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THIS WEEK
Redrafting History
ALSO IN THIS EDITION
For decades, I have been fascinated with stories. It all started in the half darkness as my mother read Grimm's Fables to me at bedtime. Tales full of archetypal goodies and baddies and dripping with emotions scarier than any baddy.
Later, when I was in Human Resources, I listened to the stories employees told about why they did the things they did. I listened to teams of workers tell their tales of "we are the team who ..." and they filled in the blanks with their view of how they were seen in the world. And I listened to stories of managers as they wove their tale of how they developed their management experience.
When I left HR, I listened to the tales of businesses as they explained how they had got to where they were, and what made them unique.
Each of the tales told me more about the teller than the actual story. Each story told me about how much in control the storyteller felt, how much they believed they were victims of circumstance, and their perception of how the world viewed them. And the stories that had been repeated over and over were the ones that vibrated with the most power – keeping people stuck in their story.
I then started listening to the stories I told other people about key events in my life – relationship break-ups, business successes, and parenting of my two daughters. For a time I just listened to my own stories and the words that came out of my mouth. I was a fascinated observer, interested in hearing what I had to say.
And then, when I was telling a particularly sad story for the umpteenth time, I had a huge aha moment. Even I was bored with my own story!
So I sat down and first wrote out (by hand) my sad story. I then decided that I would redraft my story – taking the red pen to it and editing it. Now those of my clients who have been part of my redrafting process know that at times it is gentle, just like tip pruning the odd leaf from a plant. And at other times, the chainsaw comes out and the cut branches are burnt. Let's just say the redraft of my story took the slash & burn approach.
There is a large amount of freedom that comes from redrafting history. The facts of the story stay the same, but the "angle" of the story changes depending on the viewpoint taken. I decided to change my angle. So, for example, was I going to write an "overcoming adversity" story, or a "hero's journey" story? Was I going to write a comedy or a tragedy? Was I writing a legendary romance or a spiritual quest? While I couldn't control the facts – I was in total control of the angle of my story.
And for me, it was as if a breath of fresh air blew in. No longer was my sad story one of Greek tragedy proportions. It was a grand and glorious romance in the vein of Casablanca. And the shift in my emotion and how I related to the people around me was dramatic. The simple act of redrafting my history shifted my personal perspective on life.
Redrafting history is not limited to personal stories. I have seen the same shift happen with teams. When they redraft history they are no longer the bunch of misfits always overlooked, they become the team of diverse and creative people with brilliant and innovative ideas. And how do you think they begin to operate as a team once they have redrafted history?
All you need to do is work out the story that you are telling, and then redraft it to a story that serves you better. Keep all the facts the same; just write them into your story from a different (and more compassionate) point of view. And if the first redraft doesn't work – well 2nd and 3rd drafts are normal in my business. Keep going until you have a draft that works for you.
So ... what story are you telling?
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| HR Tip of the Week: Listen to the Stories Applicants Tell |
 If you want to hire great employees, you need to screen hard during the recruitment phase. Ask applicants questions like "tell me about the worst manager you had - what made them bad?"; "tell me about a situation where there was conflict in a team you worked?"; "tell me about a time when you realised you were missing core skills to do a particular task - what did you do?"; "did you have enough resources to do your current job?"; "why were you not paid more in your current job?".
The thing you want to do is listen the underlying story they are telling. Are they telling stories that paint them as the hero and the boss as the villain (and guess which role you would be cast in if you hired them)? Are they telling victim stories or stories of overcoming adversity? Try and work out the theme of their stories and check the application to your workplace.
Of course their stories need to be backed up by checking references, checking claims in their resumes about tasks performed with past employers and undertaking work samples, but stories are a great starting point to kick the process off.
| Black Friday / Cyber Monday Super Special! |
For our non-USA readers, the concept of Black Friday may be alien. The Friday after Thanksgiving is called Black Friday and heralds the official start of the Christmas shopping season. Cyber Monday is the day for online retailers to get into the Christmas shopping act. These are also the days that retailers dramatically slash the prices on many of their products.
And some of my US clients asked me if I would join in their tradition. Well it would be churlish of me to refuse, so this year I am leaping in boots and all.
Our Black Friday / Cyber Monday Super Special:
- Instant HR Policies and Procedures Manual (normal retail $197 + GST)
PLUS
- Employee Performance Review Tips, Templates & Tactics (normal retail $24.97 + GST)
Combined package for just $150+GST. That's a saving of over $70 on normal prices.
Now of course this amazing offer can't last. It is only valid until 5pm Tuesday 30th November 2010. So get in quick and make the most of this brilliant tradition (and feel free to tell your colleagues about this amazing never before offered deal)!
Click here to go to our sales page. Get in quick!
Creating engaged employees is not rocket science. The recent Blessingwhite survey gives 3 tangible actions managers can do to engage their team.
exuberantly yours
Ingrid
Heart Harmony
Legal stuff: This newsletter is intended as only a general guideline for Australian businesses. You should seek specific advice for your situation rather than relying only on this newsletter
Earnings disclaimer. Some of the content may include advertorial information, which means I may receive financial compensation for the products I recommend. But - unless I know and trust the product, I will not recommend it.
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