Heeding Your Inner Compass

After a very long silence on this coach blog adventure, I suddenly feel called to write. It was a weekend full of people, while simultaneously trapped in mental perception and judgment. 

Why am I not doing more?
Why am I so disinterested in participating?
What's wrong with me? 

Confident that my fluctuating hormones were at play, I still couldn't shake the desire to address my nagging concerns. Finally, in a conversation with a friend -- in true extrovert style -- the depth of my resistance sunk in: 

I've created a lose-lose -- damned if I do, same if I don't. I've done this, I realize: I've led kids in the wilds, guiding them, teaching them, putting up with their sh%t, enjoying their quirks, their growth, their laughter, fears, revelations. I've packed trips, taught first aid, organized, resisted resistance, and absorbed it. I've learned knots and taught classes and built fires -- and all of that with an age group that lights me up. 

Do I need to do it again with an age group that doesn't?!

I've worked so hard to learn to relax (oh, the irony). I've come so far to be able to be OK doing less, and even close to nothing. Why, then, do I beat up on myself for sinking into the Tamara that I've wanted and created, simply because I think there are things I should do and be?

Old patterns?
Perhaps. And likely. 

Sadness that I lived 'that life' before Kaya gets a chance to experience that part of me?
Partly. And yes, that. 

Because I feel some regret, some angst, and settling into the lifestyle that I used to judge so harshly?
Yes. This, for sure. 

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I hang out with people with RVs and trailers and campers. I have a camping mattress that's huge and amazing. I buy new gear sometimes that does more than I use it for and does little to respect the planet. I avoid backpacking trips because I fear headaches. I have gear that I don't use, to not explore the wilds that I miss. I pressure myself to go at times, but sometimes, I just want to be home. Sometimes, I feel trepidation. And sometimes, I just want the easy life. 

Is the easy life so bad?

Do we judge ourselves because we're soft, or slow, or however we now are which is different from how and who we were?
Should we live the life we think we should simply because we used to, or because we used to judge those who didn't?

Clearly not. But my ego sometimes says we should. 
And this seems like the question:

How do we live the simpler, slower, relaxed life we're wanting while avoiding the judgment from our past selves and old patterns?

The old Tamara would have searched outside herself. 
There were no answers within -- at least she couldn't hear them. 

Mindfulness. 
Breath. 
Be. Here. Now. 
Gratitude. 
Enjoyment.
Your body knows.

But this is what I now hear when I wait and listen. My inner compass.
Loud enough to hear, now that I've slowed down enough to listen.

I don't have to be all that.
I can be this. And that's enough. 

Because after all, it's what I've worked towards.
And now that I'm here, I really want to enjoy it. 

What is your compass telling you?
Would love to hear in the comments below!

Hiring Your Own Company A-Team

“If you have a problem that no one else can fix, and you can find them, then maybe you can hire The A-Team.”

— introduction to the original TV series, The A-Team

The theme song brings me back to our burnt orange velour couch, watching Mr. T flaunt his massive muscles and wield his weighty gold chains. As a kid, I never understood the concept behind this team -- had really no idea who they were, what they were doing, or why anyone would want to hire them -- but over the years, it's become quite clear: we all want an A-team, in some form or fashion. Even Rick Campfield.

Last week, I interviewed the CEO of SunModo, a solar racking company in Vancouver, WA. My interview with Rick was the third in a series on Thriving Culture, published in my monthly column in the Solar Review. In our conversation, Rick told me about a new 10,000 square foot headquarters that they're building, and pointed me to this article in the Vancouver Business Journal in which he discussed their own 'A-team' -- essentially all the vendors and partners whom they'd chosen with intention, who had helped them get to that point in their growth. 

Later in our interview, Rick referred to eight specific traits that they use in their hiring process, as a foundation for creating a thriving company culture at SunModo. Naturally reluctant to publicly share all of these traits, he did mention that they aren't traits that are teach-able, that they're more about a person's true colors than the knowledge, skill set or abilities they possess. 

While Rick and Tony of SunModo refer to their A-team of "lawyers, bankers, accountants and trucking companies," it would be just as easy to create an A-team of installers, office managers, and sales directors. 

Rick offers us great insight into their process at SunModo: 

• write a very specific job description that fits the flavor of your company
• be intentional about planning the short and long term vision for each position
• interview for specific traits, specifically those that speak more to one's character than one's skill set

So, how do you hire for traits that are less trainable and more deeply rooted in character?

First of all, you must choose your traits. And you do so by identifying which traits -- or values -- are most important to both you and your company. 

What do you value? What is most important to you? What do you appreciate above all else?

Referencing a list of values may help get you started. It can often be helpful to print the list off and start by identifying your own values - circling 5-10 that feel most important to you as a person, as a leader. 

Then, repeat the process, but mark in yellow those 5-10 values that are most important or valuable to your company or organization. Are there inherent values included in your mission statement? 

You will likely begin to see overlap. At this point, complete the identification process one more time, considering and denoting in a different color, what it would take for someone in your company to be appreciated for the work they do and contributing to the company's purpose. 

From this final list, you can begin to whittle it down to the top 5-10 traits that you'd like your A-team to exhibit. After writing down the three lists into one, spend time with your list, letting go of those values that don't resonate, those that feel out of place or off in some way. 

This process may take time, or it may come quite quickly. As Rick said, his list of eight traits shifted with time...so it's likely that yours will, too.

If you're not quite ready to hire additional team members, and you'd like to focus more on aligning values in your place of business, check out this article, read about my services at thrivingsolar.com, or contact me directly for more information on how I might support you in creating a company culture that thrives.

Four Steps to Resolving Interpersonal Conflict

In a recent interview that I conducted, which was published in the most recent edition of the Solar Review, Jordan Weisman, owner and founder of Sunbridge Solar, referred to some challenges he'd had around building a thriving company culture.  Regarding some interpersonal challenges with some of his employees, he said that "when you're dealing with people or any relationship really, there are ways to talk about and handle things, and ways not to. Even if you have the best intentions of being open," he continued, "sometimes it still just doesn't work because you're dealing with a person who reacts in certain ways."

Jordan addresses a very valid and common conern. How do we navigate interpersonal conflict when it arises in our teams? 

In my work with solar companies, I address this very challenge. As humans, we are clearly quite complicated and bring a variety of perspectives and needs to the table. There are bound to be disagreements in our interactions with others, and when we can smooth out the resolution process, both business and culture can thrive. 

The following 4 steps can support you in navigating the next conflict that arises on your team:

1. Listen curiously.
2. Highlight similarities. 
3. Appreciate difference.
4. Generate resolution.

Listening in the truest sense of the word can be really difficult, particularly for leaders. Most of us have our own internal dialogue running while others are speaking -- as unaware of this as we may be --and this tends to strongly influence the way we hear others. But when we can be curious about others and what they are saying, our listening changes. And this, on its own, has the ability to change the way that the other person is speaking, which can then directly affect the outcome of the conflict, right from the start. 

Highlighting similarities may seem counterintuitive, particularly in the beginning of a conflict, but when you can do this successfully, the people in conflict are able to feel more connected. This, as with listening, has the potential to benefit the outcome before even addressing solutions. According to renowned psychologist, Daniel Goleman, we are wired to connect--it's in our DNA. When we can come at conflict from this place, possibilities are created that can't begin to exist in disconnection.

The third step, appreciating difference, is where you dive into the heart of the conflict. If you can take on a perspective of appreciation, really attempting to understand and feel what it might be like to be the other person, specifically around what has them so angry, frustrated, or otherwise upset, the resolution process can often work itself out. You don't have to agree with what they're saying, or even like it, but appreciation is neither of those things. It's simply understanding from a place of compassion. Giving each person's struggle attention for time that it needs to be heard, understood and valued. This can make a huge difference.

Once the parties involved have had a chance to share, and each feels heard and appreciated for their perspective, the options for generating resolution are far greater. It's likely that proposed solutions have come up along the way, which you can refer to as possibilities in the mix, or perhaps just the process of listening and appreciating has done the work of resolution for you. Regardless, mapping out a plan that will work 'well enough' for both people, at least for now, can be very helpful.

It can be valuable to remember, in the process of facilitation, that there is no right or wrong answer, and solutions aren't forever. I find it valuable to propose a 'for now' solution, one that can be revisited with time and communication.

The Power of Reviews on Increased Revenue

As referenced in the related article entitled, 'Making a Case for Investing in Culture', published first in the Solar Review, thriving organizational culture often results in positive reviews from both customers and employees. This is yet another driver of a thriving business, and can serve to bolster the case for investing in a thriving organizational culture.

From a customer's perspective, it's easy to imagine how a positive culture affects and directly benefits the services offered and received. When employees feel supported, from their boss as well as their co-workers, they have less to worry about, and can spend more of their energy and brain capacity on the install or the sale. As evidenced by Jordan Weisman of Sunbridge Solar, "When culture is thriving, we operate more efficiently. We get more accomplished with less work. There is laughing and joking and the atmosphere is professional but light." 

You may have heard of Glassdoor, one of the fastest growing job and recruiting sites on the internet today.  According to its website, "Glassdoor holds a growing database of more than 8 million company reviews, CEO approval ratings, salary reports, interview reviews and questions, benefits, reviews, office photos and more. Unlike other job sites, all of this information is entirely shared [anonymously] by those who know a company best -- the employees."

From the back end, it pays to treat your employees well.  A happy satisfied employee, from a company with a thriving culture, is far more likely to write a positive review of a company with a "professional but light" culture than of one where employees yearn to be heard, valued and respected.  Their positive review of their employer on Glassdoor or similar has the direct potential to attract both committed team members as well as potential customers. 

From the front end, a thriving culture breeds positive customer reviews. When customers feel supported and served, as they generally do when interacting with happy employees, they are also more inclined to write a positive review.  It goes to reason that the atmosphere in a thriving culture is seen, felt and experienced by customers. This ultimately increases not only their likelihood of writing a review but increases the chance that what they write will be positive. Jordan has seen this direction connection at Sunbridge, as well, "definitely noticing improved customer reviews when [their] culture is thriving."

You can see this if you take a look at various reviews on public sites.  On Solar Reviews, there is a review of truesouth solar that references their "team of installers [who] were the nicest, most professional team I've ever had out to my house."

Of Elemental Energy, reviewed in the Best and Worst Solar Companies in 2016, it is stated that, "while Elemental Energy is still fairly young...[..]....the reviews from customers are all positive and their 24-year warranty is right up there with the industry standard." In their Ranking Criteria, Best Company weights customer reviews at 20% -- clearly there is value on what the customer thinks. 

Sunbridge, as well, has multiple public reviews on Guild Quality from customers, which stands to highlight the value of a thriving culture. Many of them reference both Jordan and the team, and how "amazing" and  "great they are to work with," while others refer to the "personnel [who] projected great friendliness, knowledge, efficiency, [and were] very accommodating and courteous."

People matter. And treating them well, from both the inside and the outside, affects the bottom line. While it seems like an easy concept, it can be challenging to know just what to do to find a balance between prioritizing people and profits. 

For more information on how to create a thriving culture in your organization, or to share where you see examples of thriving culture in your company, contact me and check out the forthcoming articles on my exclusive column, 'The Value of a Thriving Culture', published monthly in the Solar Review.