive stronger bottom-line results.

Releasing Patterns for Success

Posted by on Aug, Wed, 2017 in Individual Purpose, My work | 0 comments

Releasing_patterns
Recently I had the pleasure to work with a client who has a successful business, however, finds her coaching client work exhausting. During our coaching session, we chatted about her ‘need to be needed’ and how this played out for her and her clients. This pattern was sabotaging both her clients’ and her success. You see, she became over-invested and her clients stopped doing the work and waited for her to inspire, energize and take full responsibility for their work. Whether you are an Executive or Business owner, how you play out your own unmet needs impacts others. For some, it’s an addiction to perfection and you will find yourself correcting the reports written by your direct reports. You may tell yourself,  “it is vital to get this right and professional” is your motivator. Yet, when you make all those corrections, your direct reports never learn how to do it for themselves and thus a dependency is created. For those folks who are consistently getting re-written, it’s frustrating and demeaning. And many of them give up and submit reports that are mediocre because they know it will be edited anyway.Or maybe you are “in the weeds” all the time, wanting direct reports to inform you of their work and progress on each task. Or as a consultant or coach, you are double checking if your clients are taking action on the tasks they committed to and/or completing some tasks for them. When this plays out, you’ve lost your leadership and/or coaching edge. People will experience this as a lack of faith in their abilities and it can erode their trust in you.Being aware of your patterns and how they operate, often outside of your conscious awareness, is paramount in great leadership. Here’s a process to help you understand what’s happening under the surface for you:

  1. Think about what irritates you or tires you in your work/others – these are often our “energy leaks” where unmet needs are playing out at some level. By energy leaks I mean that you are expending your energy in a manner that will leave you feeling drained, overwhelmed and stressed. How do you typically act in these situations where you feel tired or irritated by others?
  2. Ask yourself, when I do “X” (your unmet need or habit) I find that people consistently do “Y” (their actions/words). Then pull out your journal or piece of paper and using the good old-fashioned cursive writing, make a list of what creates that pattern for you by responding to these questions:
    What thoughts arise when you think about this situation?
    What questions are you asking in your mind?
    What emotions are you experiencing?
    What needs is this pattern meeting for you? This is a tough question – you may need a good coach to help you get to the bottom of your pattern.
  3. How does this mindset serve me in my day-to-day interactions? How does this pattern create chaos in my day? What would I gain by releasing or letting go of this pattern? How might that create space for something different and better to arise?
  4. Now that you’ve identified your pattern and underlying need, how might you directly meet that need? Make a list. For example, if you discover a perfectionist pattern, you might explore other ways to address your anxiety of imperfection such as taking deep breaths, going for a walk, or reviewing what the worst possible scenario would be if the imperfection wasn’t corrected. Most often you’ll find that the consequences are not that dire.
In every area of life becoming increasingly aware of your own patterns of behaviour can unlock success for you. Allowing your patterns to continue to run unaddressed is exhausting and creates those energy leaks. I challenge you to uncover those old patterns and explore new ways to interact that support you, your direct reports and clients.

Change Can be Difficult to Navigate Through

Posted by on Jul, Wed, 2017 in Individual Purpose, Motivation | 0 comments

July 19 maneuver through change

About a week ago I was driving into Toronto for a meeting on the 400 series highways. I was driving along my merry way making really good time when another driver merged into my lane. Usually, this is no big deal however; this driver was going about half everyone else’s speed. I needed to brake to let him in and put my 4-way blinkers on so I wouldn’t get rear-ended. I patiently waited for him to get into the slower lanes which didn’t happen.

This situation got me thinking about corporate change and how some executives and managers see change coming and can easily maneuver through it and yet others insulate themselves from the change. The driver of the car in front of me clearly wasn’t flexible in dealing with change and seemed unable to shift into the driving culture of our lane. I have seen this many times with managers when I’m doing my consulting and coaching work.

Have you ever had difficulty managing change? Have you been that slooooow driver? Frustrating everyone around them, perhaps even creating potential peril because you were frightened or uncomfortable with change? Were you one of those people who has shared with me “we’ve always done it this way” during my consulting work?

One thing that is consistent in today’s world is change. Just as we get to understand one technology or way of doing something, it is time again to innovate. Yes, we can all experience “change fatigue”, but sometimes we just hate innovation and having to learn new ways to do business.

Here are 3 tips to help you shift with the changes:

  1. Identify when you are challenged by upcoming changes. Awareness is always the first step to shifting behaviour.

You will know this when you start tensing up during conversations, you might hear yourself saying a lot of “but, …” or simply be complaining to others in your life that there are more innovations on their way. Another symptom of difficulty with change is when you hold onto something like it’s the best solution ever – and dig your heels in to protect that solution. Or, you get feedback from your boss or direct reports that you are not open – this may seem less obvious so simply reflect on comments that people have made to you recently.

  1. Make a list of the potential benefits of this change. By looking at the situation from a variety of perspectives, you can often shift into action mode.

What other perspectives might I view this upcoming innovation through? For example, how might this benefit the bottom-line? What would it make easier in the long run? If this new way of doing things came into being, how could this solve other challenges that you are aware of? Ask you and your team “what am I not seeing here?” as a way of opening your thought process. This will also encourage your team to shift with the change.

  1. Review past experiences with change to uncover what you have found helpful to embracing that shift? In this way, you can create a road map for future initiatives to help you maneuver more smoothly and effectively through shifts in your work.

Identify what made it easier for you to make the shift into the new methods. Make a list. Then make a list of the ways you have struggled with change in the past. Ask yourself, how could I make these behaviours more adaptive to a new situation? This can be tough to do on your own, so hiring a coach to assist you through your stuck points can be a brilliant way to lessen the stress of consistent innovation and change that we all are experiencing. I’m only a phone call away.

Learning to adapt and speed up into the new lane of traffic becomes paramount to success in today’s fast-paced business environment. Driving 60 when others around you are driving 120 will cause you to not only put yourself in danger but will create peril around you.

Let’s Keep the Ball Rolling this Summer

Posted by on Jul, Wed, 2017 in Communication | 0 comments

Beach Ball

It is official, summer is really here! While we talk about spring fever, we don’t have a name for the challenges that can arise when the warm weather, beaches and outdoors call us during these summer months yet they often impact how we work.

We all know that more vacation time is taken in the summer months and that projects and deliverables still need to happen; so here are a few tips on managing those projects and keeping that ball rolling forward:

  1. Ensure that time is taken to communicate all aspects of the current deliverables with all team members as they will need to be able to pitch hit for one another throughout this season. Having open dialogue can reduce stress and prevent frustration for both your team members and your clients.
  2. Create accountability partners or “vacation partners” within the team. Have these individuals update specific aspects of ongoing projects with potential calls/issues that may arise during their vacation time. Be sure to include a list of names of all clients, phone numbers and email addresses including the best way to reach each client.
  3. Encourage staff to add a short sentence of their upcoming vacation and who will cover for them in their email signature leading up to their time off. This will make it easier for your clients to anticipate and plan for your team member’s vacation knowing that someone else can be contacted as needed.
  4. Include their vacation partner’s name and extension in their outgoing email message. Include the ability to press # with the extension number now if your phone system allows.
  5. Have each team member forward client emails that may be of assistance should their partner be contacted during their vacation. Consider forwarding emails to the vacation partner from specific clients during the time off.

These tips can help reduce your team member’s stress level as they keep those balls in the air. And when your vacation comes up, you can unplug and focus on keeping your beach ball up in the air feeling more relaxed knowing you’ve got things covered at work!

Use the 5-Second Rule and Move Mountains

Posted by on Jun, Wed, 2017 in Motivation | 0 comments

countdown

I’ve just recently read “The 5 Second Rule” by Mel Robbins and frankly, I feel like I’ve found a gold mine. Since finishing it, I’ve shifted from being a serial snooze bar junkie to a hop out of bed the second the alarm sounds to start my day.

Here’s the methodology…in order to push through the brain’s resistance to change or lack of motivation, you simply countdown backwards from 5 to 1. It’s as simple as 5 – 4 – 3 – 2 – 1 – GO! And take action!

Her argument is that we will never be motivated to do things that are difficult, but necessary, in our lives. When we think about that less than appealing task we go into uncomfortable emotions like fear, worry, uncertainty, etc. Then the monkey brain will take over creating wonderful excuses why it is acceptable to us not to do that nasty task. So when you countdown, your monkey brain gets to count (it’s happy) and when you get to “0” you have nowhere else to go but take action!

Funny enough, this technique also works when we have exciting goals we want to achieve and may be intimidated or nervous to begin. When the inspiration to start the task, before any hesitation happens, and dial the phone, begin to write the email, start writing, or whatever task will take you closer to your big goal.

Our brains are wired to continue to take action once we have begun a task – it’s called the commitment and consistency principle. Basically, once we make a decision or choice to take action towards something, we continue to take action that is consistent with that choice. And this is how this countdown process enables us to overcome emotional hesitation and create the results that are really important.

While it’s incredibly simple, I think it’s going to take some finessing to perfect how I use it through the day to attack those things that are not as fun to do. But, given that I have an additional 50 to 60 minutes each day (the time I used to snooze), I think I’ll be able to naturally accomplish more.

Creating Great Teamwork Creates Sold Bottom-line Results at PEER Group

Posted by on Jun, Wed, 2017 in Leadership, Team Dynamics | 0 comments

What happens when two engineers get together to create a work environment where they love to come to work every day? 25 years later you have a team of highly motivated and committed employees that drive an amazing bottom-line.

That is what founders Mike Kropp and Bob Harris have created at PEER Group Inc. Their vision in 1992 was to “love coming to work, love the people, and love our work”. From there, PEER Group® has grown from 2 full-time employees and a handful of contractors in a ‘boot-strap’ start-up to a team of over 100 employees worldwide generating almost $24,000,000 in global revenue in 2016. It’s not just the PEER Group team that recognizes an amazing company culture: PEER Group has been named as one of the Best Workplaces in Canada for the last 5 consecutive years by the Great Place to Work® Institute!Being committed to creating healthy workplace culture, I had to interview a couple of key individuals at PEER Group and share with you some of the great ways they accomplish this success in team and business. Through interviews with Mike Kropp (PEER Group President & CEO) and Janice Retterath (Director of HR & Administration), I learned that PEER Group has intuitively applied On Purpose Consulting’s 5C’s throughout its organization. I believe their success relates directly to their focus on:

Clarity, Communication, Congruency, Collaboration,
and Commitment

 

 

Clarity:

Clarity is having well-defined company values, and the processes to operationalize these on a daily basis in order to achieve your results.

From their first days in business, PEER Group has hired for culture fit by conducting team interviews to ensure that all hires align with the company’s core values. Their ongoing focus on fostering a caring workplace has inspired each decision along the way. For example, PEER Group has a “baby wall” where every child born to an employee has a framed photo displayed to celebrate this life achievement.

Work-life balance is promoted through vacation time – each employee begins with 3 weeks per year and there is flexibility to hold over portions of the holiday to the following year to allow for special holidays and/or to enable international employees to travel home for longer periods.

These are only 2 examples of the many ways that PEER Group’s clarity enables them to operationalize their values.

 

Communication:

Communication will make or break an organization. Ensuring that communication is based on mutual respect by ensuring listening as well as talking is important in creating an effective workplace culture.

In Mike’s words, PEER Group “paints a vision” through sharing the complete finances to all permanent team members including costs, expenses, and revenues. Feedback is invited during this presentation in a session called “Open Mike – Ask Me Anything” where employees do just that – ask their president anything.

Feedback is also encouraged through a suggestion box and an open door policy for direct conversations. In an effort to encourage even more collaboration, later this year PEER Group will roll out a new intranet for better internal communications and replace their existing bulletin board-style tool.

When changes are happening in the organization, such as major renovations, the team is consulted for their input. Given the request from team members, the design of PEER Group’s new office space will include cubicles as the extra privacy enables focus on highly detailed tasks such as complex programming.

 

Congruency:

Congruency is when the leaders’ behaviour is consistent with the declared values of the organization. When this occurs, trust is enhanced, and team dynamics can soar.

The PEER Group leadership team places a high value on caring and teamwork. These values are shown through a solid pay structure, profit sharing, stability and work-life balance. They have created a “family environment” where during lunch times team members feel comfortable sharing personal goals, challenges, and dreams in life. Although he’s company president, even Mike joins the team and partakes in these lunchtime chats whenever he’s not travelling. He’s clear that there is no hierarchy or politics at these meals, just an opportunity to connect with each other.

In addition to the caring and teamwork that happens within the PEER Group walls, the entire company is dedicated to community involvement. Various teams work together to fundraise for local charities.

To help celebrate the company’s 25th anniversary this year, PEER Group’s co-founders also set up a $25,000 Endowment Fund at KidsAbility to help support the thousands of local children who rely on its services.

 

Collaboration:

Once trust is established and maintained, the team will engage in collaborative practices.

During the onboarding process at PEER Group, time is spent ensuring positive collaboration by:

  • Clarifying their policy manual as a guide to create consistency throughout all teams vs. a tool of enforcement.
  • Establishing mentoring relationships as another way to deepen cooperative team work and learning.
  • Assertiveness training which they call “You know what conversations”. It’s their way to have those difficult conversations and facilitate healthy relationships at work.

Beyond onboarding, all employees are encouraged to participate in the company’s mentoring and training programs.

Commitment:

When you actively work on the first 4 C’s, and you commit to your team members, team commitment is the result.

The leaders at PEER group are committed to their employees from the moment of hire. Performance appraisals are a pathway for career planning and development. When promotions happen, it is often from within and team members are given opportunities for training (paid time off for studying and exams) as well as skill development to prepare them for the new role.

Maintaining a core value of integrity and a strong belief that all good things flow from a place of integrity, PEER Group has created a highly committed team. Last year, staff turnover was only 4% due to retirements and career changes. When one individual wanted a career change, the management’s focus became how can we help with your transition? In fact, when one hire did not work out, they found a better fit between skills and job at another organization through the management’s professional network.

PEER Group commits to their team from the moment of hire to often the end of their career (of their employees, 6 % have been employed for over 20 years and 35% have been with the company more than 10 years). Clearly, the 5C’s are alive and flourishing at PEER Group!

As it says on their website: “The word “PEER” in our company name stemmed from the idea of interconnected software objects that communicate with each other as “peers”. Our employees are also the heart of our organization and a “peer group” is a group of like-minded individuals”. This is definitely what I witnessed during my recent visit to the organization’s head office in Kitchener, Ontario.

If You Want To Be Happy…

Posted by on May, Wed, 2017 in Individual Purpose, Motivation | 0 comments

I wanted to change things up and so this week I’ve invited my friend and guest blogger, Lisa Ivaldi, to share her thoughts on Happiness. Enjoy!

Lisa Ivaldi is a writer and blogger in Guelph, ON.  Lisa loves sharing information that will have a positive impact on the world. Her first article was published in Vitality Magazine in 2002 and her monthly personal growth blog has been online since January 2011.  If you are interested in reading more of Lisa’s articles, or inviting her to guest blog, visit her online at InsightClarityGrowth.com.

Chart from Matt Killingsworth Happiness Study

Chart from Matt Killingsworth Happiness Study

Last month I was driving on a lovely stretch of road surrounded by farm fields, trees, sunshine, and blue sky. There was very little traffic and I wasn’t in a hurry. I couldn’t help but feel great. I was smiling and enjoying the scenery and congratulating myself on being in, and savouring, the present moment.

However, my next conscious thought was that my mood had totally shifted. I was frowning and feeling concerned and frustrated even though nothing unpleasant had happened to account for the shift – same blue sky, same beautiful scenery, same peaceful drive. So what had happened?

For several weeks, I had been taking an online course on happiness and had recently finished a segment on the link between mindfulness and happinessMindfulness was defined as “a state in which your attention is not distracted by something other than what’s happening right now.”  The course referred to a mind wandering study by researcher Matt Killingsworth. The purpose of the study was to watch how people’s happiness goes up and down over the course of the day and to “discover some of the things that really have a big influence on happiness”. Thousands of participants were asked three questions at random points throughout the day:

  1. “How do you feel, on a scale ranging from very bad to very good?”
  2. “What are you doing, on a list of 22 different activities including things like eating and working and watching TV?”
  3. “Are you thinking about something other than what you’re currently doing?”  (The participants thought about something other than what they were currently doing a whopping 47% of the time.)

The study found that people are happier when they are focused on the present moment and paying attention to where they are and what they are doing – even if it is not the most pleasant task, like commuting to work.

People are least happy when their minds wander.  A big part of the reason may be that when our minds wander we often think about unpleasant things, which makes us less happy.  However, the study showed that even when people are “thinking about something they would describe as pleasant, they’re actually just slightly less happy than when they aren’t mind wandering.”

And that’s what happened to me during my pleasant drive through the countryside.  My mind started to wander.  I was no longer focused on where I was and what I was doing.  When I noticed the change in my mood I retraced my thoughts to see what happened.  I realized that, as I was enjoying the scenery, I passed a large garden centre which reminded me that I needed to repot some of my plants at home.  That thought led me to think of all the other chores that I needed to do but hadn’t got to yet.  No wonder my mood changed!  I went from enjoying a pleasant drive to stressing about all the chores I needed to do.

I don’t think I fully understood the correlation between mind wandering and unhappiness until that moment in the car.  The change in my mood was dramatic and only happened because my mind wandered to a less pleasant place.

So now when I notice myself slipping into an unhappy state, I try to stop and step back from my thoughts so that I can discover where my mind has been.  Dr. Raj explained in the happiness course that by stepping back, you put distance between you and your thoughts and emotions which causes your thoughts to slow down and your feelings to lower in intensity.  Your whole system calms down and you feel more tranquil and less stressed.

So, if you want to be happier (perhaps up to 47% of the time), try to be mindful and keep your attention on what is happening right now.

To Discern, To Decide and To Correct Course

Posted by on May, Wed, 2017 in Team Dynamics | 0 comments

discerning

As a business leader or owner, making a myriad of decisions each and every day is only one aspect of your responsibilities. So, how do you discern what’s relevant, and how do you make the best decision?

  1. What are the multiple options available to you? When time allows, write these possibilities down. Then consider what are the facts, impressions, pros, and cons of each scenario?
  2. Have an open mind and listen to information that may appear counter-intuitive to the situation or that is against your way of thinking. Encompassing all these pieces of information that impact the decision will improve your outcomes.
  3. Consider the patterns you have witnessed in similar situations. How might these patterns influence this situation?
  4. Discernment is about knowing all the “facts” and going to an even deeper level so that you know within yourself that you have made the best possible decision for the time. Sometimes, you need not worry about the “right decision” but instead, let it unfold. So few decisions are cast in stone – you can make another choice tomorrow if there needs to be a course correction.
  5. Take the time to check in with yourself. It can be helpful to imagine the situation taking one option and notice how that feels in your body. Then take several deep cleansing breaths. Next, imagine the next option, how does that feel? And so on. Take notes of each option and your “gut feeling”.

Decisions have multiple layers and factors which can be influenced by many people. Discerning what are the relevant factors and the relevant influences are important. Some of the “facts” may not be most important.

Use your inner compass – sharpen your tool and set course. Then as needed, course correct.

Course corrections are not mistakes, but simply noticing the outcomes of your decisions and making the next best choice that is most appropriate in the new scenario.

How to Perform a Self-Leadership Audit

Posted by on Apr, Wed, 2017 in Leadership | 0 comments

April 26

As a leader, what are you trying to achieve? What is important to you? What behaviours do you see that benefit yourself and others you lead?

These are all very valuable questions to ask yourself on a regular basis. Having a scheduled self-review process you can champion your wins and set goals for your challenges. So here is a self-audit process that you can use:

  1. Create a specific list of skills and abilities that you believe leaders need to possess to be successful. If you are stuck, check out the leadership books on your bookshelf. You might need to dust them off and look at the table of contents or read a relevant chapter. Or ask your team members what the most valued aspects of a leader are for them. You will want to consider areas such as communication, respect, interpersonal relationships and so on.
  2. Rate yourself on a scale of 1 to 10 where you see yourself in this area. Now, don’t be like many leaders who exclude 10 in performance appraisals because we can never be perfect. While perfectionism is a problem given our humanness, we can rate a 10 when we are really rocking a category. Give yourself and others credit when it is due.
  3. Next, write a plan of your areas for improvement in all aspects that you’ve listed. Then choose 1 area as a highest priority and begin to write out specific steps your will take including books and resources that you’ll use as you take action on these goals.
  4. Go to your calendar and schedule appointments to work on these goals. Set out a minimum of 3 to 5 hours each week to make this area a high priority. While you might need to have several smaller chunks of time scheduled during the week, you definitely need to take the time to integrate and shift that behaviour.
  5. Now consider what you need that you do not currently have to support these goals. Do you need more knowledge such as a book or a course? Do you need to better understand how to shift this area? Perhaps you need an accountability partner. Do you need a mentor, or coach?
  6. In one month’s time, re-evaluate all the areas again and pick the highest priority. You are likely to find that focusing on one area will improve other areas as well. For example, if listening is the skill you are working on, then it is quite likely that you will notice an improvement in your communication skills. Make sure you take the time to celebrate your progress! Then repeat the process for that month.

Audits and plans are only useful if they are following and administered on a regular basis. Hit and miss efforts will result in hit and miss results. Commit to yourself to make these shifts as they will make your life more enjoyable and rewarding. You deserve to be a priority and your personal development is important to a feeling of success and accomplishment.

5 Things to Review if you have Lost Your Compassion

Posted by on Apr, Wed, 2017 in Individual Purpose | 0 comments

Practice Compassion

I was chatting with a colleague last week and we were talking about a difficult situation for someone in their relationship. Her comment was “and she still stayed [in the relationship]?” This comment struck a chord with me as we can often lack compassion with our colleagues, team members, and direct reports.

Can you remember a time in your life when you needed more understanding and compassion than you received? If yes, then you know how challenging and even debilitating that can be.

So why is it that we may exhibit a lack of compassion?

  1. We may be experiencing burnout and no longer have capacity for kindness and caring. Perhaps we’ve forgotten to make ourselves a priority, or life has been challenging. If this is you, go to your calendar and schedule some “me time” with an activity that is fun and recharging for you. It may be a vacation, a session with your business coach, or therapist. Or simply going to a funny movie and allow yourself to laugh. Make yourself a priority.
  2. We need more information to understand another’s perspective. As humans, we see things from our point of view and we can fall into making assumptions based on our lives and what would or wouldn’t be okay for us. It is helpful to ask yourself is there is another way of seeing this situation that I’m overlooking? Or, if you have the relationship with the person, sit down and ask more questions with genuine curiosity to gain a bigger perspective.
  3. Perhaps you have fallen into “judgment mode.”  You see that, from your perspective, the other person has made a bad choice or engaged in a bad behaviour. While this may be true, you would be well served to ask yourself “What might have happened for me to make a similar decision?” While you may not agree with the person’s decision, having compassion for their situation is still an option and can help to build understanding and a deeper relationship.
  4. We’re caught up in our own values. When we perceive that someone is crossing our values, our core beliefs get triggered, and we can become emotionally unavailable. Subconsciously, you might be trying to protect those values that are near and dear to you. We all have different values, and understanding and appreciating each other’s values is respecting one another.
  5. Poor or unclear boundaries. When we aren’t clear on what our boundaries are, or we haven’t taken the time to be clear about them with others. Reflect on what your boundaries need to be and share this information in a clear, calm manner. When we feel like people are railroading us, we need to stand up for what we need and ask for their respect.

Whatever might be causing your slip of compassion, take some time to reflect and look at what you need to do to shift from judgment to understanding. When we really understand each other, we can create meaningful work relationships and support one another more fully.